You’ve probably heard and read a lot about omnichannel, but let’s quickly revisit the concept:

Omni comes from the Latin word omnis to mean “all, of all things, in all ways or places”. Omnichannel communications is an all-encompassing strategy that aims to engage consumers with consistent messages, offers and service levels at all touchpoints, whether online or offline.

It’s simply about being where your customers are – be it physical or digital, face-to-face or virtual – to provide a seamless and unified experience according to their preferred method.

Yet not all channels are created equal. Some rise and fall in terms of consumer preference, and the challenge is to know which new channels merit investment, and how to integrate those with other more mature channels.

Right now, there is a huge surge on mobile. Why? Probably because 57% of Australians scroll through their social media feeds and email on their mobile devices first thing in the morning, according to the Sensis Social Media Report 2017. In New Zealand, smartphones have penetrated 71% of the population with respondents to a recent Hootsuite study indicating that they spend four hours a day surfing web and social channels on their mobile phones.

There is little doubt that for businesses of all stripes, mobile represents a fast growing and potentially lucrative channel in which to compete for customers’ eyes and ears.

Homegrown developments

According to a 2017 Telsyte report commissioned by Genesys, interaction via mobile apps and websites is expected to significantly increase over the next 12 months, with web chat, social and email leading the way. The Mobile Consumer Survey 2017 also reveals that 88% of Australians now own smartphones, while 24% buy a product using smartphones at least once a month – giving businesses real incentive to engage with customers on the touchscreen.

However, 70% surveyed in the Telsyte report also say they prefer to pick up the phone and speak to someone directly, while 64% prefer to visit a store in person. Contradictory, you might say? Perhaps not. Today, consumers don’t just spend more time on mobile: they also expect brands to engage with them on an omnichannel level.

What does this mean? Starbucks, for example, has blurred the lines between online and in-store shopping – two channels which many retailers still think of as mutually exclusive. Its latest 30,000-square foot store in Shanghai incorporates augmented reality (AR) features, by simply having you download a mobile app to read about the brand history or the origins of the coffee beans you’ve just ordered while waiting for your cuppa in line.

Closer to home, Jetstar Airways uses PureEngage, a cloud-based solution run on Genesys’ platform that ties together customers’ experience across multiple channels. PureEngage gives passengers mobile check-ins and SMS boarding passes, as well as supporting Jetstar’s four contact centres in Australia and Asia with essential passenger information and histories.

Such mobile-centric technologies, mixed with more traditional ones, are becoming central to customer interaction strategies of the future.

The proof is in the omnichannel pudding

Developing the right channel for the right task is key, as the strategy must be adapted according to the type of interaction.

The Telsyte Report revealed that while a physical store remains relevant – with most people preferring to “see before they buy” – after-hours phone support is equally important. When it comes to paying the bills, 32% of respondents prefer using their mobile devices rather than in person or over the phone, so a digital strategy is needed too!

Omnichannel solutions can not only benefit customers but also employees. The New Zealand Ministry of Justice found that using Genesys Workload Management allowed a global task list to be consolidated and automatically assigned to the right person, regardless of their office location. That led to improved efficiency, a reduced backlog of fines to process, and a much happier body of public servants.

The important thing to take away is that while it makes sense to invest in mobile, it is essential to consider how that channel connects to others.

Siloing your mobile engagement strategy could mean missing out on the bigger, longer term opportunity. As new channels emerge and shake up customer service, organisations with an omnichannel approach – quick to adopt the latest channels, but also wise enough to recognise that older ones still have value – will win in the long run. The smartphone screen is a launching pad, not the whole journey.

To learn more about consumer preferences and expectations across Australia and New Zealand, and how to meet them, read the Telsyte Study, “The Shift to Human Experience”.