Quality Assurance in the Age of Customer Experience

For several years, the importance of end-user experience has been on a continuous rise, but for the first time a significant trend is showing up.

Quality Assurance for Customer Experience is ranked as the top priority by CXO’s worldwide

-World Quality Report 2018

With technology becoming a commodity, providing the best customer experience is the key in making the brand and taking your business to the next level.

Let's take some of the recent companies examples.

Ordering food, booking a cab and booking tickets are there for ages but what Swiggy, Uber, and Bookmyshow changed is the experience of doing the same things in a very different and convenient manner.

Customers pay these companies for the great experience these companies promise to provide.

Is Quality Assurance still a back office function?

In the world of manufacturing, the Quality Assurance team sitting in the remote workshop had the benchmarks of six-sigma and fault tolerance set.The products would not reach the outside world unless and until approved by the QA team, and the stringent fault tolerance levels, i.e. less than 1 %.

Quality was critical in building excellent brand value & customer love, and the same holds valid even today.

What changed in today’s scenario is, the way the customers interact with the brands. With multiple interaction channels like call, email, chat, social, etc. it is of paramount importance to audit the Quality across the channels

Do you know?

89% of the customers form an opinion about the company and its brand based on the interaction on one of the online channels, i.e. call, email or chat.

Even for Fortune 500 companies, doing QA of the customer interactions is the toughest challenge and from the recent World Quality report 2018 it is evident that

Quality Assurance is no longer a back office function. It is a critical activity that directly affects customer experience, and CXO’s are more aware of this than ever before. IT & QA teams need to be rapidly up-skilling and embracing new technologies soon to keep up with the high-speed transformation environment.”

How do QA Teams Make Themselves Ready for the Significant Shift?

  • Move from Random QA Check to QA that meets business objectives.

    Traditional Contact Center QA modules allow Quality managers to only sort based on Talk time, Customer number, or the disposition in the system. While word spotting solutions do allow to tag specific to certain words and stages of a conversation, but the system still stands outdated w.r.t the present day business needs.

    Aside to being very expensive, the Word spotting and advanced stage based QA settings do not solve the business need. The system does not enable the Quality manager to take actions for QA based on business outcomes, but only either a random count of calls screened based on parameters like "Talk time > 10 mins", "Disposition = Not Interested" or by having collated massive excel sheets from different systems.


    John is a QA manager in JumboKart. His job is to make sure of a proper QA of the process. His Contact Center has 1Mn Calls a day.

    If given a chance, what causes does he want to do and make sure of the QA?His system only allows sampling based on Talk time, Disposition, date, time and user name. His ticketing system has tickets on order cancellation.

    The Organisation has a massive mandate on Retention of Customers. (How to prioritize which customers to be sampled from the enormous set of the 20 Million subscribers)

    John is in the need of a system through which he can sort "Customers with LTV more than 100,000 $", "Customers with Product Returns", "Today", "Customers whose location is Bengaluru, Delhi, Hyderabad" and then do a QA today itself so as to make sure that at first the high LTV customers are retained for sure.

  • Move from Reactive to Preventive way of Quality Assurance

    Traditionally QA was always considered as a back office function, and the business managers would come up with the problem / a pattern, and the QA team would start QA Audit to find the root cause.

    With the volume of transactions and interactions so high, this model does not work anymore. QA team has to enable itself and play an active role in proactively finding the patterns which can cause an impact on the company’s bottom line.

    Example -

    For Jumbo Retail, Customers who have placed an order in November for iPhone Covers sold by Merchant - MaxiPhones have claimed returns for which the merchant has denied on wrong delivery for which when escalated to the contact center over Call, Email and chat, the response was inappropriate. It seems that till December, none of these customers have made any repeat purchases. A good 70% of the subscribers not returning are with an LTV of over 100,000$.

    A rich data led QA Management would first address the identification of the problem when it's small. Further, when reported by business analytics, such QA tests can be done faster.

  • Omni QA for all your customers' Interactions - Chat, Email, Voice & Social Media

    The customer can reach the brand from any channel and make the buying decision. Wouldn’t it be wrong to do the Audit on only one channel or all the different channels in silos?

    To get the right outcomes, it is essential to look at the audit in totality (i.e., across all channels) against a business objective.

  • Conclusion

    When customer experience can either make or break a company, it is very critical to have all the teams align to the goal and very importantly, empower the QA team with the right technologies and skill sets to audit customer experience and provide the appropriate feedback to the organizations.

    Transmon is one of the advanced Quality Assurance product built to audit the customer experience by letting you not only fetch data from multiple systems like CRM, Contact Centre, Support Systems but also from different channels like Email, Voice, Chat & the Social Media.