Please Email Travis directly for a free copy of this report.
The Business Process Change Guidebook has been used to help improve call center ops for ESPN, Comcast, Galileo and others…my freebie to the group.
Travis
Please email Art Hall for a full copy of the report. ahall@alvarezandmarsal.com
strategy in place, it is absolutely possible to improve operations with minimum resources to deliver
maximum impact to the bottom-line.
Contact centers are not only ubiquitous, but are often a generator of customer dissatisfaction. More than
90 percent of customers’ initial impressions about a company’s brand are formed through their interaction
with a contact center. This means that companies have a nine out of 10 chance to reinforce their
perceived brand value with customers through the contact center the very first time the customer initiates
contact – so, it’s important to immediately make the
right
In captive multi-channel contact centers, all of the customer channels, including voice, email and chat,
must be seamlessly integrated with established service levels to meet customer demand. In organizations
with a captive center that is augmented by an outsource center, the customer strategy, process,
measurement and training must be appropriately aligned. For businesses that completely outsource or
offshore call center functions, continuous training, process alignment and change management is
required.
The reality is that most companies fail to recognize their contact centers as a mission critical function
within the enterprise. In part, this failure reveals that most organizations don’t have a true customer
strategy – or at least one that views customer base as a scarce asset with the power to encourage (or
discourage) prospective or existing customers from conducting business via the Internet, word of mouth,
Web 2.0 and social networking.
Even though many businesses recognize the opportunity in leveraging their contact centers to boost topline
growth, the main business objective for most contact centers is cost control. In today’s economic
environment, contact center executives and practice leaders are faced with myriad questions that require
action – is it
possible
offshore my operations to take advantage of more cost effective labor pools?
While “cost cutting” and “cost containment” are viable business strategies, they are simply not
sustainable. As long as businesses continue to make decisions about their customers from a cost
perspective, contact centers will struggle to provide high-quality service to customers, which typically
results in lost customer equity, an erosion in shareholder value, and high attrition among contact center
agents (another cost in and of itself).