The Time Is Right for Time and Motion
Customer
Management Il mensile per il contact center
ANNO 1 - NUMERO 1
APRILE 2012
Si parte! Il mensile per i contact center nasce per creare una comunità tra le persone che ogni giorno si confrontano con l’esigenza del momento: la soddisfazione del cliente, utente, cittadino. Letizia Olivari
Un po’ di attesa si è creata intorno al nuovo mensile per i contact center, ed ecco il primo numero. CMI Customer Management Insights nasce dalla collaborazione con il prestigioso magazine Contact Center Pipeline, leader negli Stati Uniti per tutte le tematiche legate alla gestione dei processi, dei collaboratori, della relazione con il cliente. CMI, così confidenzialmente lo chiamiamo, vuole anche essere il luogo dove
Twenty minutes and 54 seconds. That is how long I was on the phone during a recent call with an airline. That would seem reasonable if I were booking a lengthy international trip with multiple destinations. Unfortunately, I only had to move a previously booked domestic flight from one day to the next (and yes, I had my confirmation code and credit card handy). Same flight, different day. Of the many questions this interaction raised (see the sidebar on page 15 for a more thorough discussion of this call), the one sticking with me the most is, “How could this possibly take so long?” At the same time that some companies have embraced speed and efficiency as key differentiators (think one-click ordering and QR codes), many others are continually adding to processes that were already far too bloated. It is a critical issue that drives expenses up and customer satisfaction down, and as an industry, we have to address it. While we like to be forward thinking in our centers, it just may be that the answer (or at least part of it) is over a century old.
What Is It? si raccolgono le esperienze, riflessioni e studi delle aziende e organizzazioni italiane che ogni giorno si confrontano con l’esigenza più pressante di questo momento: un cliente/utente/ cittadino informato e soddisfatto. La rivista è bilingue e per gli articoli in inglese abbiamo previsto dei riassunti (p. 3)
per rendere agevole e rapida la scelta degli argomenti da approfondire. CMI è in abbonamento e ringraziamo tutte quelle persone (tante) che già dal primo annuncio ci hanno voluto seguire. Sono i lettori il tesoro di un giornale, e noi vi vogliamo informati e soddisfatti.
Driving Continuous Improvement on the Front Line Empower frontline agents to be proactive problem-solvers. A best-practice roundup. By Susan Hash
We operate in a fast-changing business environment. The processes that work well today can quickly become unwieldy and undercut your center’s performance tomorrow. Leading-edge service providers understand the need to keep getting better – and they know firsthand the power that a continuous improvement culture has on customer satisfaction, quality, employee engagement and business performance.
Traditionally, the management team has shouldered the responsibility for improvement initiatives. Changes were rolled out to the front line only after all of the discussions had taken place and decisions had been made. It’s only in recent years that more companies have begun to put formal processes in place to elicit employee input on a regular basis. Creating a culture of continuous improvement requires managers to trust their staff, and it calls for frontline employees to take a more 15
“Time and motion” refers to work pioneered by American mechanical engineer Frederick Taylor (1856-1915) and others, which evolved into a concept known as scientific management. 18
Got Insights? Ready for Action? Corporate leadership says the contact center must deliver great service and drive revenue. Customers expect to experience a personalized, effective interaction regardless of media. Center leadership wants to know what’s working and what’s not, why and how to make things better. Delivering on those expectations requires insight and action based on the mountains of data centers create. Contact centers must consolidate data from multiple sources into scorecards to allow timely crossapplication and cross-channel views of performance. They need tools that enable trend and root-cause analysis to drive efficient and effective service.
The Value of Combined Data
An analytical approach to contact center reporting requires data consolidation into a data mart. Data valuable to contact center analysis comes from several sources (see the sidebar on page 23). 22