Caroline Pitcher
Senior Marketing Manager, Kerv Experience
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Get in touchPublished 08/06/26 under:
Over 65% of consumers want to switch between channels without repeating themselves.* They have wanted this for years.
The technology to deliver it has existed for years too. The gap between those two facts is where customer loyalty goes to die, and it is entirely fixable.
Consider a pervasive, yet often unspoken, customer frustration. Not the kind that sparks an angry tweet or a formal complaint, but a quieter, more insidious type. It’s the exasperation of calling a long-standing provider, providing security details, and then being asked to re-explain your reason for calling after being transferred.
This repetition to someone who appears unfamiliar with your history breeds a silent, often subconscious, decision. It’s the decision to switch providers at the next renewal, or to simply avoid contacting the company entirely, even when a valuable interaction is needed. This quiet erosion is precisely where customer loyalty resides and often disappears.
The problem is structural
Most contact centres were built to handle volume. They were designed around the question of how to process the largest possible number of contacts at the lowest possible cost per interaction. That is a reasonable engineering problem, and most contact centres have got reasonably good at solving it.
The problem is that customers are not asking to be processed efficiently. They are asking to be recognised. They are asking to reach the organisation on whatever channel makes sense at that moment in their day. They are asking to have their problem resolved without being passed around. And they are asking, though they would not use this language, to be remembered.
Reach. Recognise. Resolve. Remember. Four things. None of them is technically difficult in 2026. Genesys Cloud gives an organisation the infrastructure to deliver all four. The gap is almost never the platform. It is whether the organisation has decided to use the platform to deliver those four things, or just to handle calls faster.
This is where Kerv comes in. As a Genesys partner, Kerv helps organisations close exactly that gap not by selling a platform, but by working with contact centre and operations leaders to understand what their customers need at each moment of contact and configuring the technology to deliver it. The platform is rarely the problem. Knowing how to use it strategically is where most organisations need support.
What this looks like in practice
When Somerset Council unified five previously separate contact centres and hundreds of different phone numbers into a single, cohesive Genesys Cloud solution, they did more than just replace a complex IVR menu. By implementing nine purpose-built digital assistants, they enabled residents to quickly access services, halved abandonment rates, and achieved a 47% faster resolution time (compared to IVR) to the right agent in 90% of cases. The technology budget did not go up. The experience of every resident calling the council changed substantially.
Another instance, when PureGym moved to a fully digital contact centre on Genesys Cloud, the Leeds team went from a predominantly call-based model that buckled under peak demand to one that handled member enquiries across chat, email, web messaging and social platforms without a single call going unanswered. CSAT climbed to a consistent score above 4 out of 5. The company was handling more contacts, with better outcomes, at lower operational cost too.
Neither of those results required magic. They required someone to ask the right question: what does our customer need at each moment of contact, and are we set up to give it to them?
The four moments that matter
The next four articles in this series look at each of the four moments in detail, through the eyes of four different customers.
Maya is a banking customer in her thirties trying to sort out a mortgage application between meetings. Her experience depends on whether the bank can meet her on her terms, across the channels she uses through the day, without making her explain herself each time she switches.
David is a 67-year-old insurance customer who has been with his provider for twenty-two years. His experience depends on whether the company knows who he is before he says hello, and whether it treats that twenty-two years as information, not just a number.
Aisha is an online retail customer with a complaint, a specific need, and Spanish as her first language. Her experience depends on whether the contact centre can solve two problems in one conversation without making her feel like a problem to be managed.
Tom is a council resident who has had eight interactions with his local authority over twelve months. His experience depends on whether the council treats him as someone they know, or as a new inquiry every time.
These four people are composites. Their situations are not. Every contact centre handles thousands of versions of Maya, David, Aisha and Tom every day. The question is whether it handles them well.
The decision that comes before product
The contact centre is really the most honest product your organisation makes. The brand story, the website, the social presence, all of that is crafted. The conversation a customer has when something goes wrong, that is real. Getting it right is not a technology project. It is a decision about what kind of organisation you want to be. The technology is the enabler. The decision comes first.
That decision is easier with the right partner alongside you. Kerv works with operations leaders, customer service directors, and contact centre managers across every sector to design and deliver contact centre experiences that do all four things: reach customers where they are, recognise who they are, resolve what they need, and remember them next time.
If you are still solving the volume problem when your customers are asking for something different, that is worth a conversation.
Still making customers repeat themselves?
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