Enterprise Knowledge Management · 4 ENTERPRISE KNOWLEDGE MANAGEMENT CUSTOMER EXPERIENCE IS NOT A SINGLE-POINT INTERACTION/ INSTANCE At each stage of the customer lifecycle, consumers

Enterprise Knowledge Management:Helping to Deliver Consistent Omnichannel Customer Experience

A Frost & Sullivan White Paper

We Accelerate Growth

WWW.FROST.COM

IOT-ENABLED CUSTOMER EXPERIENCE

Table of Contents

Customer Experience Matters

Digital Customers and the Widening Customer Experience Gaps

Knowledge Management – Reducing Experience Gaps, Delivering Outcomes

Realising True Potential – Why Are the Benefits Not Realised?

Enterprise Knowledge Management: Delivering an Enhanced Experience

The Last Word

3

4

7

11

12

16

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WWW.FROST.COMHELPING TO DELIVER CONSISTENT OMNICHANNEL CUSTOMER EXPERIENCE

In an effort to secure greater customer loyalty and

gain sustainable competitive advantage, leading

organisations are striving to deliver an enhanced

experience to their customers. Customer Experience,

or CX, has become a critical aspect of business

management. More than 82% of organisations today

regard CX as a competitive differentiator, while over

75% believe that it increases profits/revenues.1

CUSTOMER EXPERIENCE RANKS HIGHLY ON PURCHASING DECISIONS

A recent Frost & Sullivan study affirms that CX is the single most important factor for customers in determining

their choice of a primary service provider, including banks, communication service providers, insurers,

healthcare providers, and retailers. A positive CX also encourages “word of mouse” (WOM)2 promotion of

the brand by customers. For highly successful brands, up to 60% of customers can sometimes provide WOM

recommendations. However, a negative experience can often lead to between two and four times as much

customer WOM feedback as a positive experience.

CUSTOMER EXPERIENCE DICTATES CUSTOMER SPENDING

A recent study analysing the correlation between CX and future spending indicates that for transaction-based

businesses (businesses that run on repeat transactions), customers with positive experiences spent 140% more

than customers experiencing poor service levels. Similarly, for subscription-based businesses, customers with

positive experiences are likely to remain customers for a longer period.3

CUSTOMER EXPERIENCE MATTERS

“Customer Experience:The accumulation of a customer’s experience(s)

throughout their journey with the supplier, across

all functions, products/services, and

touch-points.”

1 Frost & Sullivan IoT-Enabled Customer Experience Survey, 20162 John Goodman coined the term “word of mouse” in 1999, Industry Customer Support Benchmarking Study3 The Value of Customer Experience, Quantified, Harvard Business Review

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WWW.FROST.COMENTERPRISE KNOWLEDGE MANAGEMENT

CUSTOMER EXPERIENCE IS NOT A SINGLE-POINT INTERACTION/ INSTANCE

At each stage of the customer lifecycle, consumers are looking for consistent service experiences that not

only complement their lifestyle, but also deliver on aspirational value. Organisations need to realise that the

experience provided through every customer interaction, whether direct or indirect, is a test of their brand

promise.

From awareness and purchase to retention and advocacy, a customer engages with an organisation through

several channels. Forward-looking organisations are focusing on eliminating organisational silos and

implementing a digital transformation strategy that governs all aspects of customer interactions. In such

organisations, the customer service department has evolved to become part of an omnichannel engagement

centre, delivering a completely seamless experience for customers regardless of the channels used.

Advances in technology enable today’s connected customers to access and share information anytime, anywhere,

and from any device. The connected customer is now in a position to dictate the terms of their interactions with

brands and design their own experiential journeys. Some notable trends forcing critical changes to the demand

and delivery of customer support include:

DIGITAL CUSTOMERS AND THE WIDENING CUSTOMER EXPERIENCE GAPS

DEVICE USAGE

OMNICHANNEL

DEMAND

An average consumer utilises four different devices each day to carry

out daily tasks, and is expected to use five connected devices by 2020.4

Mobile apps are now one of the most common channels for customers

under 55 years of age. Hence, customers are increasingly choosing the

way they interact with suppliers.

Widely available digital channels allow customers to communicate

with organisations in new ways, fundamentally changing their modes

of interaction. Over 60% of customers continually change the way they

contact brands.5 That stated, customers still expect highly personalised,

productive, and consistent interactions across all channels.

4 Frost & Sullivan Research and Analysis5, 6 Global Contact Centre Benchmark Study, 2015

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A CUSTOMER’S EXPECTATIONS DEFINES THE EXPERIENCE

In a changing business environment, managing and

delivering on customer expectations are becoming

one of the top priorities for organisations. Key

expectations determining CX include:

5, 6 Global Contact Centre Benchmark Study, 20157 Harvard Business Review: Stop Trying to Delight Your Customer

COMMUNITY HELP

EASE OF SERVICE

ACCESS

Customers are also helping other consumers in their interaction with

brands through forums, blogs, review sites, social media, and chat. The

number of consumers sharing their experiences via multiple channels

is rapidly increasing and, in turn, influencing other customers in their

purchase decisions or issue resolutions.

More than one-third of customers believe convenience is more important

than choice. Of the customers who experienced minimal effort to resolve

an issue with a supplier, 94% expressed an intention to repurchase, and

88% said they would increase their spending with that supplier.7

SELF-SERVICE/

EMPOWERMENT

Close to two-thirds of customers believe that self-service is an important

function as it puts them in control of the interaction.6 While voice remains

the primary means of contacting a business, Frost & Sullivan research has

found that consumers are now seeking greater satisfaction with web self-

services than with other channels, including live agent voice and chat.

WEBSITE SELF-SERVICE 5.7

PHONE / LIVE AGENT 5.7

E-MAIL 5.5

WEBSITE / CHAT WITH LIVE AGENT 5.2

PHONE / IVR 5.2

1.0 2.0 3.0 4.0 5.0 6.0 7.0

1 = Dissatisfied 7 = Very satisfiedMEAN SCORES

Customers demand easy access to services and a personalised and consistent experience during each

of their interactions.

6


THE SPEED OF

SERVICES

IMMEDIATE

RESOLUTION

DEMAND EXPERT

SUPPORT STAFF

PERSONALISED AND

CONTEXTUALISED

SERVICES

Over 71% of customers value their time and consider timeliness as being

pivotal to excellent services.8 Not surprisingly, fewer customers are

following the traditional linear, step-by-step support paths, opting instead

for non-linear routes, such as searching the web or social media while

chatting with support staff to find the best answers faster.

Customers do not want to wait in long call queues for a support agent

and expect detailed explanations to their queries. In addition, customers

dislike escalations and repeat contact, preferring first-contact resolutions

(FCR).

Customers insist on being connected to the “best agents” – experts who

can solve their problems efficiently. Nearly 70% of customers believe they

often know more about the products and services they are enquiring

about than the support staff on the call.9

Approximately 70% of customers expect organisations to treat them

uniquely.10 Customers want organisations to remember them, understand

their circumstances and the specific products/services they use, and make

each interaction efficient, frictionless, and productive irrespective of the

channels and devices.

WIDENING CUSTOMER EXPERIENCE GAPS

Despite many organisations investing significant time and effort to enhance CX, glaring service gaps remain.

A recent research study has indicated that customer satisfaction scores have continued to drop in recent

years. As many as 49% of customers disagree with the notion that customer support centres provide excellent

services, while 26% are neutral.11

The study revealed that three of the top four factors influencing CX involve an organisation’s support staff, in

areas such as their knowledge, attitude, and ability to understand and resolve customer issues within the first

call/email. Over 80% of customers reported that support staff often struggled to answer their questions; while

85% stated that they had been put on hold because the staff handling their call did not know what to say.12 A

majority of customers think that organisations should improve the support given to agents, so they are more

knowledgeable and proactive in resolving problems.

8 Global Contact Centre Benchmark Study, 20159, 10, 11, 12 Global Contact Centre Benchmark Study, 2015

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EMPOWERED

EMPLOYEE, ENHANCED

ENGAGEMENT

Customer support employees are increasingly handling more complex

transactions, requiring timely and organised access to vast pools of

layered information, which can be a significant challenge. Organisations

can leverage knowledge management systems to take advantage of the

Enterprise knowledge management systems provide

organisations with a solution to create, organise,

maintain, and access knowledge throughout the

business. A well-designed knowledge management

system plays a crucial role in bridging the gap between

customer expectations and an organisation’s ability

to deliver on these expectations. Such a solution

significantly enhances customer engagement, not

just at the pre-purchase discovery stage, but also at

the post-purchase stage of support and services. Agents now have the tools they need to deliver the expected

level of customer experience. Likewise, customers stand to benefit from interactions with support staff who

are equipped with the right level of knowledge to resolve even the most complex issues with greater speed,

accuracy, and consistency. This, in turn, enables organisations to strengthen customer loyalty, retention, and

lifetime value. Some of these tools include:

EMPOWERING SUPPORT STAFF TO MEET EVOLVING CUSTOMER EXPECTATIONS

With customers more inclined to solve their issues through self-service channels, the contact centre is

increasingly their last resort. This has led to contact centre agents having to face a greater proportion of

more complex queries than ever before, and being inadequately equipped to handle such questions, could

often result in customer frustration. Agents are required to toggle between multiple applications to find the

appropriate answer, a process that often involves multiple participants and too much information. Many of

these issues can be avoided with the implementation of a centralised knowledge management system, which

consistently provides support staff access to the best answers.

KNOWLEDGE MANAGEMENT – REDUCING EXPERIENCE GAPS, DELIVERING OUTCOMES

True knowledge management systems are not just a collection of different pieces of information, but a unique way to deliver the right information to the

right person at the appropriate time.

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collective expertise of their support teams by highlighting similar issues

and previous resolutions. Knowledge management, therefore, enables a

paradigm shift from learning everything to learning just-in-time.

A centralised knowledge base optimised with context helps to improve

the quality, speed, and consistency of service interactions across multiple

channels. Support staff will likely see immediate improvements in their

key performance indicators. With access to appropriate knowledge when

needed, and minimal effort to deliver consistent quality of services,

support staff are bound to feel more empowered.

PROVIDING AN

EXPERIENCE THAT

DELIGHTS CUSTOMERS

As increasing number of customers are turning to online methods such as

websites, wikis, blogs, community pages on social media, and mobile apps

to seek answers themselves to queries they may have about products,

services or specific brands. Organisations are consciously trying to make

access and retrieval of pertinent information easier for consumers, reducing

resolution time and the need for customers to contact the organisation

directly.

In the case of assisted customer support, support staff are now able to

understand customer intent better by having access to a 360-degree view

of the customer’s history of interactions, status tier, and current inquiry

context.

Based on the information available, support staff are also able to

recommend products and services of interest to the customer. A good

knowledge management system can facilitate an automated push of

relevant information to support staff. Complete contextual intelligence

delivered promptly to support staff enables each customer interaction to

become a fast, productive, and mutually satisfactory experience.

30%

93%

Sharp drop of

Satisfaction levels surge to

in complaints

One of the largest global insurance

providers realised a massive decrease in

agent training costs by 50%, and a sharp

drop of 30% in complaints

An Australian Government agency saw it’s

customer Satisfaction levels surge to 93%

as well as raise agent satisfaction and

reduce handling time by 53%.

Leading European mobile phone retailer saw a

stark increase in contact deflection of 27.3%, while

markedly improving NPS by 12 base points after

implementing a knowledge management system

MARKEDLY IMPROVING

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POSITIVE IMPACT ON

BUSINESS OUTCOMES

With knowledge management systems facilitating efficient self-services,

organisations can further empower customers through FAQs, searchable

knowledge bases, tutorials, videos, account tools, and other options.

Applied intelligence can ensure a personalised experience for customers.

Organisations benefit from reduced support costs while gaining from a

more knowledgeable and engaged customer base.

Leveraging a knowledge management system also has a positive impact

on the Average Handle Time (AHT) and First-Call Resolution (FCR), two

important customer support metrics. Average speed to answer (ASA) can

also be better defined as the average speed to one right answer (ASORA).

Performance jumps up a few notches when contact centres mandate the

use of guided help, a capability enabled by case-based reasoning (CBR)

that applies artificial intelligence (AI) technology, allowing agents to

handle any call efficiently.

Enhancements in contact centre performance parameters are also helping

to improve organisations’ net promoter scores (NPS) often by as much as

20 points. The higher customer satisfaction leads to improved retention

and a greater likelihood of cross-selling and up-selling.

With the right knowledge management system in place, customer support

teams can now gain access to the right information and avoid frequent

escalations to superiors or other functions. This form of empowerment can

lead to reductions in technical support costs (by as much as 25% in some

cases). Embedded knowledge bases and powerful search capabilities

on the agent’s desktop, in addition to the proactive push of contextual

information, significantly reduces the need for support staff training (by up

to 70%), providing consistency and improving the entire support process.

A major Australian outsourced marketing services

company realised a significant drop of 25% in

AHT and a dramatic reduction in agent training

time to one week from four after deploying a

knowledge management solution

Top American consumer electronics brand

significantly reduced call misrouting by 40%

and saw a sharp rise in revenue by 5.9% after

knowledge management implementation

25%sharp drop of

in AHT

5.9%Sharp rise in revenue by

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Table 1: Benefits and Features of Knowledge Management Systems

Source: Frost & Sullivan

Source: Verint

In essence, a knowledge management system enables an organisation to boost profitability, grow revenues,

lower costs, increase efficiencies, and optimise staff performance. With organisations now able to deliver

a consistent and optimised experience seamlessly, a differentiated brand emerges that further benefits the

overall Customer Lifetime Value (CLV).

Customer history – no need

to repeat information/data

Contextual knowledge

Shorter calls; shorter AHT

Fewer calls; higher FCR

Better and more accurate

answers

Personalised services

Increase in satisfied

customers

Increase in revenue

Enhanced agent productivity

Shorter agent training times

and associated costs

Lower agent turnover

Higher productivity

Real-time monitoring and

reporting tools

Easy-to-use interface

Contextual knowledge

Unified information

repository

Guided scripts

Shorter AHT

Informed and empowered

agents – higher issue

resolution

Reduced training times

Fewer angry customers

Real-time view of their

performance

CUSTOMERS SUPPORT STAFF ORGANISATION

CASE STUDY: GLOBAL IT RESEARCH AND ADVISORY FIRM LEVERAGES KNOWLEDGE MANAGEMENT

SYSTEM TO ACHIEVE SIGNIFICANT GAINS IN MANY ASPECTS

8% 18%35%

40%

drop in support calls reduction in support costsdecrease in the training time

for a new customer support

representative

reduction in talk time in a

support centre

reduction in inbound emails

due to easy access to self-

service information

headcount shift away from

low-value calls due to self-

service knowledge search

increase in FCR

40% 25%

17%

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Organisations increasingly recognise the benefits of a robust knowledge management system. However, very

few organisations have so far been able to exploit the power of these systems. Main reasons for this include:

REALISING TRUE POTENTIAL – WHY ARE THE BENEFITS NOT REALISED?

ABSENCE OF A CLEAR

CUSTOMER EXPERIENCE

STRATEGY

STANDALONE

KNOWLEDGE

MANAGEMENT LACKING

CUSTOMER CENTRICITY

SCATTERED

KNOWLEDGE RESULTING

IN INCONSISTENCIES

Though customer experience is acknowledged as a critical performance

indicator by more organisations, many still lack a clear vision or strategy

in this regard. These organisations also lack measurable goals for their

customer experience journey. Inadequate understanding of the value of

knowledge management has resulted in many standalone and ad-hoc

implementations of tools lacking proper integration.

Often an organisation introduces a knowledge management system to

address a particular problem faced by their product/service management.

However, as requirements grow, the silo-based approach becomes more

common. This has resulted in the prevalence of third-party knowledge

management systems that are implemented within the customer service

organisation and lacks integration with other enterprise applications such

as CRM, other customer service applications or the IT service desk.

In today’s era of immediacy and information overload, the customer

expects to receive the “right answer” during every interaction. However,

as most business information is collected and used within individual

departments or channels, it typically resides in several disparate systems

distributed across an organisation. Many organisations still operate with

multiple knowledge repositories instead of a single platform. As a result,

valuable data is often not accessible to either customers or support

staff. Answers given can vary widely based on the service mode, contact

channels, device and support staff contacted, causing confusion and

inconsistent experience for customers.

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INADEQUATE/

OUTDATED

INFORMATION

DAMAGING

TRUSTWORTHINESS

AND REDUCING FUTURE

USAGE

INCOMPETENCE IN

CAPTURING INSIGHTS

AND IMPROVING

SERVICE EXPERIENCE

Today, brands are under pressure to constantly innovate, having to offer

new products and services in a very short cycle that respond to customers’

continually changing needs. This means that even the correct answers

in an existing knowledge base can become obsolete as products and

services evolve. This limits the trust level of customers and support staff

in the knowledge management system, likely pushing them toward other

alternatives.

Many organisations lack the processes and platforms to track information

and are unable to identify which information offers the most value to

customers across different stages of their journey. Organisations also

often lack the ability to incorporate user-generated content and judge

its efficacy. In such a scenario, organisations fail to prioritise resources

to develop and deploy the most effective content to enhance customer

experience.

Knowledge management systems are often used in a customer service organisation as a third-party add-on

or a standalone knowledge base. However, in recent times, the industry has seen a clear and growing need

for converging both traditional silos of technology. This is because more organisations are looking to have a

knowledge management capability as a natural extension to their customer service environment. Such a move

is driven by the need to meet customer demands for ease of services, cater to autonomous customers, offer

enhanced-self services, and provide a consistent experience across channels.

Such convergence raises the importance of support interaction optimisation (SIO) applications. These

incorporate guided resolution, integrated with knowledge bases and interactive analytics, to suggest the

right answers to support agents. Guided resolution is similar to adaptive scripting, but it differs by providing

knowledge-based context and walking customers through precise steps.

By introducing knowledge management into the quality cycle, employees critical to the customer experience

are empowered with the tools to help improve AHT, FCR, customer satisfaction, employee satisfaction, sales

success, and secure process compliance in real-time.

ENTERPRISE KNOWLEDGE MANAGEMENT: DELIVERING AN ENHANCED EXPERIENCE

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CONTEXT DELIVERS

PERSONALISED

CONTENT IN AN

OMNICHANNEL

ENVIRONMENT

CONSOLIDATED SINGLE

SYSTEM EMPOWERS

SERVICE STAFF WITH

THE RIGHT ANSWERS

INTEGRATION WITH

QUALITY MANAGEMENT

TO IMPROVE

OPTIMISATION

The single-most important aspect is to distribute the right knowledge at

the right time. Over the years, existing knowledge bases for organisations

have swelled and ended up being too overwhelming for agents interested

in swiftly picking the best response to a specific interaction. Integrating

knowledge management with existing CRM, case management, CIM

solutions, or other applications allows contextual filters to filter available

content and present the most relevant one automatically. Contextual

knowledge also allows organisations to format content differently across

channels as needed. This helps to improve knowledge adoption, increase

consistency, reduce resolution time, and remove mistakes.

Organisations are now also able to push relevant information to their

customers based on their interaction and suggest ways to help with

answers they are looking for on a particular channel rather than having to

wait for them to reach the customer support organisation.

To ensure a seamless customer journey and consistency across channels,

organisations are consolidating their existing disparate systems serving

each different channel into a single knowledge management system.

This ensures the availability of the same information at every interaction

point, even though the exact form in which it is delivered is customised

based on the channels or devices a customer uses. By sharing a single

knowledge base across all interaction channels, organisations also reduce

the maintenance required to serve customers.

As support staff struggle with many disparate systems and applications,

it is best to have a unified single interface. The most relevant information

is pushed to the support staff proactively in real-time as the interaction

progresses. By proactively presenting pertinent information, resolution

time drops significantly, improving customer experience.

Integrating knowledge management with quality management/workforce

optimisation (WFO) solutions is something organisations must consider to

understand and improve existing knowledge gaps of agents. The integration

could also positively influence employee morale and empowerment,

driving consistent improvements in quality results, consistent information

delivery, and compliance.

KEY KNOWLEDGE MANAGEMENT TRENDS ENHANCING THE VALUE PROPOSITION

While connecting customers quickly with the information they need is more important than ever, the reduction

of customer service costs while establishing a competitive edge is the key value proposition for a successful

knowledge management initiative. However, certain aspects are revolutionising the value proposition further

as explained below:

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KNOWLEDGE-INFUSED

PROCESSES TO

ENHANCE EFFICIENCY

FURTHER

AUTOMATION TO MAKE

THE WHOLE PROCESS

SEAMLESS

With customers increasingly resolving basic issues on their own, agents

and back-office staff are now handling more complex problems. This

requires toggling multiple applications and knowledge management tools,

leading to inefficiencies and delays. A better approach would be to embed

results from the knowledge management system directly within another

application. This reduces the overall effort (often eliminating search needs)

and delivers a more predictable outcome for support staff.

As part of continuous improvement, organisations also analyse knowledge

use and understand the search intent to fine-tune their existing processes.

Such alignment improves efficiency, compliance, consistency (across

agents and channels), and customer experience.

To empower support staff, organisations are likely to focus on competency

development and knowledge management to improve customer

engagement. Knowledge content, context derived from other channels,

and recommendations based on analysis can be automated and delivered

directly to support staff. This improves their performance and productivity

and enhances the overall experience for both agents and customers.

Virtual agents are becoming an integral part of the customer engagement

strategy. The virtual agent is elevating the user experience from a “simple

search” to a “conversational” one, empowered by the proactive and

contextual information the system offers.

Automation may also be leveraged to create an intelligent knowledge

builder. The knowledge management system should be able to

proactively monitor information use, evaluate the demand for information

from all channels of support, identify knowledge gaps and prompt the

creation of relevant content. This entails listening to channels (including

social networks, and community forums), creating early warnings for

potential knowledge gaps, and implementing measures to address these

deficiencies. This would further require an ability on the part of the system

to learn autonomously. A self-learning knowledge management system

could sift through a customer’s history of interactions and context so that

classification/categorisation as well as updating the knowledge base can

be achieved with little or no manual intervention.

RIGHT PARTNER IS CRUCIAL FOR KNOWLEDGE MANAGEMENT IMPLEMENTATION

Implementing knowledge management in customer service organisations can have a profound effect on the

quality and efficiency of service operations and deliver quantifiable business benefits. Implementing knowledge

management, however, requires much planning. The success of such an implementation relies tremendously

on the solution capability and partnership with the solution vendor as much it does on the clarity of goals and

alignment with service needs.

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Organisations should select vendors that offer a holistic approach towards an enterprise knowledge

management solution, enabling enhanced experiences to their customer service staff and customers alike

while achieving measurable business benefits.

The right solution partner should be able and keen to support organisations throughout their knowledge

maturity journey, from initial adoption to rollout of a baseline system to an optimised adaptive system.

Irrespective of your current maturity, the solution partner should share a long-term strategic view

that can be broken down into incremental changes, and promote strategic ability to improve value for

stakeholders.

The solution partner’s ability to offer a robust technology platform is considered the base level and

mandatory for a knowledge management project. However, the partner’s knowledge consulting

capability plays a more important role in the success of such projects. The knowledge management

partner should be able to assess the current program objectively, identify core issues and improvement

opportunities, formulate long-term knowledge management strategy aligning with quantifiable

business goals and chart a roadmap based on the organisation’s current knowledge management

maturity level.

It is also imperative that the solution partner brings along global best practices, and can integrate them

into a comprehensive strategy to maximise the value of the organisation’s knowledge management

solution on an ongoing basis. Such an approach is needed to allow organisations to develop and

achieve success across the knowledge management program lifecycle.

Knowledge management is much more than technology implementation. It is a profound cultural

transformation in people, processes, and tools. The solution partner should present a credible approach

to the most pressing end-user challenges in these areas; not generate hype or oversell short-term

business outcome potential that may not be feasible.

USEREXPERIENCE

KNOWLEDGE-CENTRED

ORGANISATIONCULTURE

GOVERNANCE ENGAGEMENT

METRICS

CONTENT

16


THE LAST WORD

While organisations continue to push for lower costs and better customer experience, support staff are being

inundated with complexities relating to not only customer issues, but also the channels and devices being

used to raise these matters. The increasing complexity of information is also impeding their ability to resolve

customer problems swiftly. A comprehensive knowledge management system enables organisations to address

this major bottleneck and deliver the right information at the right time to the right person irrespective of the

channel or device.

However, organisations need to consider the following critical questions to leverage enterprise knowledge for

delivering an enhanced customer experience:

1. DO YOU HAVE A CLEAR UNDERSTANDING OF KNOWLEDGE ACROSS YOUR ORGANISATION?

2. IS KNOWLEDGE IN YOUR ORGANISATION ACCESSIBLE AND ACTIONABLE?

3. IS THE EXISTING KNOWLEDGE WITHIN YOUR ORGANISATION UPDATED AND USEFUL?

Aggregating all knowledge across an enterprise in a single system, integrating with

enterprise systems, and centralising all of the content to enhance knowledge access helps

to accelerate learning and ensures consistency of information across all touchpoints.

The real value of enterprise knowledge relies on the appropriateness of answers in issue

resolutions and the easy accessibility of the right information at the time of need. It is also

important to have a feedback loop to drive quality and performance of existing knowledge.

It is of utmost importance that information within the knowledge base remains fresh and

relevant. The knowledge base needs to be easily updated and maintained to take advantage

of the team’s collective experience to date.

17


4. IS KNOWLEDGE MANAGEMENT PART OF YOUR WORKFLOW?

5. ARE YOU ABLE TO MEASURE THE IMPACT ON BUSINESS PERFORMANCE?

Often knowledge management initiatives fail as they lack updated information. The solution

should foster collaboration by shifting the focus from an individual to the wider team, and

by integrating the solution within the workflow. Eventually, this can be further enhanced by

leveraging automation.

Organisations must closely monitor their existing knowledge systems and its usage and

effectiveness of delivering the desired outcome. Otherwise, organisations are likely to falter

when it comes to identifying opportunities to improve business metrics (e.g., deflection rate,

AHT, FCR, ASORA, and NPS).

Frost & Sullivan, the Growth Partnership Company, works in collaboration with clients to leverage visionary innovation that address-

es the global challenges and related growth opportunities that will make or break today’s market participants. For more than 50

years, we have been developing growth strategies for the Global 1000, emerging businesses, the public sector and the investment

community. Is your organization prepared for the next profound wave of industry convergence, disruptive technologies, increasing

competitive intensity, Mega Trends, breakthrough best practices, changing customer dynamics and emerging economies?

For information regarding permission, write:

Frost & Sullivan

331 E. Evelyn Ave., Suite 100

Mountain View, CA 94041

Schedule a meeting with our global team to experience our

thought leadership and to integrate your ideas, opportunities

and challenges into the discussion.

Visit our Digital Transformation web page.

Interested in learning more about the topics covered in this white

paper? Call us at 877.GoFrost and reference the paper you’re

interested in. We’ll have an analyst get in touch with you.

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Documents

Enterprise Knowledge Management · 4 ENTERPRISE KNOWLEDGE MANAGEMENT CUSTOMER EXPERIENCE IS NOT A SINGLE-POINT INTERACTION/ INSTANCE At each stage of the customer lifecycle, consumers