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市場調査レポート

欧州・北米の金融サービス業における顧客エンゲージメント

Customer Engagement in Financial Services in Europe and North America

発行 Frost & Sullivan 商品コード 310253
出版日 ページ情報 英文 116 Pages
納期: 即日から翌営業日
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欧州・北米の金融サービス業における顧客エンゲージメント Customer Engagement in Financial Services in Europe and North America
出版日: 2014年08月04日 ページ情報: 英文 116 Pages
概要

当レポートでは、欧州・北米の金融サービス業における顧客エンゲージメントについて調査分析し、さまざまな顧客コンタクト戦略、実現技術・サービスにおける現在/将来の導入について、体系的な情報を提供しています。

第1章 調査背景・目的・手法

第2章 エグゼクティブサマリー

第3章 顧客インタラクションチャネル

  • 金融サービス業における現在/将来の顧客インタラクションチャネル
  • 金融サービス業における現在のインタラクションチャネル
  • 金融サービス業における将来のインタラクションチャネル

第4章 すべての顧客コンタクトチャネルの統合

  • 金融サービス業における現在/将来のコンタクトチャネルの統合
  • 金融サービス業における現在のコンタクトセンターの統合
  • 金融サービス業における将来のコンタクトセンターの統合

第5章 自動化の普及

  • 金融サービス業における現在/将来の完全自動化の普及

第6章 音声自動応答(IVR)インタラクションにおける音声認識の普及

  • 金融サービス業における現在/将来の音声認識対応IVRインタラクションの普及

第7章 将来のアウトバウンド顧客インタラクション

  • 金融サービス業におけるアウトバウンド顧客インタラクションの変化予測
  • 金融サービス業におけるPCC向けアウトバウンド顧客インタラクションの変化予測
  • 金融サービス業における営業向けアウトバウンド顧客インタラクションの変化予測
  • 金融サービス業におけるコレクション向けアウトバウンド顧客インタラクションの変化予測

第8章 ソーシャルメディア顧客コンタクト戦略

  • 金融サービス業における現在/将来のソーシャルメディア顧客コンタクト戦略の能力
  • 金融サービス業における現在のソーシャルメディア顧客コンタクト戦略の能力
  • 金融サービス業における将来のソーシャルメディア顧客コンタクト戦略の能力

第9章 モバイル顧客コンタクト戦略

  • 金融サービス業における現在/将来のモバイル顧客コンタクト戦略の能力
  • 金融サービス業における現在のモバイル顧客コンタクト戦略の能力
  • 金融サービス業における将来のモバイル顧客コンタクト戦略の能力

第10章 マルチチャネル顧客コンタクトセンター目標の達成に対する潜在的な抑制要因

  • 金融サービス業における潜在的な抑制要因

第11章 システム/アプリケーションの普及

  • 金融サービス業における現在/将来のシステム/アプリケーションの普及
  • 金融サービス業における現在のシステム/アプリケーションの普及
  • 金融サービス業における将来のシステム/アプリケーションの普及

第12章 エージェント業績最適化(APO)ベンダーの数

  • 金融サービス業における現在/将来のAPOベンダーの数

第13章 APOアプリケーションの統合

  • 金融サービス業における現在/将来のAPOアプリケーションの統合
  • 金融サービス業における現在のAPOアプリケーションの統合
  • 金融サービス業における将来のAPOアプリケーションの統合

第14章 APOアプリケーションの主要な使用事例

第15章 顧客洞察力の活用に対する抑制要因

第16章 現在のホステッド/クラウドソリューションの使用

第17章 ホステッド/クラウドソリューションへの移行を決定する重要要因

第18章 ホステッド/クラウドコンタクトセンターアプリケーション

第19章 ホステッド/クラウドコンタクトセンターベンダー

第20章 ホステッド/クラウドコンタクトセンターソリューションに対する抑制要因

第21章 顧客サービス機能

第22章 アウトソーシング顧客コンタクトチャネル

第23章 一貫性のあるシームレスな顧客エクスペリエンスの優先順位

第24章 コンタクトセンター席数/エージェント

第25章 アウトソーシング立地

第26章 アウトソーサーの数

第27章 アウトソーサー選択の重要要因

第28章 アウトソーサー利用の抑制要因

第29章 主な調査結果

第30章 Frost & Sullivanについて

目次
Product Code: NE54-01-00-00-00

The Current and Future Financial Services Vertical

The overall objective of this research service was to look at the current and future adoption of various customer contact strategies, enabling technologies, and services, specifically in the financial services vertical. In terms of financial services, significantly more current customer interactions are taking place through email in Europe than in North America, while more interactions are taking place through chat in North America than in Europe. About 48% of customer interactions are fully automated, which is expected to grow to 60% by 2016. Overall, the use of multiple capabilities with social media customer contact strategies in the financial services vertical is expected to increase by 2016, with the largest percentage point increases expected for full integration with other contact channels and personalized marketing.

Table of Contents

1. RESEARCH BACKGROUND, OBJECTIVES, AND METHODOLOGY

  • 1. Research Background and Objectives
  • 2. Methodology
  • 3. Overall Firmagraphic Details

2. EXECUTIVE SUMMARY

  • 1. Executive Summary
  • 2. Executive Summary (continued)
  • 3. Executive Summary (continued)
  • 4. Executive Summary (continued)
  • 5. Executive Summary (continued)
  • 6. Executive Summary (continued)
  • 7. Executive Summary (continued)

3. CUSTOMER INTERACTION CHANNELS

  • 1. Current versus Future Customer Interaction Channels in the Financial Services Vertical
  • 2. Current Customer Interaction Channels in the Financial Services Vertical
  • 3. Future Customer Interaction Channels Channels in the Financial Services Vertical

4. INTEGRATION ACROSS ALL CUSTOMER CONTACT CHANNELS

  • 1. Current and Future Integration of Contact Channels in the Financial Services Vertical
  • 2. Current Integration of Contact Centers in the Financial Services Vertical
  • 3. Future Integration of Contact Centers in the Financial Services Vertical

5. PREVALENCE OF AUTOMATION

  • 1. Current and Future Prevalence of Full Automation in the Financial Services Vertical
  • 2. Current and Future Prevalence of Full Automation in the Financial Services Vertical (continued)

6. PREVALENCE OF SPEECH RECOGNITION IN INTERACTIVE VOICE RESPONSE INTERACTIONS

  • 1. Current and Future Prevalence of Speech Recognition-enabled IVR Interactions in the Financial Services Vertical
  • 2. Current/Future Prevalence of Speech Recognition-enabled IVR Interactions in the Financial Services Vertical (continued)

7. THE FUTURE OF OUTBOUND CUSTOMER INTERACTIONS

  • 1. Expected Changes of Outbound Customer Interactions in the Financial Services Vertical
  • 2. Expected Changes of Outbound Customer Interactions for PCC in the Financial Services Vertical
  • 3. Expected Changes of Outbound Customer Interactions for Sales and Marketing in the Financial Services Vertical
  • 4. Expected Changes of Outbound Customer Interactions for Collections in the Financial Services Vertical

8. SOCIAL MEDIA CUSTOMER CONTACT STRATEGY

  • 1. Current and Future Capabilities of Social Media Customer Contact Strategy in the Financial Services Vertical
  • 2. Current Capabilities of Social Media Customer Contact Strategy in the Financial Services Vertical
  • 3. Future Capabilities of Social Media Customer Contact Strategy in the Financial Services Vertical

9. MOBILE CUSTOMER CONTACT STRATEGY

  • 1. Current and Future Capabilities of Mobile Customer Contact Strategy in the Financial Services Vertical
  • 2. Current Capabilities of Mobile Customer Contact Strategy in the Financial Services Vertical
  • 3. Future Capabilities of Mobile Customer Contact Strategy in the Financial Services Vertical

10. POTENTIAL RESTRAINTS TO ACHIEVING MULTICHANNEL CUSTOMER CONTACT CENTER GOALS

  • 1. Potential Restraints in the Financial Services Vertical

11. PREVALENCE OF SYSTEMS AND APPLICATIONS

  • 1. Current Versus Future Prevalence of Systems/ Applications in the Financial Services Vertical
  • 2. Current Prevalence of Systems/Applications in the Financial Services Vertical
  • 3. Future Prevalence of Systems/Applications in the Financial Services Vertical

12. NUMBER OF AGENT PERFORMANCE OPTIMIZATION VENDORS SOURCED

  • 1. Current and Future Number of APO Vendors Sourced in the Financial Services Vertical
  • 2. Current and Future Number of APO Vendors Sourced in the Financial Services Vertical (continued)

13. INTEGRATION OF AGENT PERFORMANCE OPTIMIZATION APPLICATIONS

  • 1. Current and Future Integration of APO Applications in the Financial Services Vertical
  • 2. Current Integration of APO Applications with Multichannel Applications in the Financial Services Vertical
  • 3. Future Integration of APO Applications with Multichannel Applications in the Financial Services Vertical

14. PRIMARY USE CASES FOR AGENT PERFORMANCE OPTIMIZATION APPLICATIONS

  • 1. Using APO Applications in the Financial Services Vertical
  • 2. Leveraging APO Tools in Other Departments in the Financial Services Vertical

15. RESTRAINTS TO LEVERAGING CUSTOMER INSIGHTS

  • 1. Restraints to Leveraging Customer Insights in the Financial Services Vertical

16. CURRENT USE OF HOSTED/CLOUD SOLUTIONS

  • 1. Current Use of Hosted/Cloud Contact Center Solutions in the Financial Services Vertical

17. IMPORTANT FACTORS IN THE DECISION TO MOVE TO HOSTED/CLOUD SOLUTIONS

  • 1. Important Factors in the Decision to Move to Hosted/Cloud Solutions in the Financial Services Vertical

18. HOSTED/CLOUD CONTACT CENTER APPLICATIONS

  • 1. Contact Center Applications Currently Used as Hosted/Cloud Solutions in the Financial Services Vertical
  • 2. Contact Center Applications Planned to be Used as Hosted/Cloud Solutions in the Financial Services Vertical

19. HOSTED/CLOUD CONTACT CENTER VENDORS

  • 1. Number of Vendors Sourced in the Financial Services Vertical
  • 2. Current and Future Hosted/Cloud Contact Center Providers in the Financial Services Vertical
  • 3. Current Hosted/Cloud Contact Center Providers in the Financial Services Vertical
  • 4. Future Hosted/Cloud Contact Center Providers in the Financial Services Vertical

20. RESTRAINTS TO MOVING TO HOSTED/CLOUD CONTACT CENTER SOLUTIONS

  • 1. Restraints to Moving to Hosted/Cloud Contact Center Solutions in the Financial Services Vertical

21. CUSTOMER CARE FUNCTIONS OUTSOURCED

  • 1. Customer Care Outsourcing Adoption in the Financial Services Vertical
  • 2. Customer Care Functions Currently and Planned to be Outsourced in the Financial Services Vertical
  • 3. Currently Outsourced Customer Care Functions in the Financial Services Vertical
  • 4. Customer Care Functions Planned to be Outsourced in the Financial Services Vertical

22. OUTSOURCING CUSTOMER CONTACT CHANNELS

  • 1. Contact Channels/Interactions Currently and Planned to be Handled by Outsourcers in the Financial Services Vertical
  • 2. Contact Channels/Interactions Currently Handled by Outsourcers in the Financial Services Vertical
  • 3. Contact Channels/Interactions Planned to be Handled by Outsourcers in the Financial Services Vertical

23. PRIORITY OF CONSISTENT AND SEAMLESS CUSTOMER EXPERIENCES

  • 1. Current/Future Priority to Deliver Consistent, Seamless Customer Experiences in the Financial Services Vertical
  • 2. Current Level of Priority to Deliver Consistent, Seamless Customer Experience in the Financial Services Vertical
  • 3. Expected Level of Priority to Deliver Consistent, Seamless Customer Experience in the Financial Services Vertical

24. OUTSOURCED CONTACT CENTER SEATS/AGENTS

  • 1. Current and Future Proportions of Outsourced Contact Center Seats/Agents in the Financial Services Vertical
  • 2. Current/Future Proportions of Outsourced Contact Center Seats/Agents in the Financial Services Vertical (continued)

25. OUTSOURCING LOCATIONS

  • 1. Locations of Current and Expected Outsourcing in the Financial Services Vertical
  • 2. Locations of Currently Outsourced Contact Centers in the Financial Services Vertical
  • 3. Locations of Contact Centers Planned to be Outsourced in the Financial Services Vertical

26. NUMBER OF OUTSOURCERS USED

  • 1. Average Number of Outsourcers Currently Used and Planned to be Used in the Financial Services Vertical

27. IMPORTANT FACTORS IN OUTSOURCER SELECTION

  • 1. Current and Future Outsourcer Selection Considerations in the Financial Services Vertical
  • 2. Important Factors in the Decision to Use Outsourcers Currently in the Financial Services Vertical
  • 3. Important Factors in the Decision to Use Outsourcers in the Future in the Financial Services Vertical

28. RESTRAINTS TO USING OUTSOURCERS

  • 1. Restraints to Using a Third-party Provider in the Financial Services Vertical

29. KEY TAKEAWAYS

  • 1. Key Takeaways
  • 2. Key Takeaways (continued)
  • 3. Legal Disclaimer

30. THE FROST & SULLIVAN STORY

  • 1. The Frost & Sullivan Story
  • 2. Value Proposition-Future of Your Company & Career
  • 3. North America and Europe Perspective
  • 4. Industry Convergence
  • 5. 360° Research Perspective
  • 6. Implementation Excellence
  • 7. Our Blue Ocean Strategy
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