2 Mistakes That Your Contact Center Might Be Making
May 9, 2020
The industry is changing and that means that contact centers are facing a variety of new challenges, which they may not be reacting to in the best way. Such mistakes could cost millions of dollars in cost incurred or lost revenue. Here are two common contact center mistakes to avoid so your investments aren’t underutilized.
Not quantifying the business case for new technology
2020 has been the year that technological developments such as artificial intelligence, machine learning, real time analytics, and omnichannel analysis permeate the contact center. These innovations have the potential to significantly increase efficiency and offer new business insights. At the same time, it’s critical for companies to consider how each of these technologies impacts performance. Whether looking at KPIs such as cost, customer satisfaction, or revenue, organizations must evaluate each innovation in terms of how it will contribute to the desired business outcomes. Without this consideration, technology can easily end up being underutilized regardless of how great its potential may be.
Underestimating internal resources required to deploy new technology
Companies may experience confusion about how much to rely on vendor resources versus internal teams when introducing new technology into the contact center. Many contact centers rely heavily on the vendor to provide guidance and complete the “heavy lifting” needed to deploy new solutions. While technology vendors are experts in deploying their solutions, there are certain areas that must be owned internally for the solution to be most effective. Some of these areas include:
(a) Internal change management and organization design: Companies must have a process in place to prepare the contact center to accept and operationalize the new technology. The process should include a plan to oversee changes in people, procedure and measures of success.
(b) Dedicated analysts and product experts: Businesses need to dedicate internal resources to the care and maintenance of any new systems following initial deployment to ensure long-term success.
(c) Subject matter experts: Individuals must be available to provide support to various lines of business in order to ensure that the solution is reaching its fullest potential. These experts are also able to make sure the new technology aligns with real and evolving pain points in the organization.
(d) Project managers: It’s necessary to identify the employees who will be responsible for coordinating between the technology vendor and internal stakeholders during and after the deployment process.
(e) Executive management: Without executive buy-in, it’s extremely difficult to guarantee that new technology will be successfully implemented at an enterprise-wide level. Lack of proper adoption can result in failure to see ROI over time.
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About the Author:
Shorit Ghosh is the Vice President of North America Services at Clarabridge. Shorit manages a team of consulting managers, business consultants and technical architects to help his customers improve their own customer experience, increase revenue, and reduce cost and churn.