Becoming a Customer Experience Champion: Best practices and innovative concepts…

After « Best Service Is Nos Service », « Me2B », The Frictionless Organization is the new book proposed and co-written by Bill Price and David Jaffe, both members of the LimeBridge Alliance and renowned experts. Beyond these contents that you will certainly have the opportunity to browse, it no longer belongs to companies today to define what customers want; it is the customers themselves who decide! Additionally, we know the importance of the experience lived by the customer during their interaction with the brand or within the framework of the purchasing journey. Dive into the heart of these innovative concepts and become the champion of the customer experience!

The Frictionless Organization, or the organization without friction: Never contact the brand for the wrong reasons! A motto that applies in organizations that have chosen to offer the best experience throughout the customer journey. From product/service design to customer service, simplicity and ease are key. Reducing customer effort, also known as friction by the authors, is the best methodology for limiting interactions without value and increasing those that represent a strong business opportunity.

The Me2B concept

The book defines a simple methodology, based on over thirty practical examples from leading companies on four continents. The approach offers a radically different way for the entire company to focus on the customer experience. It explains how any organization can view all customer interactions as potential opportunities for improvement and ask whether they are useful or truly represent symptoms of friction. Low-friction innovators are disrupting established businesses in all sectors. This is a detailed guide to eliminating friction for any business, from start-ups to large multinationals. Being frictionless has become a strategic necessity. Many examples will be presented in the book, already considered the #1 Best Seller of « Top10 Business Books 2022 »: Airbnb, Amazon, Dyson, Nike, Progressive Insurance, Qantas, Tesla, Vodafone, and Zoom.

The Me2B principle: To face this new reality and get ahead of their competitors, organizations must rethink their approach by adopting the customer’s point of view. This evolution, which disrupts the classic B2B and B2C business models, marks the advent of a new era in which customers take control of the relationship: Me2B. Now, they are the ones indicating what products and services they expect, how interactions should take place, and the price they are willing to pay. To do so, Bill Price and David Jaffe propose an original methodology focused on satisfying the « seven fundamental customer needs. » This method, which can be implemented by any organization, describes both the obstacles to overcome and the principles to apply to build an excellent and sustainable relationship with your customers.

The Me2B concept

The 7 keys to a successful customer experience.

 In the digital age, the customer dictates their relationship with companies. They become the owner and determine when they choose to interact with the brand, which now needs to integrate their point of view into its thinking.

For several years now, B2B and B2C have referred to the processes and customer relationship rules necessary to create value in the company.

Today, collaborative experience allows the consumer to design their product or service according to their needs, which requires a new relational mode that showcases creativity and agility.

In a few words, or even in a few letters: Me to Business, or rather Me2B (pronounced in English) defines these new rules.

 Bill Price and David Jaffe explain in « The Best Service Is No Service, » published by Wiley, how to achieve a successful Me2B experience, through 7 fundamental needs that value the customer and their experience, thereby consolidating their loyalty to the company:

You know me, you remember me You offer me choices You make my life easier You value me You trust me You surprise me beyond all expectations You allow me to be better and do more

Me2B leaders create experiences that meet fundamental relational needs in a complex and multiple universe like the Digital world, beyond just providing a product.

And you? Where are you with your customer promise?

Take advantage of an audit of the maturity level of your organization and recommendations proposed by our experts. Contact us!

Activeo, a French member of the LimeBridge Global Alliance and publisher of the French edition of “The Best Service Is No Service,” offers to discuss your relationship challenges by conducting a free diagnostic/audit of your organization, accompanied by recommendations.

During this opportunity, we will be happy to give you a copy of Bill Price’s book.

Succeed in your Cloud Contact Center project: Accelerate the transformation of organizations

The cloud environment today offers many options and facilitates innovation and agility. Nevertheless, to respond to the concerns of IT and the business, which combine performance, security, cost control and innovation, cloud contact center solutions have many advantages.

As companies embark on their digital transformation, they need to offer their businesses high-performance, agile and scalable tools, and IT needs to be able to control the security of data and flows.

The Cloud responds to these challenges by offering an easier implementation of business applications and a portfolio of service levels and customization.

The Contact Center is no exception and is part of this evolution. Research firm MarketsandMarkets has valued the current global cloud-based contact center market at $11.5 billion and expects it to reach $36.1 billion by 2025, at a compound annual growth rate of 25.8%.

Market analysis | Why move to the Cloud Contact Center?

Today’s world is accustomed to having “everything, right away” and the contact center is no exception to this trend of immediacy and the brand promise must meet the expectations of customers who want more personalization, service, responsiveness, choice and simplicity.

The new generation of solutions tends towards an omnichannel approach that is certainly more accomplished, but above all more intuitive, simpler and more in line with customer and agent usage.

This results in streamlined processes while optimizing efficiency and providing a better customer experience.

An improved customer and employee experience

The Cloud Contact Center is both customer-centric and more adaptable to the way consultants work and respond to customer requests.

Consumers have a more positive perception of the brand and recommend it when they are able to contact it through their preferred channel, access the desired service quickly and have relevant information readily available.

With this type of solution, agents receive notifications via the app and can respond to various customer requests, whether they come from chat, WhatsApp, a call or an email. This more dynamic method of interaction is more advantageous, more harmonious even, and reduces response times. It also makes it easier to choose the channel they feel most comfortable with, the channel of preference.

Seamless and complete integration

These solutions seamlessly integrate customer experience channels into a unified platform. This enables interactions to be routed to the right agent via intelligent routing (by skill, by team or by queue) and to better manage periods of high call volumes, seasonality, and call peaks related to a specific activity.

Integration is native with the various CRMs on the market for improved management within the customer’s business applications. Some providers also offer enhanced integration with collaboration tools, which makes it much easier to use. As a result, companies only need internet access to access their telephony/contact center environment.

Moving contact center infrastructure to the cloud makes it easy to adopt new features and technologies, including the latest tools powered by artificial intelligence (AI) and automation. Access to intuitive, cutting-edge technologies also enables self-care and fully automated actions, eliminating or reducing repetitive, low-value tasks and speeding up the resolution of customer issues, for example.

Significant cost reductions

In this cloud model, the contact center hardware and software is hosted and managed by a third-party provider. This eliminates the need for upfront investment in infrastructure and maintenance for regular upgrades.

This can result in the redistribution of IT skills within a team or a reduction of IT staff dedicated to the operational maintenance of equipment and limits the risk of downtime.

In addition, the Cloud Contact Center allows organizations to move from a capital expense to an operational expense, allowing the customer to budget for a variable monthly cost and to best adjust to usage.

An evolving technology

Cloud-native, the solutions are based on a microservices architecture and are highly scalable (continuous updates avoiding version upgrades/migrations, proven reliability due to the independence of the mircoservices, on-demand scaling without hardware limitations, remote working without the need for VPN access, …)

They accelerate the deployment of new solutions whenever necessary and remove them just as easily.

More information

The Contact Center Cloud Platforms have been greatly enriched with functional modules to meet the expanded needs of customer service, support, HR, marketing, IT, data, etc. In addition, customer knowledge and experience, customer and employee engagement, scheduling, and record automation have been added to the workflow functionality to provide a complete, holistic solution that includes customer journey data analysis, customer reviews, and statistical reporting.

These functions allow you to optimize and personalize customer service to deliver measurable improvements and result in increased levels of productivity, performance, engagement and satisfaction.

Making a success of your project – getting your teams on board and leading the change

Companies no longer wish to invest in projects lasting several months with significant material costs and an abysmal involvement of their teams.

This is why our dual technological and business expertise and our in-depth knowledge of remote customer relations legitimizes us to address these transformation and evolution projects towards the Cloud and to propose our successful and proven methodology of project management.

The hybrid approach

Responsibilities are now shared between 3 actors: The end customer, the Cloud Contact Center solution provider and the integrator.

The supplier provides support throughout the project to ensure that the needs are well understood, that the solution’s functional depth is appropriate, that the installation is compliant, that the solution is adopted and, later, that the platform is optimized to meet the changing needs and practices.

The discovery phase is crucial in this type of project because it first allows us to understand the business and the issues at stake, then to have a global vision of the customer’s organization (business and IT actors), the precise needs related to the activity and the resources, and to understand the set objectives and the roadmap.

During the workshop phases, an essential step that will allow us to develop proximity, intimacy and to “settle” in the place of the customer and the agent, expectations are important.

The workshop in “exploratory” mode has three objectives:

  • Better understand our customers’ objectives and facilitate the alignment between them and the solution’s functionalities
  • Identify and share the full potential of the solution to exploit its value and bring innovation
  • Agree on a set of Key Performance Indicators (KPIs) that will facilitate the monitoring and progress of actions, decision making and corrective actions

The workshop must be prepared (expectations, contents, representative teams of the organization, restitution, agenda,…), take place in collaborative mode to increase interactivity and challenge the existing.

Making a success of your project, optimizing usage

Once we are familiar with the client’s environment, we can initiate the project and conduct the first sprints in agility with the various actors identified.

Our approach is collaborative in co-construction mode and allows us to optimize costs and facilitate the appropriation of solutions during the specification and co-development phases.

We will not cease to insist: a strong involvement of the customer with identified and representative actors is key for a good progress and the success of the project.

Activeo’s approach is differentiated by its double technological and business expertise. A mixed project team, experienced knowing how to speak technical, functional and business will be able to decipher very precisely the need and to propose the best method and the good practices.

Activeo also helps you in the choice of the operator, the appropriate telephony and the useful solutions for the good functioning of the system without forgetting the integration to the business applications and CRM leaders of the market including the realization of specific developments (App, Cloud to Cloud, integration to specific IT environments).

Once the various iterations of sprints have been completed, the final delivery is carried out and a complete support system is implemented, including communication, training and coaching of business teams.

At the end of the project, a feedback (REX) / Balance sheet is proposed and recommended with the various stakeholders for a point by point analysis of the organization, including the technical and financial aspects. This allows us to identify areas for improvement and positive measures to be reused in future projects or to be extended to other entities/teams. This meeting is also the object of an introduction of a Customer Success Manager (CSM) to continue the accompaniment of the customer during the RUN phase. The RUN, which at Activeo will be offered to you as a support, Managed Services 24/7 if needed, will orchestrate a precise follow-up of the contractual commitments and will bring you advice and monitoring to optimize the existing and increase the value of the investment in the long run.

From Service Quality to Service Excellence

Aiming at “customer delight” for each interaction with its customers has become a priority objective for companies wishing to differentiate themselves on their market through customer experience.

This is the purpose of the new ISO standard “Service Excellence”, currently being developed at the international level, in which Activeo is actively participating as a member of the Afnor standardization committee.

Its scope will aim at accompanying companies from “customer satisfaction” to “service excellence”.

This new standard will enable direct action on economic performance via :

  • Developing customer loyalty, recommendation and reputation
  • Strengthening employee commitment
  • While waiting for the finalization of the ISO standardization committee’s work, companies can enter into a “labeling” process for service excellence.

Why should you start a Customer Relations certification process (NF345 or ISO 18295) or a service excellence labeling process?

The benefits of a certification process are multiple. We can distinguish them in two categories. On the one hand, the direct benefits for your customers, whether they are final consumers or principals, and on the other hand the internal benefits for your customer service and more broadly for your entire company.

Benefits for your customers:

  • Demonstrate a high level of quality in your customer relations
  • Show that the customer experience is at the heart of your concerns
  • Strengthen your company’s brand image and build trust through a recognized certification

Benefits for your company and/or your Customer Service :

  • Differentiate yourself in a competitive market to win new business
  • Create added value by allowing you to promote the certification obtained
  • Unite your teams around a common project and a rewarding process
  • Structure your Customer Relations in a logic of continuous improvement of your operational performance

Zoom on the Customer Relations certification (NF 345 and ISO 18295)

Revised in 2018, the NF Service Relation Client certification is based on the international standards ISO 18295-1 & 2. Designed as a best practice guide, it takes into account new customer expectations and strengthens the link with internal and external Customer Services in order to guarantee a quality customer service regardless of the contact channel.

It aims to certify a number of commitments and services, taking into account market standards, including

  • Ensuring the availability and accessibility of the various contact points
  • Respecting the announced deadlines
  • Providing relevant and accessible answers for customers
  • Accompanying customers during interactions
  • Integrate customer satisfaction and perception
  • Analyze and take into account customer complaints
  • Regularly ensure that employees are committed to the company and its missions

Focus on the “Service Excellence” label

The Service Excellence label is designed to recognize companies that do everything possible to promote customer delight by constantly developing remarkable and memorable experiences.

It integrates the three dimensions of service excellence: relational, operational and managerial.

It recognizes and values the degree of maturity of the organization in its transformation. It is based on an evaluation of transformation strategies, the implementation of systems and the collection of customer perceptions on a given experience.

The label is based on the European Service Excellence standard (NF EN 16880). It is awarded for a period of two years and is aimed at both private and public companies that have chosen to differentiate themselves through the personalization and emotional dimension of the customer experience and that believe that placing the customer at the heart of their strategy is a lever for their economic performance.

The label evaluates customer experiences or journeys that may concern all or part of the customer segments.

It assesses the company’s maturity in its transformation towards Service Excellence through 10 components:

  • Customer experience modeling
  • Deployment of a culture of service excellence
  • Development of the relationship and management model
  • Development of a Service Excellence strategy
  • Development of leadership through service
  • Employee engagement and experience
  • The search for service excellence through human capital management
  • The development of a collaborative and partnership approach
  • Developing and sharing customer understanding and intimacy
  • Innovation in the service experience

The success factors of a quality approach

As with any project that can generate organizational but also and above all cultural transformations, it must be supported by the company’s management committee.

Employees interacting with customers and their direct management being in the front line of such a project, they must imperatively be involved in the adventure. Beyond being actors of the changes and not being subjected to them, involving the employees in such a project from the beginning allows them to appropriate the associated stakes and to facilitate the support of the changes.

Nevertheless, such a project has an impact well beyond the only actors interacting with customers. This is why it is imperative to federate all the teams (operational, marketing, support) around this company project.

Finally, the normative requirements can sometimes seem abstract or lack operational application. It is therefore often necessary to be accompanied by actors who have experience in such projects, and who have a perfect command of the expectations of the certification bodies, in order to avoid going the wrong way, spreading themselves too thinly or spending energy on details.

Activeo’s support approach

Activeo accompanies you throughout your certification or labeling project, from the definition of the scope to the pre-admission audit.

Our ability to accompany you successfully in such a process is based on 3 pillars:

  • Our knowledge “of the background”:
    Activeo is a member of the NF345 Customer Relationship brand committee, participated in the drafting of ISO 18295-1 & 2 and is an active member of the ISO TC 312 Service Excellence standardization commission.
  • Our experience in certification processes
    For more than 15 years, Activeo has been supporting companies in their certification projects. All the companies we have accompanied have obtained their certification at the first filing.
  • Our expertise in the transformation of companies through customer experience
    The positioning of Activeo for 25 years is to accompany companies towards relational excellence through its three businesses of Consulting, Integration and Application Development. In addition, Activeo is a member of the LimeBridge International Alliance. As such, we have access to best practices in terms of service excellence.

Align the relational stance with the company’s brand promise and customer orientation

The brand-customer relationship is evolving and the brand promise put forward must above all reflect the commitment to sincere and concrete actions, proposed in an intelligent way according to the different interaction channels.
Respecting this promise can have a significant impact on the quality expected and the satisfaction felt by the customer.

However, as customers are increasingly informed, demanding, receptive and even defiant, we can all testify that this brand promise is not always fulfilled or can be somewhat altered.

This is true regardless of the contact channels used, but even more so when we interact with a customer service department.

Aligning the relational posture of advisors with the company’s brand promise and customer orientation is therefore becoming a major challenge for all companies seeking to differentiate themselves through the customer experience.

What benefits can we expect?

  • Enable the customer to realize the company’s brand promise at every interaction with the company, especially with customer service.
  • Avoid brand promise breaks in an increasingly multi-channel and digital customer journey
  • Harmonize the relational posture between all customer service advisors, whether they are internalized or outsourced.
  • Give meaning to the mission of the consultants by enabling them to translate the brand promise and the company’s customer orientation into their daily interactions.

How do I go about it?

Based on its experience in accompanying its clients towards relational excellence, Activeo has developed a structured and tool-based approach, allowing to align the relational posture of the consultants in a reduced time.

Define “customer orientation” aligned with the company’s brand promise or with its challenges in terms of differentiation through customer experience.

They must be:

  • Few in number and understood by all
  • Complementary to each other
  • Enthusiastic and inspiring to meet today’s and tomorrow’s customer expectations

Define the targeted customer experiences for each customer orientation.

The targeted customer experiences, defined for each of the selected customer orientations, allow us to translate what the company wants its customers to experience and feel during each of their interactions with the brand, regardless of the channels used. They are expressed from the customer’s point of view, using the customer’s words.

They serve as a “reference” for all the actors involved in customer interactions.

Define the multi-channel relational posture aligned with the targeted customer feelings.

The objective is to translate each of the targeted customer experiences into the relational posture of the consultants. Like a mirror effect, they are expressed from the employee’s point of view, using the employee’s words.

The targeted relational posture must enable the employee to answer the question:
“What do I need to do as a counselor to achieve the “targeted customer feelings”?

Define the advisor’s toolbox to enable them to embody the relational posture.

The objective is to define the “operational tools” that will allow counselors to concretize the “targeted relational posture” during an interaction on a given channel, via :

  • A set of best practices,
  • Elements of language,
  • Technical evidence” visible to the client.7

All these elements will constitute the advisor’s relational charter.

Adapt the quality process to take into account this new relational posture.

On the one hand, the evaluation grids of the advisors must evolve to take into account the new relational posture. On the other hand, we need to rethink the evaluation, coaching and skills development system for counselors.

Redefining a relational posture is therefore not a subject that concerns only the advisors, but the entire managerial chain as well as the support functions.

Define the deployment plan for the operational teams.

The deployment plan aims to answer the following questions:

  • How to obtain the support of all the actors concerned?
  • How can the new relational posture and its tools be deployed operationally without hindering production requirements?
  • How can the tools of the relational posture be gradually deployed on the different contact channels?

How to give yourself the best chance of success?

As with any project, certain success factors must be taken into account from the start of the initiative:

  • Relying on the voice of the customer to ensure that the customer orientations and the targeted customer experiences meet the expectations and needs of the company’s customers.
  • Conduct a collaborative and participative approach by involving operational staff who will be ambassadors of the approach and of the new relational posture.
  • Avoid the big bang effect during deployment. Start with a pilot, for example on a given contact channel, and then progressively deploy the new relational posture on all channels.
  • Integrate flow processing partners into the process to ensure true continuity of the brand promise…

For 25 years, the Activeo group has been accompanying companies in France and abroad towards relational excellence.

The complementarity of our three businesses (consulting, integration and application development) allows us to respond to 4 major challenges facing companies

  • Simplify and enrich the multi-channel customer experience
  • Improve the operational performance of companies
  • Capitalize on the voice of the customer
  • Develop new means of collaboration within companies

Activeo Group is a member of the international LimeBridge alliance.

The keys to rethinking your multi-channel strategy

Respond to new customer expectations, hypertrophied by the promises of digital technology

In recent years, a wave of funds driven by digital technology has led companies, both large groups and mid-sized companies, to initiate real transformation projects by placing the customer at the heart of their concerns.

These transformation projects have resulted in the redesign of the experiences that these companies want their customers to have in the short, medium and long term.

Today, the promises of digital technology, embodied by certain players who have made customer satisfaction their DNA, have raised customer expectations in terms of the experience delivered by companies.

  • Hyper simplicity: in search of “zero effort”
  • Immediacy: one wonders if the word “wait” still exists!
  • Hyper choice, especially in terms of contact channel: because it is the customer who wants to decide how to interact with the company and not the other way around!
  • The “real” relationship: because when a customer decides to contact a “human” it is no longer a default choice. They are looking for a personalized, value-added relationship, full of empathy and emotion.
  • Sharing, because an experience is only truly successful if it can be shared

Meeting these new expectations is becoming more and more a strategic issue for companies, in order to :

  • Differentiate in increasingly competitive markets (or catch up)
  • Improve operational performance, in particular by using the “simplification” lever
  • Build customer loyalty over the long term and turn them into brand promoters.

A loyal customer is a customer who :

  • Consumes more
  • Continues to consume
  • Recommends the brand

Customers with the best past experiences spend 140% more than those with the worst past experiences.”- Peter Kriss, Harvard Business Review

Challenge your multi-channel policy to align it with the target customer experience

As noted in the latest BVA 2020 study, the digitalization of customer relations is increasing over the years. It is reflected in:

  • An increase in the number of digital channels used by the same customer.
  • An increase in the frequency of use of digital channels, especially “emerging” digital channels.

Some companies have chosen to make digital channels the cornerstone of their exchanges with their customers.

This is the case of Fnac Darty, which since 2019 prioritizes the use of Chat and WhatsApp messaging because it is considered more instantaneous and closer to the uses of their customers [Source Floriane Salgues –].

Nevertheless, the telephone is still very popular with a majority of customers and email will become the 1st contact channel for the French in 2020.

In a long-distance relationship, the customer often chooses the telephone channel when :

  • Their request is complex
  • They do not find a satisfactory answer through self-care channels
  • Their emotional situation requires it

Be careful with false beliefs!

Opening a new contact channel will not redistribute “existing” interactions.

A new channel can create a need among a customer who would have done otherwise before. Finally, the flow of contacts for the company can increase and will be spread over the different contact channels.

This is one of the reasons why the company needs to work, upstream, on the organization to be put in place according to the experience and the targeted customer commitments.

Opening a new contact channel must be prepared and anticipated!

1- Describe the desired target experience, in order to put things back in place: first define the target customer experience that the company wants its customers to have and then align the “internal”. That is, processes, organization, tools and skills.

2- Define the “multi-channel matrix” in order to define the “preferred” contact channels (the highways), the channels available to customers but not recommended (the alternate routes) and the contact channels that are not recommended (the no-ways).

3- Ensure a seamless “omnichannel” path for the customer, by implementing a solution that provides a 360° view of the customer and his interactions.

4- Set up an appropriate organization to meet the challenges of immediacy and added value of the response provided.

5 – Deploy in “test & learn” mode, to avoid the tunnel effect and be able to react quickly to customer feedback.

6 – Monitor the key indicators defined, to ensure that the solution meets the needs over time.

7 – Accompany the teams on the relational posture, adapted to each channel, and aligned with the target customer experience. This can be translated into a relational charter.

Exploit the full potential of a multi-channel solution

Multi-channel solutions, such as RingCentral’s Engage Digital, can bring value to the enterprise for both the customer and employee experience.

1. To enrich, simplify and personalize the customer experience:

  • The customer is directed to the best channel at a given moment to improve his experience with the company (example: call deflection allows to direct a contact from the telephone channel to a digital channel)
  • The customer is known and recognized at each interaction.
  • The omnichannel customer experience is seamless and without loss of context during cross-channel sequences (e.g. Bot to chat session or chat session to phone advisor).

2. To simplify the employee experience and enable them to provide the added value expected by customers

Advisor view:

  • A consistent interface regardless of the contact channel used by the customer.
  • Better customer knowledge through a 360° view of interactions.
  • A fluidity in the treatment of the customer request.

Managers’ view:

  • Unified, real-time management for their team across all contact channels.
  • Availability and reliability of reporting data in a single tool.

IT team view:

  • Better control of support and maintenance costs.

For 25 years, the Activeo group has been accompanying companies in France and abroad towards relational excellence.

The complementarity of our three businesses (consulting, integration and application development) allows us to respond to 4 major challenges facing companies

  • Simplify and enrich the multi-channel customer experience
  • Improve the operational performance of companies
  • Capitalize on the voice of the customer
  • Develop new means of collaboration within companies

Activeo Group is a member of the international LimeBridge alliance.

What does it take to “make things easy” for your customers?”

Providing customer with seamless and enjoyable support experience is important in terms of serving customer effectively and distinguishing companies’ brand from competition. Unfortunately, there’s still a wide gap between aspiring to be it and achieving it.

 Customer did what was told and forward the email to customer service to acknowledge the termination of service. Then , an email was received from customer service indicating that the case was resolved. After which, an email from sales was received indicating that termination of the service was acknowledged.

Finally , another email was received from the billing department providing the invoice with termination indicated.

We have a simple story to share about a disjointed customer experience encountered:

Customer called in to request for a termination of aservice. Being directed to the billing department, an agent informed her that they will send her an email for the request.

When she received an email from the billing department, she was asked to forward the termination request to customer service (Email address was stated for her action)

Customer did what was told and forward the email tocustomer service to acknowledge the termination of service. Then , an email wasreceived from customer service indicating that the case was resolved. Afterwhich, an email from sales was received indicating that termination of theservice was acknowledged.

Finally , another email was received from the billing department providing the invoice with termination indicated.

To pen the process down:
In a day, customer had 1 call and 6 emails (routing from billing department to customer service department to sales department and back to billing department.)

Question: Could it be better to be done with 1 call and 1 email acknowledgement?

One of the reason this could happen is the lack of integration between support systems. With technologies evolving, companies add channel support like a piecemeal fashion. These new support systems added complexity to the business. Although these fragmented approach to customer support could has been intentional to ease customer, it has make it difficult for agent to streamline process. Resulting in more hoops to get problem resolved.

What lies at the heart of many customers is simply frictionless. No customer would want to go the extra step to fix problem, or to repeat things already communicated. One of the best kind of experience is one in which agent can meet their needs or solve their problem effortlessly. 

Make it easy for customer at every point of the customer experience!

Nothing complicated about that, but it’s a point that many service providers miss: Technology should make things more convenient and not the other way round.