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7492X learn - Avaya Aura Call Center Elite Support Updated: 2024
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Exam Code: 7492X Avaya Aura Call Center Elite Support learn January 2024 by Killexams.com team
7492X Avaya Aura Call Center Elite Support
Exam ID : 7492X
Exam Title : Avaya Aura® Call Center Elite Support Exam
Questions : 52
Pass Marks : 35 (68%)
Duration : 90 min.
Exam Type : Multiple Choice
Exam Objectives: The exam covers the following learning objectives:
- Describe virtual routing such as:
- Look Ahead interflow (LAI)
- Enhanced Interflow
- Basic Service Routing (BSR)
- Adjunct Routing
- Network Call redirection (NCR)
- Troubleshoot using the Communication Manager Denial Event.
- Describe the troubleshooting tools in CM and apply troubleshooting command such as “list trace vdn”, “list trace vector” and “list trace station”
- Describe the troubleshooting tools in CM and apply troubleshooting commands such as “list trace vdn”, “list trace vector” and “list trace station”
- Describe Business Advocate (BA) with fundamental call center questions
- Understand the common problems that traditional ACD calling centers experience and how Business Advocate can help overcome these problems.
- Troubleshooting the Avaya Aura® Media Server.
- Describe the vector variable operations.
- List Trace, Display Events, and List Usage.
- Troubleshoot common call vectoring issues.
- Describe the Best Service Routing feature in Avaya Aura® Call Center Elite.
- Describe the Best Service Routing in a multisite environment
- Describe the Service Level Maximizer (SLM)
- Describe the capabilities and features of Dynamic Business Advocate.
- Prerequisite Knowledge Review the learning map for any prerequisite information.
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Avaya Aura Call Center Elite Support
What are three advantages of the Avaya Customer Experience Virtualized environment?
A. Enables capital equipment expenditures
B. Divides up resources among different locations
C. Enables businesses to scale rapidly
D. Lowers operational expenses
E. Requires fewer servers
Answer: A, D, E
What are two call vectoring command failures for" adjunct routing"? (Choose two.)
A. The VDN's COR does not permit routing to the adjuncts applied destination.
B. The specified agent Is not logged into the specified split tor a direct agent call.
C. The VDN's COS-group does not have Console Permission set to y.
D. The CTI link can be any Identifier.
Answer: B, D
A customer wants to evaluate Call Center Elite/Communication Manager system
performance to observe usage trends and recommend updates or corrective actions.
Which object should the customer check to evaluate the system performance?
A. System files
B. Trace files
C. Log files
D. Traffic reports
The call center has recently converted from 4 to 5 digit extensions. Since the conversion,
callers to the Spanish Customer Service skill report that they can no longer reach a
specific agent in the call center, even If they know the extension number. Which two
commands would provide information to isolate the problem? (Choose two.)
A. Display events extension
B. Display events vector
C. List trace vector
D. List trace extension
Answer: C, ?
Which three statements are true about virtual routing? (Choose three.)
A. CTI is a required component for multi-site configuration
B. Virtual routing allows the call centers to be transparent, and act as a virtual call center
that is transparent to the user
C. Virtual routing involves only contacts that are non-voice related such as email and
D. Virtual routing can be implemented in single-site or multi-site configuration
E. Virtual routing determines where to route the call according to the criteria: Look-ahead
interflow or Advanced look- ahead interflow
Answer: A, D, E
A customer using the TTrace tool wants to see a list of services that have been
configured, and also select their respective logging levels. Which TTrace tool will
A. TTrace Log2Zip
B. TTrace Configuration
C. TTrace Server
D. TTrace Console
A customer wants to reduce costs in their contact center. They choose to employ Network
Call Redirection (NCR) to eliminate as much private network cost as possible. The call
center is using Best Services Routing (BSR) to distribute calls to multiple centers. Which
command in the vector would invoke NCR using BSR?
A. route-to number 112920414
B. route-t number 11292414
D. queue-to best
In administering multi-site Best Services Routing (BSR), what are the two configuration
that are associated VDN configuration (Choose two.)
A. UUI Treatment
B. Supplementary Service Protocol
C. BSR Available Agent strategy
D. BSR Application
Answer: C, D
While a Look-Ahead Interflow attempt is being made, which feedback is the caller
A. The caller hears the feedback that Is provided by the sending switch.
B. The caller always hears ringback.
C. The caller hears the feedback that is provided bythe receiving switch.
D. The caller always hears silence.
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Learning Support is the name of the program designed by the University System of Georgia to provide additional help and practice to students who've been identified as requiring support in their first college level English and/or their first college level math course. Students applying to UNG with a high school GPA under a 2.8 for their college preparatory coursework (which does not include grades in electives) And/or whose ACT or SAT scores are below the minimums established for bachelors admissions, are screened for placement into Learning Support. Students with Learning Support requirements take two English and/or two math courses together in their first semester: their first college level math or English course, along with a support course design to Boost understanding and performance in that credit-bearing college level course.
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If you see this coding in the Learning Support field on your Check Application Status site, you have a Learning Support requirement for a non-algebra oriented math. Note, the word "MATH" is in red and the Learning Support status states "LS Foundations Level," and as also in red. Students who have a Learning Support Foundations Level requirement will take two math courses in their first semester: MATH 1001, Quantitative Skills and Reasoning, along with MATH 0997, Support for Quantitative Skills and Reasoning; or MATH 1101, Math Models, along with MATH 0998, Support for Math Models. The support class is designed to provide students with additional help and practice so that, as they're working on homework and studying for tests in the 1000 level course, they know where to devote most of their effort in order to be successful. Students who earn a grade of A, B, C, or D in the 1000 level math class will satisfy their Learning Support Math requirement. However, students must earn a C or higher in their 1000 level math course in order to qualify for their next required math for their major, which is typically either MATH 1111, College Algebra, or MATH1401, Elementary Statistics. Once students satisfy their Learning Support Math requirements, they are not required to take support classes in their next math, but may choose to if they prefer. If MATH 1111, College Algebra, is required in your major, you must first satisfy your Learning Support Foundations Level Math requirements by either testing up or out of Foundations Level Math through Accuplacer testing, or by earning a grade of A, B, or C in your first 1000 level math class. To potentially test up or out of Learning Support math, your Accuplacer, test requirement is the math, Quantitative Reasoning, Algebra and Statistics or "QRAS" portion. It is not timed and a calculator will be provided within the test for the math problems that permit a calculator. Students who score 258 to 265 place up into the Corequisite Level Math, which will allow them to take Math 1111 College Algebra with a support class if algebra is needed for their major. If a student does not need College Algebra for their major, this score will exempt them from Learning Support Requirements in math and will allow them to take Math 1001 or Math 1101 on its own, without a support class. Students who score 266 or higher and need College Algebra math for their major will exempt from learning support requirements for College Algebra. To schedule your Accuplacer test, click on the link below to return to the Check Application Status page. If you accept your Learning Support Placement and do not wish to take the Accuplacer, please e-mail us at email@example.com and let us know that you would like to OPT OUT of Accuplacer testing. Please supply your name, 900 number and a phone number to reach at.
If you see this coding in the Learning Support field of your Check Application Status site, you have a Learning Support requirement for an algebra specific math. Note the word "MATH" is in red and the Learning Support Status, "LS Corequisite Level" is also in red. Students who have a Learning Support Corequisite Level requirement will take two math courses in their first semester at UNG: MATH 1111, College Algebra, along with MATH 0999, Support for College Algebra. MATH 0999 is designed to provide students with additional help and practice so that, as they're working on homework and studying for tests in MATH 1111, they know where to devote most of their effort in order to be successful. Students who earn a grade of A, B, C, or D in Math 1111, have Satisfied their Learning Support requirements for math. However, students must earn a C or higher in order to be eligible for the next math required for their major, which is typically MATH 1113, Pre-Calculus, MATH 2040, Brief Calculus or MATH 1401, Elementary Statistics. To potentially test out of Learning Support Math, your Accuplacer test requirement is the Math, Quantitative Reasoning, Algebra, and Statistics, or "QRAS," portion. It is not timed and a calculator will be provided within the test for math problems that permit a calculator. Students who score 266 or higher will have satisfied their Learning Support Corequisite Level and may take Math 1111 without the support. To schedule your Accuplacer test, Click below to return to the Check Application Status page. If you accept your Learning Support placement in math and do not wish to take the Accuplacer, Please e-mail us at firstname.lastname@example.org and let us know that you would like to OPT OUT of Accuplacer testing. Please provide your name, 900 number, and a phone number to reach you at.
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As Avaya looks to evolve its partner community and move, as its channel chiefs described, to a program and rewards structure that is more value-based than volume-based, Avaya is organizing how it compensates partners around several desired outcomes. Those include the growth in sales of products Avaya labels "strategic," increased customer satisfaction, increased services attachment and renewal, new customer acquisition, specializations, portfolio depth, new market penetration and new product adoption.
"We will gear the majority of our reward dollars to those partners that are driving these outcomes," said Barat Dickman, Avaya's director of global channel programs, addressing partners at Avaya's U.S. partner conference in Las Vegas.
Avaya is recruiting new partners and also cutting underperforming partners by the hundreds. But it's also looking to ensure growth in its core partner base. The promotion of VARs and integrators to higher partnership tiers has been steady, Dickman said, and over the past year, the number of Platinum Avaya partners grew by 14 percent, the number of Gold Avaya partners grew by 25 percent, and the number of Silver Avaya partners grew by 15 percent.
Dickman also offered some data on Avaya's channel business and channel program spending. Overall, 78 percent of Avaya's U.S. business goes through the channel, he said, and last year, Avaya invested $200 million in channel programs. with $10 million in rebates paid out to Silver, Gold and Platinum partners. Customer satisfaction scores -- which Avaya will use as part of the way it evaluates partner compensation going forward -- are higher among U.S.-based channel partners than any other Avaya sales theater.
Partners should expect their compensation to be tied to a combination of product expertise, solution specializations, enhanced deal registration for acquiring new customers and selling strategic products, and more promotions and discounts for program levels and specializations. Specific to deal registration, Avaya is also going to be adding extra incentives for situations such as the displacement of a competitive product, and the work partners do early in deals, even if they don't end up fulfilling them, Dickman said.
Over the next few years, Dickman said, the requirements for Avaya partner status will change. Authorized partners will have the same requirements as before, but in the Silver level, specific product specializations will replace revenue requirements and in the Platinum and Gold levels, master specializations will replace revenue requirements.
"That's partners who can sell deeply and broadly across a solution," Dickman said of the master specialization concept, offering the idea of a partner that sells not only contact center products but also relevant reporting and analytics tools as well.
Dickman said Avaya will offer at least nine months of lead time before officially making those tier requirement changes.
Avaya is teeing up several new promotions for its 2012 fiscal year, which just started. According to Dickman, Avaya has renewed its Grow Right Growth rebate -- which covers sales of strategic products -- and upped it to 20 percent, with no payout cap for 2012. The deal registration incentive will now be 12 percent, up from 10 percent, and Avaya will also not limit the funding for market development funds, with 100 percent reimbursement possible for qualified partner marketing activities.
Avaya has changed its loyalty rebate program to reflect 0.5 percent on all Avaya voice sales, Dickman added. In addition, there is a brand new rebate on Avaya Support Advantage maintenance contracts, in which Co-Delivery partners can see between 8 percent and 30 percent rebates on their Support Advantage contracts if they meet certain thresholds.
Last, Avaya has simplified how it pays retail maintenance commissions. There are now four payout categories, down from 12 last year, and there is a single rate payer per partner status, be it Silver, Gold or Platinum. Dickman said Avaya has also increased the rates on its utility commissions program and has other new programs for Support Advantage sales and heritage Nortel enterprise sales, too.
Ask IT leaders these days what their biggest challenges are for 2024 and it’s likely that improving customer experience will be a key objective. And even though this is nothing new – in fact, it has been going on over the past decade, accelerated by the pandemic and significant global macroeconomic developments, businesses across industries have intensified their efforts to deliver high-quality customer experience (CX).
And while making predictions is generally a mug’s game, it’s fairly certain you will see over the course of 2024 a shift in the industry for firms to expand their focus beyond the conventional CX parameters to enhance customers’ overall perception of their firm at every touchpoint, many of which are now digital. You are also going to see further integration of traditional collaboration, communications and contact centre technologies into services that can not only drive collaboration across your business functions, but also drive benefit within the operations of your company by being fully focused on your customers.
The IT industry is increasingly getting the bigger picture on this. Businesses are rapidly seeing that CX and employee experience (EX) can be crucial differentiators and key drivers of their performance. Industry leaders are working to the principle that successful brands will need to differentiate themselves on customer experience and not necessarily on the traditional pillars of product, price and availability. That is to say, how does a brand make you feel and how is it delivered in a fully omni-channel business environment.
These sentiments are also being recognised at board level. A study from NTT – the IT infrastructure and services company’s 2023 Global customer experience report – observed that CX remains a top C-suite priority, with 95% of organisations now having a named C-suite executive responsible for this business area while EX has risen in importance to become a top-three priority for CEOs.
NTT also found that CX has now been proven to foster long-term customer trust and loyalty while having a measurable effect on the bottom line, so it has become a priority for C-suite executives and therefore garnered investment in technologies that support the organisation’s CX strategy at every touchpoint, in both the contact centre and the broader business.
Some 92% of CEOs interviewed for the report saw CX improvements as potentially being able to directly impact their net profit, with EX up 91%. This has elevated CX to board and C-suite level, with 95% of organisations now having a specific C-suite executive responsible for CX, up from 75% in 2021. Yet NTT cautioned that there was clear room for improvement, as over 80% of organisations agree that CX and EX are currently a weak link for them, leading to a negative impact on their business.
Additionally, it showed that once organisations want to strengthen their CX, they consider enhancements that include developing an EX strategy that incorporates technology and goes beyond staff well-being, moving to cloud-based CX and EX platforms, and deploying AI and machine learning. The latter two are really where a lot of action has recently been and will be in future.
In October 2023, comms and customer experience technology provider Avaya launched its Generative CX concept, what it said was a pitch to set a new standard for AI-based use cases spanning agent experience to customer satisfaction to operations. The move sees generative AI technology and capabilities integrated in the core Avaya Experience Platform (AXP) to help CX practitioners implement workflows and gain actionable insights.
As it explained the rationale for its move, Avaya said its customers were looking to bring AI, on a large scale, into their contact centres, and in a way that brings AI to the core of their CX transformation. Yet it also said that until now, AI in the contact centre has typically been at the front end, usually answering routine questions from customers in the form of intelligent virtual assistants. The launch was aimed at demonstrating how AI can also be extended to the heart of contact centres, creating workflows, reports and helping agents better serve customers.
Explaining why AI is essential in the days of the experience-focused business, chief product officer Omar Javaid says: “Generative AI, specifically large language models, is an early field – there’s a lot of interest in it. There are a number of different technology vectors – broadband cost, speed, processor, power storage – converged.
“It’s become real now. Our customers are at the nexus of a lot of human interaction,” he says. “We have very, very large customers, such as airlines, and they may have thousands of contact centre agents. Just think about how they’ve done that business for decades. You have all of this customer data. You have call detail records (CDRs); you have genuine voice recordings. Then you also have patterns of how those users behave. Whether they came to you via a website via chat, via a phone call and all this kind of stuff.
“You can actually build these really interesting [models] and then you can incorporate all of the internal knowledge management of a company,” says Javaid. “And the net benefit of it is that the technology is here so you can create interesting experiences and products using these large language models. Let’s say you’re an airline and you have 20,000 contact centre agents, and you’ve had that call centre for 20 years and it works really well, but now you want your customers to be able to communicate with you on WhatsApp, on WeChat, all these different sorts of things, and maybe you want to do an AI bot.”
One thing Javaid was hurry to stress was that such a transition, necessary as it is, should not have to entail wholesale changes for companies, especially having to rip out and replace existing contact centre infrastructure and transition to new products to get all of the new benefits to do all these new things. He argues that you should be able to plug in capabilities such as chat, app integration, AI bots and advanced analytics into existing on-premise infrastructure and innovate around it.
Zoom is another company that is making a huge investment in AI to develop systems intended to elevate customer experiences. Indeed, the collaboration and communications company regards AI as key to driving the firm to new levels in 2024 with its new GenAI technology to be the cornerstone of hybrid workspace, where it said technology aligns with real user needs.
“Expectations have really changed for how our customers engage with their customers,” says Zoom chief product officer Smita Hashim, speaking with Computer Weekly in November 2023. “We had a webinar product from the early days, and we have been expanding into hybrid events. We have our contact centre, which has been growing really nicely, again built very much with hybrid in mind. It’s a full suite with a virtual agent, and it has workforce engagement management scheduling and quality management.”
Hashim believes Zoom is taking a unique approach in how it’s implementing a GenAI assistant. “Some of the folks in the market have gone with one very large foundational model, most notably Open AI, but for us, what we take is a federated approach. Early on, this is a very dynamic space, and you don’t need to use really large models for all use cases.”
One thing about these use cases is that they will be supporting totally personalised experiences, based on an AI model that is engaged and intercepting every step of the customer journey, enabling you to predict and understand patterns of behaviour and even create new business contexts that your company could benefit from.
Adopting a customer experience-focused approach could result in direct revenue gains through the new role of chief experience officer. Already, tech firms are seeing the synergies between revenue and customer experiences and giving the same person responsibility for both.
One leading tech firm is taking this approach to drive a customer-centric focus across all operational functions of her company, being in charge of sales while representing the voice of the customer to arrive at a customer-driven culture through ensuring ease of doing business, and reducing and eliminating friction.
The tech company says the starting position is showing up with a point of view and understanding your business. Are there new revenue streams that you want to create for your business? This then translates to customer conversations. It believes that if you’re the voice of the customer in your firm, you’ll know your customer’s business and discover where they are today and where they want to go.
This means the contact centre is now transforming into an experience centre where your customers are reaching out to you in many different ways. It’s not just voice. It’s not just email. It’s not just social or video. It’s all a digital experience. That’s what will keep your customers. It’s not just the technology. You deliver a customer experience in a way that builds loyalty and then impacts revenue positively. And that changes the whole concept of customer culture from transactional-based relationships to personal experiences.
Avaya has named Walter Denk as its new worldwide channel leader with plans to enhance partner programs and channel support following the company's filing for Chapter 11 bankruptcy last month.
Denk is a five-year Avaya vet previously serving as vice president of Avaya's Germany Small and Medium Business Group. He will be responsible for creating and executing Avaya's partner strategy, architecture and policy management of its Avaya Edge Partner Program.
Denk said he would lead Avaya's channel charge which is comprised of more than 7,000 solution providers worldwide.
"With the launch of the Avaya Edge Channel Program and a number of exciting innovations announced over the past few months, partners are well positioned for success with Avaya," said Denk, in a statement. "Our partners play a critical role in Avaya's future, and as the global head of channel sales, I'm committed to driving the programs and support that partners need to excel in serving our customers, delivering world-class customer satisfaction scores, and increasing revenue."
Before joining Avaya in 2012, Denk held positions in sales and marketing at Deutsche Telekom, IBM and PricewaterhouseCoopers.
Longtime Avaya veteran Gary Levy was promoted to head of U.S. channel sales. Levy has been with the vendor for more than two decades in various account manager roles. In 2010, he was promoted to director of east channel sales.
Over his Avaya career, Levy established a number of programs that built tighter relationships between Avaya and its channel, according to a release.
On Jan. 19, the Santa Clara, Calif.-based company confirmed it has filed for Chapter 11 bankruptcy in a move its CEO Kevin Kennedy called "the best path forward." Partners said the filing was a solid first step to getting the company back on track.
British banking and insurance holding company NatWest Group serves 19 million customers across 12 banking and financial services brands via its network of call centres. To deliver the best possible service to customers while also protecting their data, NatWest relies on cloud-native biometric security solution Nuance Gatekeeper to monitor incoming calls and verify individuals’ identities.
The Nuance solution streamlines the verification process. This allows contact centre agents to identify customers through natural conversation, removing the need for them to ask specific questions or request security codes or secret answers, and helping to verify customers quickly.
NatWest Group is just one of many financial services organisations investing in Microsoft-powered technologies to empower customer service workers to work more efficiently and productively.
“Contact centre agents who are properly trained on company policies and equipped with the right tools are able to deliver improved customer satisfaction and efficiency,” says Chris Caile, director of product marketing at Microsoft, and former director of solutions marketing and intelligent engagement at Nuance Communications, which was acquired by Microsoft in 2022.
At the same time, customers have grown accustomed to personalised service in other industries and expect no less from their financial services providers.
“As consumers, we are all similar,” explains Caile. “When issues arise with our bank, investment or insurance company, we call customer support and expect great service from the agents. Contact centre agents are the frontline to millions of customer interactions every day. Agents who lack the training and technology to instantly – and correctly – assist customers run the risk of hurting customer satisfaction and the business.”
A study commissioned by Microsoft found that some UK customers are waiting for an average of eight minutes and 27 seconds to speak with a financial services representative when phoning a call centre. This is 25.35 times slower than the industry’s optimal standard for call centres, which requires agents to answer calls within 20 seconds, as reported by callcentrehelper.com. Caile suggests that financial services organisations should develop approaches to better engage and empower call centre agents for improved productivity.
“Beyond traditional employee onboarding and training for contact centre agents, the leading financial institutions look closely at their technology strategy and ask themselves if they have siloed departments or data that prevents agents from serving customers,” says Caile. “If so, they need to work with a technology provider to find a solution that will successfully surface the right data to agents at the right time.
“Other considerations include how to effectively gather and share information with context from different departments, encouraging agent collaboration, and ensuring that customer data is secure and has the right biometric authentication at the frontline to build confidence that the customers are who they say they are.”
For example, public finance organisations are using Nuance Gatekeeper to authenticate callers. The Australian Tax Office has significantly enhanced agent productivity by using the Nuance solution to validate the identities of Australia’s eight million citizens whenever they call its contact centre. “The office’s previous authentication process required customers to provide personal details or have the correct documentation available,” says Caile. “This was time consuming for contact centre agents, amounting to a total of 75,000 agent hours annually. We’re helping to reduce every call by an average of 48 seconds, allowing agents to get on with assisting citizens.”
Partnering for enhanced productivity
To provide frontline financial services staff with the contextual data they need to serve customers, firms need to streamline their information retrieval processes. They must also implement advanced technology solutions that enable seamless access to real-time customer information.
An open architecture enables banks to interact with their data better, according to Dmitri Sedov, global head of data intelligence at London Stock Exchange Group (LSEG), who explained how LSEG and Microsoft aim to reshape the future of finance at global financial services event Sibos in September 2023. Sedov highlighted how the two firms will deliver intelligent analytics solutions, available in Microsoft 365, to help financial services organisations Boost the customer experience. In addition to developing artificial intelligence-driven self-service solutions to reduce incoming calls, banks will be able to unify their data by connecting with counterparts through Microsoft Teams and having access to data intelligence via Microsoft 365 Copilot.
According to Microsoft, Copilot combs across an employee’s entire work data, including emails, meetings, chats, documents and more, along with the web, to provide a comprehensive view of their world. “Like an assistant, Copilot gets to know the employee, their job, and how they like to communicate," says Caile. “Copilot then saves time in areas such as summarising a meeting, searching for information and drafting emails. Contact centre agents should see improved efficiency with real-time coaching and prompts for the next best action, freeing them up to engage with customers.”
One bank benefiting from Microsoft 365 Copilot is the United Overseas Bank (UOB), which is trialling the solution to increase the productivity of 300 of its employees. As part of the Microsoft 365 Copilot Early Access Program, UOB has begun to use the generative AI-powered tools to streamline processes for staff working across departments such as branches, customer service, technology and operations. The bank is already using Copilot capabilities to summarise documents and email threads in Microsoft Outlook and understand data in Excel.
Alongside Nuance, LSEG and UOB, Microsoft has partnered with over 50 technology solution providers to empower workers in the financial services sector. Trade Ledger, for example, has developed a new AI-powered application, powered by Microsoft Azure, to provide financial services organisations with data quickly and effectively. Users will be able to ask simple natural language questions and the copilot will transform them into queries about the business and respond with the answers that they need.
Leading by example
Microsoft is using its own technologies to support its own customer service agents too.
“Microsoft employees use the Microsoft 365 suite of applications including Outlook, Word and Excel to be more productive,” says Caile. “Additionally, Microsoft operates one of the world’s largest customer support teams with tens of thousands of support engineers. Its customer engagement is built on Dynamics 365 Customer Service.”
Copilot in Dynamics 365 Customer Service helps employees to deliver faster customer care by drafting contextual and personalised answers to customer questions, and by providing an interactive chat experience over knowledge bases and case history. For Microsoft’s Customer Service and Support team, which assists more than one billion customers worldwide, the Copilot tools reduce the average handle time by 12 per cent to provide faster case resolution without peer assistance. This allows agents to spend more time on particularly difficult cases.
Beyond AI-powered tools, continuous training enables financial services organisations to empower and engage their staff.
“Ongoing training ensures employees stay in sync with changing customer and market conditions as well as company policy changes,” says Caile. “For contact centre agents, this is about ensuring their individual desktops surface the latest policy, product and offer update. AI-powered coaching also supports skill building by proactively offering insights into how to handle each situation, enabling the employee to both assist the customer and expand their knowledge.
“For supervisors and executives, AI-powered technology delivers the latest dashboards and views into queue performance, agent effectiveness and call resolution. This allows them to understand where agents are struggling to meet customer expectations and to Boost processes.”
We asked a selection of Microsoft partners ow they are using Microsoft technology-powered tools to help financial services organisations upskill employees and boost productivity.
“Avaya builds on Microsoft Azure to equip financial services organisations with AI-powered solutions that increase workforce productivity and upskill staff,” said Giselle Bou Ghanem, senior director and product marketing lead at Avaya. “By integrating machine learning directly into agent workflows, Avaya transforms customer service representatives into highly efficient ‘bionic agents.”
“Crestron Desk Scheduling solutions make it easy for financial services organisations to effortlessly transition to hot desking by enabling remote workers to book a space via software on their laptop before they come in to the office,” said Toine C. Leerentveld, director of product management for cloud and controls at Crestron. “Meanwhile, office-based employees can reserve a space by using the compact touch screen or quickly scanning a QR code, with highly visible LED status indicators displaying which desks are available to save them valuable time.”
“ITSCREDIT provides an omnichannel platform that prioritises the digitisation of credit processes, offering flexibility, rapid time-to-market and complete control of the entire credit lifecycle,” said Paulo Pinto, chief technology officer at ITSCREDIT. “Our entire development is based on Microsoft technology, and we believe that leveraging modernised services such as the cloud, Azure AI and machine learning, security, and compliance tools, are crucial for financial institutions.”
“Modern businesses are refocusing their attention to meet employee needs by integrating automation technology,” said Andy Birkey, marketing communications specialist at Metafile Information Systems. “Financial services organisations are providing a comprehensive, automated accounts payable solution that works seamlessly with Microsoft Dynamics 365, such as MetaViewer, to empower their workforce, leading to significant gains in productivity.”
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