How will you make a change that really counts?

You already have a busy, efficient contact center, with hundreds, maybe thousands of agents handling a range of products and campaigns.

No heroes or villains – just happy customers and good business

If the traditional, hit-and-miss contact center operation relies too much on occasional sparkling performances by one or two hero agents, it is often clear who gets the blame as the villain from the marketing perspective.  From the contact center’s point of view, it’s usually the marketing director and his minions who are responsible for any problems. In this managerial melodrama, the marketing department is accused of causing all kinds of problems by letting down the agents in the front line.

If you remember a particularly exceptional service you received, I’ll bet it was because there was one person who stood out in helping you. But your satisfaction and loyalty as a customer depends on consistently good performances by a whole cast of people, most of whom never even get to see or communicate with each other.  Therefore, organizations must ensure that no interaction is left behind. 

The contact center has been working for years to change its perception from “necessary evil” to “strategic advantage.”  We’re finally seeing that long-sought shift gaining strength and picking up speed. Why?

The impact of customer service in a competitive business environment is a big impetus. But in my view, what’s really driving the change is the contact center’s ability to deliver value to other departments within the enterprise.