Today, the contact center has become, by its own merits, a key success factor in the corporate business analytics strategy, providing insight and valuable knowledge regarding customer behavior. To capture this gem, companies must know what to look for, what are the critical contact center metrics and KPI's, where this information is available and how to get it.
To make an informed decision managers need relevant data that will allow them to understand the issue and make the most appropriate decision, in that moment. The reality is that often what they get is either raw data or operational data, meaningless from an analytical perspective. This scenario is no longer acceptable and managers need to adopt a more aggressive and proactive approach on how to explore the myriad of data available at the contact center.
There is a silent battle going on in every contact center. On one hand there is an enormous pressure to cut costs, keep a lean, aggressive and very competitive operation; on the other hand it is crucial to deliver an outstanding customer experience. These two objectives are not incompatible, although getting the right balance can be a challenging task. We must look back and understand how the contact center dynamics have evolved over time to prepare the future.
If we look at the contact center evolution, at the beginning, the main goal, was to sell whatever was on the menu or provide very basic customer support, with little respect for the customer. Then, the trend was all about managing the customer relationship and making sure that the customer got a good service despite the cost involved. It was the time of very long and expensive implementations with very little return. Finally, we have reached a level of maturity that places the contact center right in the middle of the corporate strategy, in many cases, the owner of the relationship with the customer and an important source of customer knowledge.
To really move from a cost to a profit center, contact centers must be able to measure and provide insight and knowledge nuggets to be used to generate more revenue, improve customer service or drive costs down. An effective contact center analytics strategy must take in consideration the following building blocks:
Input data- Capture and integrate data from all the available interaction channels.
Operational usage - Provide agents and business analysts with the right tools to better serve customers.
Central repository - Centralize all data generated by the contact center in a unique repository to provide a holistic customer view.
Configuration - Enable fine tuning and quick adjustments in real-time to guarantee the success of any campaign.
Business applications - Integrate the contact center within the corporate application layer, as it is not an.
To develop and implement a powerful and effective contact center analytics strategy some rules have proved to be key to success, including mapping the customer interaction moments, assuring data consistency through the interaction cycle, integrating data from all relevant applications, standardizing and document collected data, among others.
This set of guidelines will help contact centers to adopt and strive in these challenging times by unleashing a huge potential of contact center analytics and the value that it can add to the organization.
To make an informed decision managers need relevant data that will allow them to understand the issue and make the most appropriate decision, in that moment. The reality is that often what they get is either raw data or operational data, meaningless from an analytical perspective. This scenario is no longer acceptable and managers need to adopt a more aggressive and proactive approach on how to explore the myriad of data available at the contact center.
There is a silent battle going on in every contact center. On one hand there is an enormous pressure to cut costs, keep a lean, aggressive and very competitive operation; on the other hand it is crucial to deliver an outstanding customer experience. These two objectives are not incompatible, although getting the right balance can be a challenging task. We must look back and understand how the contact center dynamics have evolved over time to prepare the future.
If we look at the contact center evolution, at the beginning, the main goal, was to sell whatever was on the menu or provide very basic customer support, with little respect for the customer. Then, the trend was all about managing the customer relationship and making sure that the customer got a good service despite the cost involved. It was the time of very long and expensive implementations with very little return. Finally, we have reached a level of maturity that places the contact center right in the middle of the corporate strategy, in many cases, the owner of the relationship with the customer and an important source of customer knowledge.
To really move from a cost to a profit center, contact centers must be able to measure and provide insight and knowledge nuggets to be used to generate more revenue, improve customer service or drive costs down. An effective contact center analytics strategy must take in consideration the following building blocks:
To develop and implement a powerful and effective contact center analytics strategy some rules have proved to be key to success, including mapping the customer interaction moments, assuring data consistency through the interaction cycle, integrating data from all relevant applications, standardizing and document collected data, among others.
This set of guidelines will help contact centers to adopt and strive in these challenging times by unleashing a huge potential of contact center analytics and the value that it can add to the organization.
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