{"id":4876,"date":"2014-01-15T10:17:50","date_gmt":"2014-01-15T09:17:50","guid":{"rendered":"http:\/\/www.solucominsight.fr\/?p=4876"},"modified":"2015-02-24T11:27:45","modified_gmt":"2015-02-24T10:27:45","slug":"et-si-lune-des-cles-de-la-relation-client-de-demain-etait-dans-loutsourcing","status":"publish","type":"post","link":"https:\/\/www.riskinsight-wavestone.com\/en\/2014\/01\/et-si-lune-des-cles-de-la-relation-client-de-demain-etait-dans-loutsourcing\/","title":{"rendered":"Et si l\u2019une des cl\u00e9s de la relation client de demain \u00e9tait dans l\u2019outsourcing ?"},"content":{"rendered":"

T\u00e9l\u00e9phone, mails, chat, call back, r\u00e9seaux sociaux\u00a0: les services <\/a>qui composent la relation client <\/a>sont de plus en plus vari\u00e9s, et la relation client elle-m\u00eame de plus en plus complexe. C\u00f4t\u00e9 entreprise, le mod\u00e8le d\u2019achat historique, encore le plus courant aujourd\u2019hui, est celui qui lie les donneurs d\u2019ordre aux prestataires de ces services selon un mod\u00e8le d\u2019externalisation cibl\u00e9, de capacit\u00e9, et fond\u00e9 sur des prestations caract\u00e9ris\u00e9es (t\u00e9l\u00e9phone entrant, t\u00e9l\u00e9phone sortant\u2026) r\u00e9currentes ou non. Avec l\u2019essor du multicanal, on voit se dessiner un nouveau mod\u00e8le qui fait progressivement glisser le curseur de simple prestation \u00e0 partenariat de qualit\u00e9. Faut-il aller jusqu\u2019\u00e0 externaliser le c\u0153ur de strat\u00e9gie de la relation client \u00e0 des tiers\u00a0? Quelle position donner aux outsourceurs\u00a0? Quelles garanties exiger\u00a0? Tout comme l\u2019industrie automobile a su \u00e9voluer en co-construisant ses produits avec les \u00e9quipementiers, impliquant par l\u00e0 m\u00eame prise de risque partag\u00e9e et partage de r\u00e9sultats, les entreprises se doivent de r\u00e9interroger leur fa\u00e7on de g\u00e9rer leur Relation clients, en prenant compte de leur contexte et de leurs priorit\u00e9s. <\/em><\/p>\n

Une collaboration avec l\u2019outsourceur boulevers\u00e9 par le multicanal<\/h2>\n

Tout d\u2019abord, il y a l\u2019impact sur le volet \u00e9conomique.<\/strong> Avec le multicanal, on passe d\u2019une facturation li\u00e9e \u00e0 un volume de prestations \/ indicateurs \u00ab\u00a0qualit\u00e9\u00a0\u00bb \u00e0 une facturation \u00ab\u00a0au r\u00e9sultat\u00a0\u00bb (vente, satisfaction client\u2026), sans pour autant changer fondamentalement sur le principe\u00a0: une prestation encadr\u00e9e sur un contenu (les scripts), des r\u00e8gles \u00e9dict\u00e9es par le donneur d\u2019ordre, une supervision d\u00e9taill\u00e9e\u2026 sur laquelle il n\u2019est attendu d\u2019autre valeurs ajout\u00e9e du prestataire que \u00ab\u00a0l\u2019ex\u00e9cution professionnelle\u00a0\u00bb.<\/p>\n

Or, ce changement de mod\u00e8le \u00e9conomique induit progressivement un changement de posture<\/strong> entre le donneur d\u2019ordre et le prestataire. De fait, il am\u00e8ne le prestataire \u00e0 d\u00e9velopper un savoir-faire \u00e9tendu dans la relation client multicanal, savoir-faire que le donneur d\u2019ordre ma\u00eetrise de moins en moins en interne.<\/p>\n

Si, dans un 1er<\/sup> temps, le prestataire souffre parce que ce mod\u00e8le \u00e9conomique est beaucoup plus al\u00e9atoire, dans un 2\u00e8me<\/sup> temps, il d\u00e9veloppe un niveau de savoir-faire et d\u2019expertise qui va modifier les rapports de force<\/strong> avec le donneur d\u2019ordre. Il entre ainsi progressivement dans un mod\u00e8le d\u2019externalisation de comp\u00e9tence et de savoir-faire que les grands industriels connaissent bien avec leurs fournisseurs strat\u00e9giques.<\/p>\n

De fournisseur \u00e0 partenaire\u00a0: une nouvelle position pour les outsourceurs\u00a0?<\/h2>\n

Prestataire ou partenaire\u00a0? La question va bien au-del\u00e0 d\u2019un glissement s\u00e9mantique. Les donn\u00e9es du probl\u00e8me sont simples\u00a0:<\/p>\n

    \n
  • La relation client est une activit\u00e9 strat\u00e9gique pour les entreprises, son externalisation se veut aujourd\u2019hui exceptionnelle, cadr\u00e9e et cibl\u00e9e,<\/li>\n
  • Le d\u00e9veloppement d\u2019une relation multicanale de plus en plus riche et complexe fixe toujours plus haut le niveau d\u2019exigence de ma\u00eetrise de cette relation, de comp\u00e9tences des \u00e9quipes en contacts, de performance des outils, et donc les investissements en formation, management, outils\u2026<\/li>\n
  • Les outsourceurs en tant que sp\u00e9cialistes de la relation clients acqui\u00e8rent plus vite, plus naturellement et plus professionnellement ces facteurs cl\u00e9 de succ\u00e8s\u00a0; les meilleurs sont naturellement et syst\u00e9matiquement en avance sur tous les leviers\u00a0: hommes, outils, pilotage, comp\u00e9tence, management\u2026<\/li>\n<\/ul>\n

    Les industriels ont r\u00e9solu la question en d\u00e9cidant de ne plus vouloir internaliser tous les composants de leurs produits, mais en s\u2019appuyant sur des fournisseurs sp\u00e9cialis\u00e9s avec lesquels ils ont conclu des partenariats strat\u00e9giques \u00e0 long terme, fond\u00e9s sur une v\u00e9ritable co-production de la valeur ajout\u00e9e. Peut-il en \u00eatre de m\u00eame pour la relation client\u00a0?<\/p>\n

    Sommes-nous \u00e0 l\u2019aube de l\u2019externalisation de la relation client multicanal\u00a0?<\/h2>\n

    Les entreprises de service de relation client les plus avanc\u00e9s s\u2019y pr\u00e9parent, ce sera pour eux un pari strat\u00e9gique. Ils d\u00e9veloppent leur valeur ajout\u00e9e par l\u2019expertise et la comp\u00e9tence, les outils GRC \/ t\u00e9l\u00e9phonie \/ mail \/ r\u00e9seaux sociaux\u2026, les dispositifs de pilotage de la performance multicanal, les bases de connaissance et les retours d\u2019exp\u00e9rience, la ma\u00eetrise \u00e9conomique\u2026<\/p>\n

    Les clients ne sont pas encore pr\u00eats\u00a0: l\u2019image de l\u2019externalisation de la relation client est encore \u00ab\u00a0bas de gamme\u00a0\u00bb (renforc\u00e9e par l\u2019outsourcing dans les pays \u00e0 bas co\u00fbts), la posture achat reste \u00ab\u00a0prestation\u00a0\u00bb (alors que le contenu \u00e0 externaliser est moins ma\u00eetris\u00e9 par le donneur d\u2019ordre). Et puis il y a le risque \u00e0 prendre en compte\u00a0: comment r\u00e9internaliser la fonction si la collaboration se passe mal\u00a0?<\/p>\n

    Pourtant, l\u2019analogie avec le monde industriel d\u00e9montre qu\u2019\u00e0 terme, cela peut \u00eatre \u00a0dans certains cas un mod\u00e8le gagnant \/ gagnant \u00e0 la fois pour les donneurs d\u2019ordre et leur partenaire \u00ab\u00a0strat\u00e9gique\u00a0\u00bb. Les entreprises pr\u00e9curseur commencent \u00e0 r\u00e9fl\u00e9chir \u00e0 cette \u00e9volution\u00a0; elles trouvent une forte motivation et mobilisation des principaux prestataires qui en ont bien identifi\u00e9 le potentiel.<\/p>\n

    Une r\u00e9cente mission aupr\u00e8s d\u2019une compagnie d\u2019assurance nous a permis de le voir concr\u00e8tement. Ces derniers souhaitaient mener un appel d\u2019offre pour concr\u00e9tiser un partenariat de cette nature pour traiter les appels de services apr\u00e8s-vente, dans un objectif \u00e0 la fois de partage du traitement des demandes (t\u00e9l\u00e9phones, mails\u2026), de partage d\u2019un outil de gestion de la relation client commun et de transfert et d\u00e9veloppement des savoir-faire de relation clients multicanal. Cette demande a suscit\u00e9 une tr\u00e8s forte mobilisation, un engagement inhabituel des soci\u00e9t\u00e9s consult\u00e9es, d\u00e9montrant leur forte mobilisation pour une demande pourtant atypique.<\/p>\n

    Ce mod\u00e8le de partenariat reste rare. Mais \u00e0 notre sens, l\u2019offre et la demande se cherchent, et ce n\u2019est qu\u2019une question de temps pour que ce mod\u00e8le se d\u00e9veloppe et s\u2019installe.<\/p>\n","protected":false},"excerpt":{"rendered":"

    T\u00e9l\u00e9phone, mails, chat, call back, r\u00e9seaux sociaux\u00a0: les services qui composent la relation client sont de plus en plus vari\u00e9s, et la relation client elle-m\u00eame de plus en plus complexe. C\u00f4t\u00e9 entreprise, le mod\u00e8le d\u2019achat historique, encore le plus courant…<\/p>\n","protected":false},"author":133,"featured_media":4340,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"page-templates\/tmpl-one.php","format":"standard","meta":{"_acf_changed":false,"footnotes":""},"categories":[38,32,34],"tags":[84,611,348,1503],"coauthors":[998],"class_list":["post-4876","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-assurance","category-marketing-relation-client","category-strategie-d-entreprise","tag-multicanal-2","tag-outsourcing","tag-partenaire","tag-prestataire"],"acf":[],"yoast_head":"\nEt si l\u2019une des cl\u00e9s de la relation client de demain \u00e9tait dans l\u2019outsourcing ? - RiskInsight<\/title>\n<meta name=\"description\" content=\"Avec l\u2019essor du multicanal, on voit se dessiner un nouveau mod\u00e8le de relation fournisseur qui fait progressivement glisser le curseur de simple prestation \u00e0 partenariat de qualit\u00e9. Faut-il aller jusqu\u2019\u00e0 externaliser le c\u0153ur de strat\u00e9gie de la relation client \u00e0 des tiers ? Quelle position donner aux outsourceurs ? Quelles garanties exiger ?\" \/>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/www.riskinsight-wavestone.com\/2014\/01\/et-si-lune-des-cles-de-la-relation-client-de-demain-etait-dans-loutsourcing\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Et si l\u2019une des cl\u00e9s de la relation client de demain \u00e9tait dans l\u2019outsourcing ? - RiskInsight\" \/>\n<meta property=\"og:description\" content=\"Avec l\u2019essor du multicanal, on voit se dessiner un nouveau mod\u00e8le de relation fournisseur qui fait progressivement glisser le curseur de simple prestation \u00e0 partenariat de qualit\u00e9. 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