Front pagesponsored · CallTower
Service & Connectivity7m · 10:31 BST · 4 min read
You’re Ready to Go Global, But Is Your Customer Experience?
Expanding into new markets can expose weaknesses in CX technology, from fragmented reporting and inconsistent service levels to sprawling platforms and local voice providers, leaving global businesses struggling to maintain visibility, resolve issues and deliver consistency across regions.
For leaders running international expansion, a new market entry can seem straightforward: sign the contract, set the go-live date, and be selling in a new country within weeks. But global growth has become easier to execute than to support, and that ease disguises a harder question: can the business behind the expansion carry the weight of supporting customers in a new region?
The commercial case for expansion gets tested; the operational layer behind customer experience rarely does.Rachell McConkie, Contact Center Product Owner atCallTower, sees this same gap occur across businesses:
“A lot of times they’re looking for the commercial readiness, but they’re often not doing a deep discovery on what tech they already have, what their goals are, and then identifying if that tech is going to be able to expand.”
Without that discovery, nothing looks wrong at go-live. The problems surface later, because although the underlying platform a company uses may be global, a new region rarely inherits the wider business’s existing CX setup unchanged. The vendors may not have the regional infrastructure and support in place to serve customers there, so teams fill the gap with a local voice provider or a different platform. Each of these separate decisions creates the same problem: fragmentation.
Without a shared framework across every region’s CX setup, these local decisions create company-wide blind spots. Each region ends up handling, measuring and monitoring customer interactions through its own platform, and resolving network issues through its own voice provider.
Why a Local Platform Becomes a Company-Wide Problem
This divergence between platforms begins to surface when seeing how customer interactions move through each region. The new region’s platform may use skills-based routing and a particular escalation path, while another relies on auto-dialing and transfers. Operating hours and service targets can differ too, meaning the same customer follows a different journey depending on where they enter the business.
The problem is not that either platform is inadequate, as some localization is necessary or even desirable across regions. The problem is that there is no single truth for both. As McConkie puts it, “If I purchase two different unified communications platforms, one for the US and one for Europe, are they going to connect? If they do connect, what does reporting look like? Are my SLAs measured on the same metric?”
That’s why two regions doing the same work can report different service levels, such as 80% of calls answered on time against 60%. But because platform don’t share a dashboard, nobody above the regional level can easily see whether that gap is real or merely reported differently.
The Cost of Not Seeing
To get any visibility on this, CX leads must pull reports from different platforms, reconcile definitions, and piece together a view of global performance. This is not only time-consuming, but, as McConkie explains:
“If you have multiple managers of multiple regions taking several days to consolidate their data, by the time that rolls up into a dashboard, we could have had a recurring issue for weeks.”
Slow reporting determines how late a problem is found. Separate providers dictate how long it takes to fix. If multiple regional contact centers have different CCaaS or voice vendors, then when a technical issue does surface, IT has the herculean task of finding out where the cause is. It could sit in the communications platform, the contact-center platform or the region’s voice provider. With no way to centrally monitor either, and no single route to resolution, IT must trace the fault across the estate while the customer remains frustrated, and their problem stays open.
The same split carries a quieter cost. Each vendor has its own contract, and those contracts rarely end on the same date. Renewals fall at different points in the year, each with its own terms, pricing and notice period, meaning there is no single moment to review the whole estate. This makes administration a task that grows with every region added.
Preparing CX for Global Growth
That multiplication is what makes the problem structural. Every new region can add another set of routing rules, another definition of a service level, another voice provider to manage and another place for an issue to go unseen.
The more regions a business adds, the less of its own customer experience it can see. Any gains from a new market can then be offset by the cost of poor support.
That’s why <a href="https://bitcomme.com/when-tech-companies-die-what-happens-to-the-products-they-leave-behind-2/” title=”When Tech Companies Die, What Happens To The Products They Leave Behind?”>companies need to test whether their CX setup can support a new region, and that test has to ask the right question: what does the technology behind global CX actually need to deliver?
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