Build.com does not focus on typical contact center metrics, instead encouraging “agents to spend as much time as necessary to serve customer needs and build relationships.” With that in mind, they needed a solution that could communicate metrics to foster self-management, effective management, and customer service. ...The solution was installation of Inova Performance Tracker web-based dashboards, displayed on six large HD monitors to keeps all employees informed.
Inova Solutions Blog
With respondents indicating interest in receiving callbacks, this technology seems to be a viable option for improving customer satisfaction as well as improving standard contact center metrics such as average hold time and longest call waiting. Borowski outlines three potential ways to integrate the technology.
Anyone who works in a call center knows about the peaks and valleys in call volume, “no matter how many Customer Service Representatives (CSRs) you have available, it's impossible to meet the current demand for your services.” McGarahan makes the logical case that call volume spikes can be either planned or unplanned.
In my last post, I covered McGarahan’s recommendations for mapping both planned and unplanned peaks in call volumes at your contact center. Identifying patterns is really only the first step; you also need to take steps to efficiently manage the peaks and valleys. McGarahan also offers several tips for managing service demands. - See more at: http://www.inovasolutions.com/blog/post/surviving-call-center-peaks-and-...
An article in the April 2014 issue of CRM Magazine headlines “Contact Center Satisfaction Dropped 10 Percent in 2013.” There are several possibilities for why this might be the case: general customer fatigue and frustration with the slow economic recovery, delays in new technology deployment by companies, and higher expectations by customers.
There is a lot of talk about big data and metrics in all industries today, and the contact center world is no exception. An article in the April 2014 CRM Magazine highlighted one of the weaknesses of this new push for more data: “our view of data often doesn’t extend further than numbers.” In the article, “Data Versus Knowledge,” Denis Pombriant writes that the numbers we often think of as data are quantitative, which is only one type of data.
Telecommuting used to be a novel concept in the workplace, with the option to work somewhere other than the office being a rare privilege. No longer the case today, remote call center agents are increasingly common in a variety of industries and the contact center is no exception. In the March 2014 Contact Center Pipeline issue, Scott Murphy discussed the topic in his article, “Overcoming the Challenges of Managing an At-Home Workforce.”
The article, “Big Data Prompts ‘Analytics Everywhere’ Solutions,” highlights the well-known challenge that much of the big data solutions target a small group of employees rather than the larger number of employees in business areas who can apply and use the metrics to change behavior.
Justin Robbins recently published an article ICMI, “Fine Tuning Your Contact Center Through the Use of Innovative Metrics.” In the article, Robbins first sums up what many of us already know: “metrics are everywhere,” with “more data than we know what do with and the mounting desire to throw our hands up in defeat.”
I previously posted about contract center trends that we might expect to see in 2014. In the January 2014 issue of The Real-Time Contact Center Newsletter, Donna Fluss takes a slightly different approach to anticipated trends, stating them in terms of goals for the upcoming year. In the article, “Enterprise Servicing Goals for 2014,” Fluss writes that “many of the goals are similar to those in prior years, however, the priorities have changed, and there are new ‘twists’ that are being enabled by a more open, creative and flexible view of the role of contact centers.”