Does your company want to automate simple customer service calls, and are you planning to launch a voice agent project? To ensure the success of this initiative, agile support based on strong customer relationship expertise is necessary.
This article explains the calldesk support approach, which has enabled Covea, Enedis, La Poste... to rapidly deploy voice agents in production and ensure the ROI of the solution and the satisfaction of callers.
More and more large companies are interested in voice agents to automate the processing of simple and repetitive calls. However, as the technology is still young, they often lack a strong in-house expertise on the subject. Hence their decision to partner with agile and innovative start-ups.
In order to guarantee the success of this association, calldesk offers a reactive support, able to guarantee the implementation of the project within the deadlines.
The objective? To rely on a strong expertise both in customer relations and at the technical level, in order to help the business teams to integrate this innovative technology into their daily life.
This support takes place in 4 phases.
Phase 1: identification of the need
The central success factor for a voice agent project is the identification of the need. Setting up a voice chat agent is not an objective in itself: it is first and foremost necessary to identify a situation that the implementation of this new tool will improve.
The voice agent will make it possible to respond to a recurring demand from callers. Each of these requests is called a use case.
Even before the launch of the project, an audit phase is conducted jointly by the business teams (on the client side) and an enterprise account executive, accompanied by a dedicated project manager (on the calldesk side).
The objective is to identify use cases that can be automated, depending on the resources they mobilize, the purpose of the requests and technical constraints (information system, telephony, etc.).
Phase 2: framing
Once the use cases have been identified and the project launched, each customer is accompanied by a dedicated calldesk project manager (customer success manager). This expert in customer relations has a global vision of the calldesk product. His/her role is therefore to act as a link between the company's business teams and the calldesk technical team.
The objective of the framing phase is to build the voice agents, via the creation of the script corresponding to the use case. Thanks to a simple and intuitive interface, the project manager can create a turnkey script for each client and adapt to each context.
After several workshops during which the script is validated with the business teams, the project manager prepares the roadmap for the integration of the solution at the customer's site, whether this is carried out by calldesk teams or by an external service provider.
Phase 3: acceptance and experimentation
This third stage is essentially oriented towards change management. Indeed, implementing a new technology also requires changing the culture of the teams, as well as the processes in place.
During this stage, the project manager therefore focuses on supporting the teams. The involvement of the voice agents is fundamental to show how the voice agent will relieve them of simple and repetitive tasks, allowing them to become more competent. They will now be able to position themselves as solution providers, and manage interactions with higher added value.
At this stage, the voice agent is first tested by the calldesk teams, then by the business teams on the client side. Feedback from the field allows us to quickly iterate on the improvements to be made to the script, in order to offer an ideal experience to callers.
At the end of this stage, the voice agents are put into production, first on a limited volume of contacts. This experimentation on a few tens of thousands of calls will last one to three months. Its objective is to verify the viability of the project, particularly in financial terms, and to continue to improve the script based on customer feedback.
Phase 4: the voice agents in production
Once the objectives of the experimentation phase have been achieved, particularly in terms of caller satisfaction and financial ROI, the voice agent can be deployed throughout the entire telephone flow. But the project is not finished yet!
The calldesk project manager continues to accompany his customer on a daily basis, in order to continue to develop the voice agent to remain as close as possible to the needs of each caller.
Thanks to weekly monitoring committees and steering committees every six weeks, the project is integrated into the company's recurring bodies. Through long-term collaboration, calldesk wants to help its partners make their customer service a differentiating factor, able to offer the best experience to callers.
