Contact centres
A declining economy affects how contact centres (CC) operate. Inside an organization, the competition for resources pits the labor-intensive customer care operation against other profit centres. In past recessions, contact centres have fared badly, because they’ve been seen as easy places to make cuts in headcount and to defer infrastructure spending. This time, though contact centres are just as vulnerable, they should be able to make a better case for their value, and for the value of investing in them.
You are under constant pressure to expand the sales, service and marketing activities in the contact center. You do not have spare capacity and to hire other operators is out of the question. You decided therefore to use incoming customer service requests as a business opportunity to offer new products or services to your clients?
Genesys Telecommunication Laboratories was in 2007 in its survey found that consumers want to receive offers for other products and services (cross-selling), which could benefit. 94% of consumers would like to receive friendly communication via telephone, e-mail or SMS.
At the same time your clients refer to previous correspondence in the form of a letter or e-mail? Does he tell you that yesterday he spoke with someone from CC and he wants you to disclose additional information missing or want to ask when his claim is going to be solved? Do you find it embarrassing to ask him what it was? Believe that for him too!
Most call-center managers address similar dilemmas at the present time. Way to deal with them is the optimal combination in terms organization and processes and technology. Our solution is part Cleverlance multichannel solution.
Key questions
- Is your contact center cost center or does it generate revenue?
- How to keep a positive development of revenues by the contact center with a reduced budget?
- What additional income can you generate when you use the full potential of your contact center, including all incoming client requests, for sale?
- How to maintain the performance and customer satisfaction with the same or smaller number of agents? Can you reduce the average call duration while maintaining or increasing quality? How much operators less are going to need in order to reduce the average call duration by 15%?
- How can CC help to reduce the overall cost by edirecting your customers to cheaper channels?
- How to defend the value of contact center in a transparent way to people who determine the number of its staff and budget for the next period?
Relevant references
- Česká pojišťovna – Contact center unified operator’s workspace
- Česká pojišťovna – Contact history
- Vodafone – Computer Telephony Integration
- Vodafone – Interactive voice response
- Essox, Pražské služby, Česká pošta, Tiscali – CRM implementation
Relevant products and solutions