Employee Engagement

• Contact Center and Operations executives know that the heart of their operation is, and will always be, the people who answer the phone, service the field sites, and represent the company to its customers. One of the most critical issues affecting these people-intensive operations is turnover in the employee ranks. Losing an experienced employee—one that has satisfied customers, driven monthly sales figures, or mentored new staff—results in lowering the experience and talent base, decreases the pool for leadership and management development, and impacts the culture of the remaining operation.
  

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Service to Sales

• Transforming service functions into revenue-generating organizations is a major priority for many companies. More specifically, companies are realizing the sales effectiveness and efficiency of cross-selling and up-selling during customer service interactions. This leaves executives in traditionally service-oriented functions with the challenge of creating a high-performing and well-balanced sales and service environment in their organizations. Considerations include not only changes to organizational structures and IT systems but also extensive training and skill acquisition for staff, new management practices implementations, methods for balancing sales with service goals, and revisions to incentive and compensation programs.
  

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First Contact Resolution

• First Contact Resolution has emerged one of the most impactful approaches to increase the effectiveness of service operations. Increased FCR can not only increase overall customer experience, but also significantly reduce operational costs by reducing incoming contact volumes, increased self-service utilization and cross functional coordination. From a customer standpoint, higher FCR is proven to improve service quality and satisfaction measures which in turn impact the bottom line by boosting customer loyalty and sales.
  

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Coaching Best Practices Study

• In contact centers, front-line coaching and development practices are one of the most important drivers of customer satisfaction, revenue, and productivity. Operations throughout the corporation rely on coaching to help improve individual, team and operational performance, while aligning employee behaviors with strategic objectives.
  

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Customer Experience

• Companies continue to focus on improving customer experience with the goal of increasing customer loyalty for the lifetime value of each customer acquired. Unfortunately, successful customer experience initiatives remain elusive for all but a handful of companies. Challenges proliferate for managers just trying to understand customer experience, let alone those taking steps to measure and improve it. Performance Management addresses these challenges by providing both comprehensive views into the customer experience and a set of front line improvement tools to ensure delivery of higher quality interactions. As a result, Performance Management can be an essential component for a customer experience improvement initiative.
  

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Recognizing your Service Organizations Revenue Potential

• If someone told you that in your very own backyard there was a chest full of buried treasure, would you shrug and pass up a possible fortune? Or would you grab the nearest shovel and start digging? If you’re an operations executive who’s been told that you have the opportunity and resources to turn your operation into a revenuegenerating engine, are you going to ignore the advice and eschew change?
  
  Recently, there has been an increasing trend towards introducing sales into traditionally service-only operations. Like the homeowner with the backyard treasure chest, service-oriented operations executives are sitting on a mountain of undiscovered, unutilized treasure – valuable customer interactions.
  

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