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Stratégie Clients 2023

Strategy Clients, the Customer Relationship Event, 28, 29 & 30th of March 2023

Are you looking to improve customer satisfaction and ease your agents' workload by equipping your contact centre with efficient and…

Continue ReadingStrategy Clients, the Customer Relationship Event, 28, 29 & 30th of March 2023
Read more about the article Best wishes for the new era of customer service: an edito by Patrick GIUDICELLI, AKIO CEO

Best wishes for the new era of customer service: an edito by Patrick GIUDICELLI, AKIO CEO

2021’s key moments, projects for 2022, it’s time for analysis and new starts! On behalf of all the AKIO teams…

Continue ReadingBest wishes for the new era of customer service: an edito by Patrick GIUDICELLI, AKIO CEO
Launch ALE Connect

Launch of ALE Connect, powered by AKIO

Alcatel-Lucent Enterprise expands its Digital Age Communications portofolio with ALE Connect powered by AKIO, an innovative platform born from a…

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Read more about the article London is calling! AKIO’s announcements on Call & Contact Center UK

London is calling! AKIO’s announcements on Call & Contact Center UK

AKIO has chosen London for two exclusive announcements: the launch of the ALE Connect offer and the integration of sentiment analysis technology into its…

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Call&Contact center UK 2021

[Event] Call & Contact Centre Expo 2021

Speaker | London, UK | 16 & 17 November, 2021 The AKIO team is delighted to participate in the next…

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M7: Can you share some top challenges that contact centres face when transitioning to an omnichannel approach? PG: They are of three types: strategic, managerial and technological. - Strategic: The goals that customer service sets for itself by adding new interaction channels will have an impact on the way they are implemented. For example, our customer DHL implemented the chat channel in addition to phone and email, originally to reach a specific audience of digital natives. But the new channel was quickly adopted by a large part of their audience, so they had to set new productivity targets to compare the effectiveness of the different channels and measure the performance of the omnichannel approach, such as the ability of the agent to process a request more quickly using multiple channels. - Managerial: The skills for answering a call are not the same as those for writing an email, or responding to a Facebook message. Therefore, the contact centre has the choice between recruiting multi-skilled advisors and training them to use all channels or building teams that are specialised by channel. The second type of organisation does not prevent an omnichannel approach as long as the tool used allows on the one hand to centralise all the information in a customer file, and on the other hand to share it between agents. So far, the choice seems to depend essentially on the existing organisation and the willingness of management to decompartmentalize the channels. - Technological: Although it seems obvious that an omnichannel approach must be based on omnichannel software, few software programs are actually really omnichannel. Most of them pile up technological bricks that communicate with each other. This is enough for the daily life of customer service agents, but such tools, which are not very agile, quickly become fragile as soon as they need to be upgraded. In addition, they do not offer consolidated statistics across all channels, which limits the measurement of customer service performance. M7: What lessons have you learnt from your time at Master 2 Marketing that you have applied to the marketing strategies at Akio? PG: I teach digital communication and brand content in Master 2 marketing in a business school in Paris. Contrary to Akio, whose activity is 100% B2B, brand content, which I practiced a lot in a previous experience, is B2C oriented. More generally, the notion of "brand" is insufficiently exploited among software publishers. However, with an ever-increasing level of customer demand, software editors, like all companies, have an interest in proving that they are selling not just a product but a complete experience. At Akio, I helped accelerate this marketing transformation. Our marketing and sales discourse was very technical, very product-oriented; it remains so, but we have added a "customer experience" dimension. For example, instead of listing the product functionalities in the form of concepts and benefits ("Integrates an AI engine", "Workflow management", "Report generator") we now present the functionalities as part of the user journey in the form of a graphic design.  At a strategic level, we redefined Akio’s communication guidelines based on the essential message, then redesigned all our marketing supports and campaigns according to those guidelines. This gives consistency to our communication and helps audiences remember Akio. M7: How has the COVID-19 pandemic affected your work - what day to day processes have you had to re-tool to be able to pull them off remotely? What does your remote tech stack look like? PG: As an IT company, Akio is well equipped for teleworking - some of the teams were already doing it long before the coronavirus crisis. Because we work in the field of customer relations, we regularly manage sensitive periods with our customers, for instance when they face a peak inactivity. The period of lockdown and the lifting of lockdown have therefore not caused any major upheaval in our business. For example, Akio has not had to use the administrative unemployment scheme; on the contrary, we seek at all times to increase the production capacity of the teams. This is particularly true of the teams of IT developers, because they are organised in Agile mode, a work organisation that easily adapts to remote working. M7: How does Akio manage multiple marketing divisions effectively? What type of storytelling experiences do you produce for social media channels? PG: Akio is an SME with a small marketing team, which facilitates a horizontal management where each marketer is responsible for his own scope of activity. Regarding our actions on social networks, we try to respect the spirit of web 2.0, namely "give to get": our contents and stories are intended to bring information or entertainment to the public, with no other counterpart than brand valorisation. For example, we produced a study on how contact centres were organised to deal with the coronavirus crisis. Following a survey of nearly 60 customer relationship managers, we published an analytical report that provides useful trends on management options and technological choices made to deal with the crisis. This report, in French, has been made freely available to the market and was shared on social networks.  M7: Alcatel-Lucent Enterprise Selects Akio to Deliver New CCaaS Hybrid Offering. What is your role in meeting partnership expectations? How do you go about assessing their needs? PG: The collaboration of the marketing department in this alliance project focused on the study of needs and the definition of offers. An important part of the study work was carried out upstream of the discussions by the marketing teams of each partner. It was mainly a question of comparing and aligning our visions of the market. A few meetings were necessary, but in fact the analysis of the two companies was very close and this part of the work was easy. More complicated was the definition of the offer, since each of our products propose a wide range of features. As this is a high-tech field, using various engineering techniques (telephony, digital techniques, collaborative tools, cloud...), product marketing was largely driven by the Product Owners of the two partners. Along with the development and infrastructure engineers, they drew the outlines of what the new offer will be. Marketing and communication had an advisory role. It helped to maintain the consistency of the offer with the expression of market needs, and will also contribute, in due course, to making this offer known to the public through a coordinated plan of communication actions. M7: If I were to say to a bunch of people who know you, ‘Give me three adjectives that best describe you,’ what would I hear? PG: Maybe committed, cerebral and enthusiastic. As with everyone else, none of these adjectives are easy to hold. Keeping on course with the essential line of one's existence is a constant struggle. Link to the original article ABOUT AKIO Customers are everywhere and can contact the brand at any time, through any available channel. The Akio.Cx platform by Akio allows your Customer Relation teams to deliver an omnichannel customer experience: telephone, e-mails, chat, Facebook Messenger and Twitter are natively unified in one user-friendly single tool. Call centres and outsourcers, worldwide, are using the AI powered Akio.Cx platform and its Analytics module to enhance their agents and transform supervisors & managers into client satisfaction super-heroes!

Channel.report – Q&A with Philippe Guiheneuc, Marketing Director at AKIO

Philippe Guiheneuc is the Marketing Director at AKIO, a company that provides customer experience software platforms. It proposes cross-channel solutions…

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Annonce Algoria EN

AKIO Announces the Acquisition of Software Company Algoria

Paris, May 28, 2020 - AKIO, publisher of the Akio.cx software platform for call centres and customer services, announces the…

Continue ReadingAKIO Announces the Acquisition of Software Company Algoria
partnership ALE

Alcatel-Lucent Enterprise Selects AKIO to Deliver New CCaaS Hybrid Offering

Click here for the Alcatel-Lucent Enterprise Press Release.Determined to meet the growing market demands for communication technologies, Alcatel Lucent Entreprise…

Continue ReadingAlcatel-Lucent Enterprise Selects AKIO to Deliver New CCaaS Hybrid Offering
Akio remains totally committed to its clients You can count on us!

AKIO remains present by your side: the message from Patrick Giudicelli, President of AKIO

Dear clients, partners and members of the AKIO community, The health crisis that we are currently going through is a…

Continue ReadingAKIO remains present by your side: the message from Patrick Giudicelli, President of AKIO
A Valentine’s story of Unified Voice and Digital Channels in the Contact Centre as a Service world.

A Valentine’s story of Unified Voice and Digital Channels in the Contact Centre as a Service world.

Once upon a time, in the faraway land of CCaaS, Alex (the client) was enjoying goods and services offered by…

Continue ReadingA Valentine’s story of Unified Voice and Digital Channels in the Contact Centre as a Service world.
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About AKIO

Customer satisfaction is no longer just about providing a good response; it’s about gaining deeper insights into customer expectations and delivering tailored solutions. That’s why AKIO has developed Akio.cx, an innovative software suite that analyzes all types of interactions and supports customer service agents in enhancing both Customer and Employee Experience. By leveraging intelligent, collaborative technologies, Akio.cx ensures personalized, efficient responses.

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