Metrics To Optimize The Contact Center Economy

The traditional role of the contact center is to improve the service function within the organization by hiring people with appropriate service skills and compensation rates. Training of representatives in standard and highly productive work processes; increase the productive burden of unified work queues, provide an efficient, automated environment, measure inputs and outcomes to ensure that work is effectively completed; to maintain the tone of communication and the quality of resolution that fosters customer loyalty; and effective management of diverse resources by skilled and experienced executives who effectively communicate a common vision that combines relevant business priorities. This traditional role has been developed over the past decade by a telesales feature that allows attendees to get started at the right time during service calls – based on marketing triggers controlled by sophisticated models or intuitive scrutiny using simple scripts. ..

There is also another boost in this relatively complex set of activities to reduce the overall cost of the contact center. Often, cost reductions become a raison d’etre for centralized management and other goals in terms of customer, work environment, and service quality.

To address the excessive focus on pure cost reduction, it is important for the head of the contact center to change the performance measurement of the head office from the unit cost to the overhead associated with the main business drivers. Traditional unit cost steps are an important indicator, but senior management’s strategic assessment of contact centers should be based on metrics that explain the impact of cost differences across the end-to-end business system. Unit costs and other narrow sizes can be misleading or catastrophic if used outside the context.

Process steps take into account the impact of changes on the value delivered to customers and the subsequent impact on sales that may follow these changes. Simple linear relationships between value and income, especially in the short term, are hard to find, but failing to see the impact of a pure cost-cutting initiative on customers does not mean that the business does not have a long-term impact on the business. Run.

A classic example of under-measurement can be seen with cross-sell triggers on incoming service calls. Early success with cross-selling can quickly lead to higher odds and higher bonuses for successful sales. The initial cross-selling philosophy – to increase customer loyalty by educating people about the potential for added value in an expanded relationship – is lost. Cross-selling is well done, increases satisfaction with service interaction and improves customer loyalty. Poorly done, ie tearing out too many offers or enforcing sounds destroys satisfaction and loyalty. Cross-selling sales will continue to rise for some time until customers find alternative suppliers and mass offerings.

Likewise, over-concentration of costs per account, regardless of the profitability of each account, can lose the opportunity for additional investment that drives sales faster than service costs. For example, extending the time with new customers in account settings can increase loyalty and significantly spend during the term of the relationship and pay the appropriate dividends.

The general increase in business margins should be the primary strategic goal of contact center managers, but this balanced approach is all too often lost because accurate measurements are sacrificed at a level high enough to present important business results in the short term to reduce costs. ..

Management should be more interested in improving the cost of ownership ratio resulting from an increase in revenue than a margin increase driven by cost reductions. After all analysts have rewarded companies with a higher P / E of profits, an increase in additional margins will only result in growth if they are accompanied by process improvements that maintain customer loyalty.

Too often, contact center managers need to invest a lot of time to educate companies on the need for strategic measurements that truly reflect the center’s impact on the entire business system. This is a very important time for investment, the alternative is the continued downward trend and inability to loyalty

Both comments and pings are currently closed.

Comments are closed.