By Michael Smitheman, Sr. Product Manager —
Anyone who has been in or around the contact center industry for while has seen of the ongoing efforts of leaders in this discipline trying to change the perception of their operations—across both internal and external audiences. Their goal is to position their operations as a strategic asset for the organization, rather than a cost center. And it can be a valid point, given that, in a lot of cases, contact center reps are the ones on the front lines of customer service.
Image courtesy of C3connect.com
We've heard it time and again—if the organization puts less emphasis on cost metrics, the contact center can be much more effective at improving the customer experience, satisfaction and retention. That means they can generate more revenue and lower the longer term costs for the organization. The oft-heard refrain is, "If we spend more time on the call solving the customer issue we can improve first call resolution and customer satisfaction or even make that sale."
No one would dispute that if we are solely driven by say, the Average Handle Time (AHT), this is probably valid, but is that really the right way to look at it? Is it really necessary to sacrifice cost for better service? I'd argue that managing cost is part and parcel of providing a better customer experience. Think about it from the customer's perspective. As a customer calling into the contact center for help, I want to get off the phone (with my issue resolved), every bit as quickly as you want me off the phone!
Ultimately, I would agree that contact centers should not think of what they do—that is, providing service—as a cost to the organization. However, rather than sidelining cost, they should look at how cost metrics like Average Handle Time and Number of Escalations really effect the customer experience. Toward that goal, they should invest in tools and programs that will allow contact center agents to handle the call in the most efficient way.
How is your contact center viewed by the organization? How is its performance measured? What kind of tools do you have to help your agents be more efficient?
Anyone who has been in or around the contact center industry for while has seen of the ongoing efforts of leaders in this discipline trying to change the perception of their operations—across both internal and external audiences. Their goal is to position their operations as a strategic asset for the organization, rather than a cost center. And it can be a valid point, given that, in a lot of cases, contact center reps are the ones on the front lines of customer service.
Image courtesy of C3connect.com
We've heard it time and again—if the organization puts less emphasis on cost metrics, the contact center can be much more effective at improving the customer experience, satisfaction and retention. That means they can generate more revenue and lower the longer term costs for the organization. The oft-heard refrain is, "If we spend more time on the call solving the customer issue we can improve first call resolution and customer satisfaction or even make that sale."
No one would dispute that if we are solely driven by say, the Average Handle Time (AHT), this is probably valid, but is that really the right way to look at it? Is it really necessary to sacrifice cost for better service? I'd argue that managing cost is part and parcel of providing a better customer experience. Think about it from the customer's perspective. As a customer calling into the contact center for help, I want to get off the phone (with my issue resolved), every bit as quickly as you want me off the phone!
Ultimately, I would agree that contact centers should not think of what they do—that is, providing service—as a cost to the organization. However, rather than sidelining cost, they should look at how cost metrics like Average Handle Time and Number of Escalations really effect the customer experience. Toward that goal, they should invest in tools and programs that will allow contact center agents to handle the call in the most efficient way.
How is your contact center viewed by the organization? How is its performance measured? What kind of tools do you have to help your agents be more efficient?
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