With the ever expanding amount of contact center data, it can be frustrating to manage contact center reporting. As Brian Hinton writes in “Contact Center Reporting,” from the December issue of Contact Center Pipeline, the variety of data requests and the number of applications that house that data “drive the need to export the data into a warehouse or spreadsheets to meet business needs.” Often, this leads to multiple problems including “data distrust
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Can it be possible to make big data fun for both supervisors and front line agents? Klie argues in the affirmative in his January 2014 article in Contact Center Pipeline, “Gamification Comes to the Contact Center.” As is likely obvious to our readers, a singular intense focus on contact center metrics can lead to employee burnout and a lack of motivation; disengaged employees in a contact center can then develop into a multitude of additional challenges including reduced customer satisfaction.
In the November 2013 issue of Contact Center Pipeline, includes an article by Susan Hash titled “Using VOC to Drive Agent Performance.” The article provides a great connection between the trust I discussed in my previous two posts and the reality of today’s contact center.
When I recently came across a book titled I Love You More than My Dog, by Jeanne Bliss, I was intrigued. When I saw that the book was about customer service, I knew I had to read it. I haven’t finished reading yet, and haven’t had time to reflect on the big picture, but one passage has already made me stop and consider how companies today think about customer relationships.
Almost every contact center leader analyzes the rich data coming from their Avaya Aura system in order to improve the effectiveness of their agents, better determine trends, accurately schedule their workforce, lower costs and drive additional revenues. A good deal of the information used is based on historical data from previous intervals (ex.
The September 2013 issue of CRM Magazine, includes “Which Interaction Channels are Most Popular,” by Leonard Klie. Klie writes that multichannel options remain common for customer service, many companies share ownership for the integration among consumer affairs and marketing, often with customer care coming in third.
In the August 2013 edition of Contact Center Pipeline, Brian Hinton writes, “while IT might hold the keys to technology delivery and support, the contact center must use technology wisely to achieve business goals.” At first, this seems to be a simple enough statement; however, it is really quite loaded once you start to break it down.
In the July 2013 issue of CRM Magazine, Denis Pombriant writes “Making the Play with CRM,” an article which details the similarities between customer service and a classic American pastime. While it may seem to be a bit of a stretch, Pombriant bases his comparison on the proactive nature of both endeavors.
Everywhere you turn lately, you hear about the “customer experience,” a term that seems like it should be spoken with resonance through a loud speaker. Although, the term may be associated with bells and whistles, social media and apps, at its roots the customer experience is really about what the customer wants. Brent Leary writes in the July 2013 issue of CRM Magazine that “we always seem to get into this cycle of throwing new stuff at old problems without focusing on the fundamentals.” In his article, “Screaming for a Good Customer Experience,” he explains that a focus on the fundamentals is what is really important to customers.