Workforce Management in the Contact Center

Save this PDF as:
 WORD  PNG  TXT  JPG

Size: px
Start display at page:

Download "Workforce Management in the Contact Center"

Transcription

1 Workforce Management in the Contact Center Optimizing Agent Scheduling and Productivity to Improve Customer Experience Results June 2012 Omer Minkara

2 Workforce Management in the Contact Center: Optimizing Agent Scheduling and Productivity to Improve Customer Experience Results In a world where consumers can communicate, shop and learn based on their preferences (when, where and how), it is imperative for organizations to be available for customer interactions 24x7. The contact center, a primary and strategic tool in facilitating customer interactions, is one of the key organizational departments challenged by this reality. In addition to operating within a tight budget to meet growing consumer demands, contact center managers are also struggling with accurately forecasting demand and maintaining appropriate workforce levels to meet it. In addition, agent engagement, retention, and satisfaction are becoming extremely vital as these impact turnover, productivity, profitability and ultimately customer value. In March and April 2012, Aberdeen surveyed 166 end-user organizations on their contact center workforce management activities. Of the 166 organizations surveyed, 101 indicated that they are currently using workforce management tools and processes as a strategic part of their contact center activities. This Aberdeen Analyst Insight will identify how Best-in-Class companies among those 101 organizations manage agent hiring, training, scheduling and performance management activities. The results will demonstrate how these differentiating factors can help companies accomplish improvements in key measures, including first call resolution rate, customer satisfaction and agent utilization. Agent Productivity and Utilization Findings from this study reveal that contact centers are turning to workforce management programs for three main reasons, as shown in Figure 1. More than half of all contact centers with active workforce management initiatives indicate that improving agent utilization and productivity (see sidebar) are top of mind when investing in contact center workforce management processes and technologies. Forty-three percent (43%) of these organizations are aiming to improve their accuracy in forecasting the volume of customer interactions. This is a critical objective as accuracy in predicting the volume of contact center interactions has a positive influence on performance improvements in key measures reflecting customer responsiveness (e.g. first call resolution rate and average wait time). June 2012 Analyst Insight Aberdeen s Insights provide the analyst perspective of the research as drawn from an aggregated view of the research surveys, interviews, and data analysis Definitions For the purposes of this research, Aberdeen uses the following definitions: Contact center: An interaction hub that encapsulates customer interactions taking place through phone, live chat, , social media, etc. Agent utilization: A measure indicating the percentage of agents serving customers during their salaried/paid time. Agent productivity: A measure indicating the percentage of agent time spent with productive tasks. Productive tasks include customer interactions and time spent for coaching and training activities. This document is the result of primary research performed by Aberdeen Group. Aberdeen Group's methodologies provide for objective fact-based research and represent the best analysis available at the time of publication. Unless otherwise noted, the entire contents of this publication are copyrighted by Aberdeen Group, Inc. and may not be reproduced, distributed, archived, or transmitted in any form or by any means without prior written consent by Aberdeen Group, Inc.

3 Page 2 Figure 1: Agent Productivity and Utilization are Top Goals 70% 50% 30% 10% 65% Improve agent productivity and utilization Percent of respondents, n=166 Companies with Contact Center Workforce Management Initiatives 43% Improve forecast accuracy in predicting volume of customer interactions 32% Improve the quality of customer interactions In addition to improving agent utilization and productivity as well as creating more accurate demand forecasts, one-third of contact centers turn to workforce management as a key initiative to improve the quality of customer interactions. While the percent of companies indicating this goal is comparably lower than the other two goals highlighted above, it is equally important. By ensuring that the contact center agents provide quality (e.g. personalized, informative, accurate and timely) service to customers, companies are better positioned to create positive customer experience results. In fact, data shows that businesses focused on embedding this goal within their workforce management efforts achieve 36.2% greater (8.9% vs. 6.6%) year-over-year improvement in customer satisfaction results. Aberdeen s PACE Methodology Aberdeen applies a methodology to benchmark research that evaluates the business Pressures, Actions, Capabilities, and Enablers (PACE) that indicate corporate behavior in specific business processes: Pressures external forces that impact an organization s market position, competitiveness, or business operations. Actions the strategic approaches that an organization takes in response to industry pressures. Capabilities the business process competencies (process, organization, performance and knowledge management) required to execute corporate strategy. Enablers the key functionality of technology solutions required to support the organization s enabling business practices. Unpredictable Customer Traffic is the Top Challenge Forty-eight percent (48%) of companies with contact center workforce management programs cite unpredictable customer traffic as one of the leading challenges in managing their agent workforce (Figure 2). Considering that 43% of contact centers turn to workforce management to improve their demand forecasts, these businesses need to focus on determining the main drivers of customer traffic in order to excel in achieving this objective. This Analyst Insight highlights several factors that help contact centers accomplish this objective. Adding further complexity into this setting is increased customer demand for service 44% of contact center workforce management users cite this as a key roadblock in their pursuit to accomplish the goals demonstrated in Figure 1. This means that customers are no longer accepting a one size fits all customer engagement model; they expect product/service providers to tailor each contact center interaction based on their unique needs.

4 Page 3 Figure 2: Top Pressures Driving Workforce Management Efforts within the Contact Center 50% 48% Companies with Contact Center Workforce Management Initiatives 44% 40% 30% 24% 20% 10% Unpredictable customer traffic Increased customer demand for service Percent of respondents, n=166 High turnover of high-quality / top-tier agents Lack of visibility into customer traffic and increased expectations of personalized customer service are challenges that are primarily affected by factors outside an organization. Turnover of top quality agents with strong performance results is a challenge related to inefficiencies within a business. Inadequate internal processes used to retain and reward high-quality agents is a struggle faced by 24% of contact centers with active workforce management activities. Best-in-Class Results Aberdeen used four performance criteria to study how contact center workforce management initiatives help Best-in-Class businesses differentiate themselves from Industry Average and Laggards (Table 1). Table 1: Top Performers Earn Best-in-Class Status Definition of Maturity Class Best-in-Class: Top 20% of aggregate performance scorers Mean Class Performance 75% first call resolution rate 21.9% average year-over-year improvement in customer satisfaction; 90% showed improvement 15.7% average year-over-year improvement (decrease) in average handle time; 79% showed improvement 11.8% average year-over-year improvement in agent utilization rate; 75% showed improvement

5 Page 4 Definition of Maturity Class Industry Average: Middle 50% of aggregate performance scorers Laggard: Bottom 30% of aggregate performance scorers Mean Class Performance 62% first call resolution rate 8.4% average year-over-year improvement in customer satisfaction; 52% showed improvement 2.6% average year-over-year improvement (decrease) in average handle time; 44% showed improvement 2.1% average year-over-year improvement in agent utilization rate; 46% showed improvement 28% first call resolution rate 2.9% average year-over-year improvement in customer satisfaction; 37% showed improvement 0.4% average year-over-year improvement (increase) in average handle time; 38% showed improvement 5.0% average year-over-year decline in agent utilization rate; 34% showed improvement Why These Metrics? Aberdeen asked survey respondents to rate the value of specific measures in assessing the results of their contact center workforce management programs. The top measures identified were customer satisfaction (83% of respondents), average handle time (77% of respondents), agent utilization (76% of respondents) and first call resolution rates (75% of respondents). The joint impact of the latter three performance measures reflect an organization s ability to effectively operate a contact center - handling varying volumes of customer interactions and customer requests in a timely manner while maximizing the use of available agents. The first measure customer satisfaction indicates the overall success of a contact center in creating a positive experience for customers by ensuring timely and personalized service through knowledgeable and attentive agents. The Best-in-Class PACE Model The ability to implement contact center workforce initiatives as a strategic differentiator to achieve organizational goals and to mitigate the pressures mentioned above requires a combination of strategic actions, business processes, and enabling technologies as shown in Table 2. Defining Metrics The definition of each performance criteria in Table 1 is as follows: First call resolution rate: The percentage of customer where a customer request is properly addressed by a contact center within a single call. Customer satisfaction: Year-over-year change in satisfaction of a company's customers. There are multiple ways to measure this metric, but as this measure is reported only on a year-over-year basis, it is agnostic towards the different approaches used to measure customer satisfaction. Average handle time: Year-over-year change in the average time it takes from the beginning of an interaction to its end. This measure includes both interaction and hold time. Agent utilization rate: Year-over-year change in the percentage of agents who are actively serving customers during their salaried/paid time. Table 2: The Best-in-Class PACE Framework Pressures Actions Capabilities Enablers Unpredictable customer traffic (unexpected peaks and valleys in volume of interactions) Integrate business / contact center strategies more closely with workforce management strategies Contact center activities are managed under single oversight Ability to adjust schedules to accommodate new and unexpected staffing needs Time and attendance management Call recording Knowledge management Workforce optimization

6 Page 5 Pressures Actions Capabilities Enablers Increase the frequency of tracking and measuring agent performance Routing customers based on agent competencies and skills Proactively supply agents with learning materials or important information to make their idle time more beneficial Ability to determine how training, tenure, and rewards impact agent performance Automated agent routing elearning tools Pre-hire assessment tools Post-hire assessment tools Employee engagement surveys Vacation planning tools Best-in-Class Strategies Figure 3 shows the strategies deployed by Best-in-Class companies, in comparison to all others (Industry Average and Laggards). As shown, 50% of the Best-in-Class indicate alignment of overall contact center strategies with workforce management activities as a top strategy. This shows that the top performing contact centers are focused on bringing the multiple pieces of their contact center efforts (e.g. contact center analytics, speech analytics and quality compliance) closer to each other to ensure alignment between these initiatives. For example, a contact center with this strategy would determine how it could use its existing speech analytics deployments to analyze agent/customer conversations. By integrating the existing speech analytics activities with workforce management initiatives, these companies can identify the performance results for each agent, assess their competency skills and ensure quality compliance in a coherent fashion. In respective order, Industry Average and Laggard firms are 16% (50% vs. 42%) and 52% (50% vs. 24%) less likely than the Best-in-Class to utilize this strategy. Figure 3: Best-in-Class Contact Center Workforce Management Strategies 50% 40% 50% 35% 42% Best in Class All Others 30% 30% 30% 20% 21% 10% Integrate contact center and workforce management strategies more closely Determine KPIs to measure agent utilization and productivity Percent of respondents, n=166 Increase the frequency of tracking and measuring agent performance

7 Page 6 While top performers are focused on the big picture for aligning their contact center and workforce management strategies, Industry Average and Laggard companies have a narrower focus. These companies are 40% more likely (42% vs. 30%) than the Best-in-Class to spend their time determining the most relevant ways to assess agent productivity and utilization. The ability to identify performance results as they relate to agent utilization and productivity is a key activity, yet it s only one piece of the puzzle. What differentiates Best-in-Class from all other companies is their ability to put together the pieces of the puzzle based on their core objectives. To this point, as illustrated in Figure 3, top performing contact centers are 43% more likely to regularly assess the performance of their agents in meeting their individual objectives that are tied to higher-level contact center related goals. Case Study A leading insurance services provider based in the US serves its customers with approximately 300 agents within its contact centers. The company has long been using workforce management initiatives as an informal part of its contact center programs. Two years ago, as a result of the increasing volatility in customer traffic and difficulty in forecasting this demand, the company deployed a formal workforce management initiative in order to improve its ability to forecast customer traffic through multiple channels. The implementation of a formal contact center workforce management initiative is a reflection that as an organization we are aiming to be more proactive and planned in managing customer traffic, rather than being reactive, says the VP/Center of Excellence for Contact Center in the company. One of the reasons why the established workforce management processes were falling short of meeting volatile customer traffic was due to a lack of consistency in contact center data. Inconsistencies in information provided to supervisors and executives across different contact centers resulted in challenges aligning broader contact center activities, including workforce management. The company addressed this challenge by appointing the now VP/Center of Excellence to a newly established role responsible for overseeing the alignment between numerous activities across the company contact centers. The next step in the journey to deploying a formal contact center workforce management program was focused on improving the accuracy of customer traffic forecasts. The company built a strategic partnership between the Contact Center and IT functions in order to gather historical information on customer traffic, and compile this information to ensure consistency of data for forecasting purposes. The VP/Center of Excellence for Contact Center says, The collaboration between the Contact Center and IT teams was a critical part of our initial steps in implementing contact center workforce management within our company.

8 Page 7 Case Study Once the company compiled historical customer traffic data and ensured its consistency, it was able to feed its workforce optimization technology tool with more accurate insights needed to develop agent demand forecasts. The impact of using consistent historical data across all our contact centers has been dramatic; we have observed immense improvement in our agent demand forecast accuracy as a result of this activity, says the VP/Center of Excellence for Contact Center. In addition to developing an agile forecasting and agent scheduling mechanism, the company also started determining the common skills across its top-tier agents in order to identify the right skills required to succeed. This information is used as the core component of agent hiring, assessment, training and performance management activities. The company explains, We re committed to long-term success of our agents, as such we are responsible for ensuring that our agents are provided with the right skills and knowledge required to succeed as individuals. Contact center workforce management initiatives have yielded dramatic performance improvements for the organization. Over the past two years, it has successfully improved its first call resolution rate to 92% - outperforming the Best-in-Class performance. It also observed substantial improvement in agent utilization results, reducing agent idle time across the business. In addition to achieving improvements across several key performance measures, our contact center workforce management initiative also helped us boost agent satisfaction and helped us increase agent retention results, concludes the VP/Center of Excellence for Contact Center. Key Capabilities As illustrated in Table 3, Aberdeen has identified nine key business processes and six technology enablers required to successfully implement the contact center workforce management strategies highlighted in Figure 3, and achieve Best-in-Class results. Table 3: The Competitive Framework Process Best-in-Class Average Laggards Ability to adjust schedules to accommodate new and unexpected staffing needs 85% 70% 52% Routing customers based on agent competency skills 80% 70% 43% Ability to predict staffing requirements across multiple sites

9 Page 8 Organization Knowledge Enabling Technologies Performance Best-in-Class Average Laggards 75% 57% 37% Contact center activities are managed under single oversight 90% 62% 52% Automatically schedule agents to meet forecasted activity levels 75% 55% 36% Proactively supply agents with learning materials or important information to make their idle time more beneficial 75% 44% 32% 85% Time and attendance management 80% Call recording 80% Knowledge management 80% Workforce optimization 75% Automated agent routing 75% elearning tools 68% Time and attendance management 69% Call recording 65% Knowledge management 67% Workforce optimization 60% Automated agent routing 63% elearning tools 48% Time and attendance management 54% Call recording 44% Knowledge management 37% Workforce optimization 42% Automated agent routing 46% elearning tools Ability to determine how training, tenure, and rewards impact agent performance 68% 43% 30% Defined personalized incentive plans for agents 63% 53% 33% Calculate the financial impact of an agent supply deficit to determine additional incentives in order to meet the demand 58% 29% 14% Capabilities and Enablers Based on the findings of the Competitive Framework and interviews with organizations with contact center workforce management initiatives, Aberdeen s analysis of the Best-in-Class demonstrates that these top performers are dedicated to using a certain set of business processes and technologies (Table 3), which help them optimize agent utilization and productivity while creating satisfied customers. Process Seventy-five percent (75%) of Best-in-Class companies have an established process to predict staffing requirements across multiple contact center sites. This means that these top performing companies are focusing on optimizing the agent demand and supply equilibrium by scheduling agents Fast Fact Best-in-Class companies are 2.3-times more likely to use technical skills as an agent hiring criteria, compared to Industry Average and Laggard companies. In contrast, Industry Average and Laggard firms are 35% more likely to use customer empathy as hiring criteria, compared to the Bestin-Class.

10 Page 9 across multiple sites based on customer traffic volume forecasts. Only 57% of Industry Average and 37% of Laggard businesses have this capability as a part of their contact center workforce management initiatives. One of the challenges in scheduling agents based on demand forecasts is sudden changes in customer traffic. There are myriad factors influencing customers to engage with companies, while the use of predictive modeling and external information (e.g. news and industry reports) help companies with their demand forecasts, it is a daunting task to determine and collect data on every variable that might impact customer traffic. Addressing this challenge requires companies to be agile in their staffing practices. Indeed, data shows that top performing companies are 63% more likely (85% vs. 52%) than Laggards to be able to adjust agent schedules based on unanticipated changes. Figure 4 demonstrates how building such agility into contact center workforce management activities helps companies improve their year-over-year performance results. Figure 4: Agile Agent Scheduling Results in Better Performance Year-over-year percent change, n=166 12% 10% 8% 6% 4% 2% 0% -2% Companies with the ability to adjust agent schedules based on unanticipated changes in customer traffic All Others 11.9% 11.5% 5.3% Customer satisfaction 2.3% Number of quality SLA s met 5.6% 1.6% Average improvement in time to problem resolution Contact centers have a tremendous impact on influencing customer perceptions. Successfully managing these perceptions through effective customer interactions helps us drive repeat customers to our business. In addition to improved customer loyalty, managing our contact center workforce with an eye on customer experience results has helped us improve our industry rating and improved our cost structure through better processes and improved customer delight. ~ VP of Contact Center at Large Global Financial Services Firm In addition to ensuring availability of an adequate number of agents to handle customer interactions, top performers are also focused on connecting the right customer with the right agent. This means that each contact center interaction is routed by matching the nature of customer inquiry with agent competency skills. For example, if a customer calls a telecommunications services provider regarding a problem with their mobile device, they would be asked to provide details on their device and/or mobile operating system, and the contact center would route the customer to an agent with relevant knowledge regarding the specific mobile

11 Page 10 device or operating system. Top performers are 86% more likely (80% vs. 43%) than Laggards to use this process. Organization As noted above, one of the ways Best-in-Class companies differentiate their contact center workforce management activities is through better predicting customer traffic and building agile mechanims that handle sudden changes in agent demand. The back-end of such an agile system requires contact centers to build an organizational infrastructure that allows automating the agent scheduling process based on customer traffic. This creates a more agile organizational infrastructure that can automatically determine and schedule the number of agents needed across each site on a regular basis. Seventy-five percent (75%) of Best-in-Class companies deploy this capability as a part of their contact center workforce management activities, compared to 55% of Industry Average and 36% of Laggards. Data shows that agents in contact centers with this capability spend 29% of their salaried/paid time on non-productive tasks (time spent away from customer interactions and/or coaching and training), compared to 55% of agent time not utilized by contact centers without this capability. Considering the average hourly agent pay of approximately $13 across all the survey participants with contact center workforce management initiatives, this costs businesses without this capability $12,870 per agent that could have been avoided through better agent scheduling activities. In comparison, companies automatically scheduling agents based on customer traffic incur $6,084 less in unnecessary operational costs each year (Table 4). Assuming a contact center with 300 agents scheduled at any point in time, these cost savings equal $1.8 million each year. Table 4: Automated Agent Scheduling Reduces Unnecessary Operational Costs Companies automating agent scheduling based on customer traffic All Others Deploying a formal contact center workforce management initiative helped us with large savings through reduced unnecessary operation expenses. This is primarily accomplished through rightsized staffing based on customer traffic volume forecasts as well as seasonality resource forecasting for SLAs, optimized schedules, and realtime load-balancing and traffic monitoring. ~ Contact Center Manager at Large Insurance Services Firm based in the U.S. Average annual pay for agent time spent idle $12,870 $6,786 Balancing the agent demand/supply equilibrium is a key operational task that helps the Best-in-Class make better use of their agents while reducing unnecessary operational expenses. Synchronizing these operational activities with overall contact center objectives is another key ingredient deployed 73% more widely (90% vs. 52%) by the Best-in-Class, compared to Laggard businesses. This is accomplished by managing contact center activities under a single oversight. This doesn t necessarily mean having a single person managing all the contact center activities; it means a dedicated role/team responsible for developing a strategic plan to manage contact

12 Page 11 center initiatives. This process also has close correlation with the top strategy used by top performing companies; integrating overall contact center and workforce management activities. Knowledge Management Despite their skill-set in maximizing agent utilization, even the Best-in-Class organizations are struggling with agent time spent not engaging with customers. Top performers turn this challenge into an opportunity by using this time to supply the contact center agents with learning materials and important information to support continuous learning. These materials and information can vary based on agent profile, providing training on a broad array of areas, including technical training and quality compliance. Seventy-five percent (75%) of Best-in-Class companies currently use this capability as a key part of their contact center workforce management activities, compared to 44% of Industry Average and 32% of Laggard businesses. Data also indicates that companies with this capability achieve 5.1% improvement (decrease) in time spent by supervisors in assisting contact center agents, compared to 0.2% worsening (increase) by companies not using this process. This shows that building a continuous learning environment within the contact center helps companies reduce the need and time spent for managerial and coaching activities. These time savings can help contact centers focus more on other value-add activities. Home-Based Agents Findings from this study reveal that 7% of the inhouse contact center workforce across all companies are employed as home-based agents. Best-in-Class companies expect a 10.2% increase in the number of their homebased agents during 2012, compared to the Industry Average projecting a 3.2% increase and Laggards a 14.4% decrease. Technology When it comes to leveraging technology tools to support contact center workforce management activities, Best-in-Class companies utilize a variety of enablers: Time and attendance solutions. Technology tools used to record the times agents log-in and log-off. It also keeps track of agent time spent engaging with customers, coaching and training as well as time-off or overtime. Eight-five percent (85%) of the Best-in- Class currently use this technology, compared to 48% of Laggards. Call recording. This technology helps companies record voice conversations taking place through the phone or an Interactive Voice Response (IVR) system. For the purposes of workforce management, it s mostly used to record conversations between customers and agents for quality assurance, agent training and performance monitoring. Best-in-Class companies are 54% more likely than Laggards to utilize this technology. Knowledge management. Contact centers use knowledge management systems to identify, store and share best practices that help their agents do their jobs better. This technology allows companies to share these best practices with other agents in order to empower them with the right knowledge to help them perform better. Companies using this technology achieve 22% greater first

13 Page 12 call resolution rates (60% vs. 49%), compared to those without this technology. Contact center workforce optimization. This technology typically enables companies with a wide array of capabilities, including call routing, call recording, quality assurance and speech analytics. While some businesses use these features through standalone technology tools, workforce optimization allows companies to have the ability to coordinate these activities within a single platform. Eighty-percent (80%) of Best-in-Class companies are using this technology as an integral part of their contact center activities, compared to 67% of Industry Average and 37% of Laggard businesses. Figure 5 shows the performance results accomplished by companies using workforce optimization. Figure 5: Workforce Optimization Tools Deliver Business Value Year-over-year percent change, n=166 13% 11% 9% 7% 5% 3% 1% -1% 12.3% 5.2% Customer satisfaction 6.1% 5.9% -0.2% Agent retention rate Users of workforce optimization Nonusers 1.5% First call resolution rate 5.0% 2.0% Average improvement in handle time Automated agent routing. This technology is highly correlated with the process capability noted above routing customers based on agent competency skills. It allows companies to automatically route each customer to a relevant agent with the right skills needed to serve the customer. Data shows that Best-in-Class companies are able to determine the skills of existing agents through use of post-hire assessment tools. They are more than twice as likely (50% vs. 22%) as Laggards to use these tools to frequently monitor the competencies of each agent. Research validates the close correlation between skill-based routing and this technology; companies routing customers based on agent competency skills are far more likely (76% vs. 30%) to use automated agent routing, compared to those that don t. E-learning tools. These tools allow companies to support contact center agents with continuous learning opportunities through online Payback Period For the purposes of this study, payback period is defined as the average amount of time it takes a company to recover the total cost of its investment(s) through incremental revenue gains and/or cost savings resulting from a technology implementation. The average payback period for Best-in-Class workforce optimization technology implementations is 33% better (4.4 months vs. 6.6 months) than Laggard companies. It is critical to use automation tools in order to streamline key contact center activities, including forecasting and scheduling. ~ Manager of Contact Center Operations at Mid-size Global Transportation Services Firm

14 Page 13 portals. Supervisors can post training content on these portals, and agents can access this content on-demand, as needed. Top performing contact centers are 63% more likely (75% vs. 46%) than Laggards to empower their agents with this technology. Performance Management In addition to being 63% more likely (85% vs. 52%) to adjust agent schedules based on unanticipated changes in customer traffic, Best-in-Class companies are also calculating the financial impact of this process. Fifty-eight percent (58%) of these top performers measure the potential impact of an agent supply deficit on contact center activity results in order to determine additional incentives for agents and meet customer demand for service. Measuring the average cost of an unhandled customer interaction or one that had an above average hold time, would allow companies to determine the potential loss associated with an agent supply deficit. By measuring the impact of these potential consequences, companies are able to identify how much they can pay/incentivize each agent in order to meet sudden changes in agent demand. Creating agent incentive plans is not solely aimed to reduce the agent supply deficit. It also helps companies align agent activities with contact center goals. As one of the top workforce management strategies is integration with overall contact center goals, this process allows companies to incentivize each agent based on how they contribute towards these overall objectives. By defining the key goals that will guide contact center interactions, companies can help supervisors measure agent performance in comparison to achievement of these overall objectives. Findings reveal that contact centers tailoring incentive plans for agents in alignment with their overall objectives achieve far greater year-over-year performance improvements, compared to those without personalized incentive plans. Figure 6: Incentivize Agents with the Right Goals Year-over-year percent change, n=166 14% 12% 10% 8% 6% 4% 2% 0% 12.9% 5.5% Customer satisfaction Companies with defined personalized incentive plans for agents All Others 10.7% 2.7% Number of quality SLA s met 6.3% Improvement in agent overtime costs 3.4% 0.4% 0.8% Average revenue per call

15 Page 14 One of the best ways of monitoring agent performance in correlation with incentive plans is to determine how key factors such as training, tenure and rewards impact agent performance. Best-in-Class companies are twice as likely (68% vs. 30%) than Laggard companies to deploy this capability. Doing so enables contact centers in these top performing firms to identify characteristics of high-quality/top-tier agents. Once these competency skills are determined, they can be used across a wide-array of talent management activities, including agent hiring, assessments, training and performance management. Data shows that companies with this process are able to improve (decrease) the average cost per customer contact by 3.1% year-over-year, compared to 0.1% improvement by companies without this process. In addition to gaining cost efficiencies, these businesses also accomplished far greater (3.4% vs. 0.8%) year-over-year results in average revenue per customer contact, validating that this process helps companies reduce the cost of customer contacts while improving the revenue associated with these interactions. Key Takeaways Whether a company is trying to improve its performance in contact center workforce optimization from Laggard to Industry Average, Industry Average to Best-in-Class or maintain Best-in-Class results, the following actions will help spur the necessary performance improvements: Laggard Steps to Success: Adopt a multi-channel approach when forecasting customer traffic/agent demand. More than one-third of Laggard organizations are using at least three unique channels (e.g. voice and ) to engage customers through the contact center. Yet, only 46% of these companies are able to interpret how customer traffic taking place through multiple channels impacts agent demand. In comparison, 76% of Industry Average contact centers are able to develop agent demand forecasts by combining historical and recent multi-channel customer traffic data. Laggard companies should adopt this capability and follow the foot-steps of their Industry Average peers in order to improve their performance results in key measures such as agent utilization. Connect the right customer with the right agent. Data shows that companies using an automated system to route each customer request based on agent competency skills achieve more than twice greater year-over-year performance (4.8% vs. 2.1%) in average time to problem resolution, compared to those without this system. Currently only 43% of Laggard companies are able to create the right match between customers and contact center agents. Laggard firms should start implementing this process by defining the competency skills of their agents and deploying a process to determine the common characteristic of customer requests in correlation with these competency skills. This would Demographics Of the 166 responding organizations, demographics include the following: Job title: Senior Management (18%); EVP / SVP / VP (9%); Director (18%); Manager (39%); Other (16%) Department / function: Contact Center (33%); IT (11%); Customer Service (11%); Sales (10%); Operations (9%); Human Resources (5%); Other (21%) Segment: Financial services (15%); Telecommunications equipment & services (13%); Government/public sector (9%); Software (8%); Insurance (7%); IT consulting/services (6%); Business process outsourcing (5%); Utilities (5%); Other (32%) Geography: Americas (52%); APAC region (9%) and EMEA (39%) Company size: Large enterprises (annual revenues above US $1 billion)- 27%; midsize enterprises (annual revenues between $50 million and $1 billion)- 42%; and small businesses (annual revenues of $50 million or less)- 31% Number of seats: Below 50 seats 47%; 51 to 250 seats -31%; 251 to 500 seats 11%; Over 500 seats 13%

16 Page 15 allow them to create the infrastructure needed to create the right customer/agent connections. Industry Average Steps to Success: Use customer feedback data to assess agent performance and competencies. Traditional operational metrics such as first call resolution rates and average handle times are valuable measures used by more than 90% of contact centers today. While the insights gleaned through these measures provide a reflection of the effectiveness of each agent in meeting operational KPIs, equally important is use of customer feedback. Twenty-two percent (22%) of Industry Average contact centers use tools such as post-call surveys and/or text analytics to assess the performance and skills of their agents. This compares to 60% of Best-in-Class contact centers using the Voice of the Customer (VoC) as a key part of their contact center workforce management practices. Industry Average firms should incorporate this process within their contact center initiatives in order to better the relationship between customer sentiment and agent performance, and ultimately improve their performance to Best-in-Class status. Make agent idle time more beneficial. Top performing contact centers have special emphasis on supporting their agents with the relevant information and skills to help them achieve their objectives. One of the main ingredients of this process is proactively supplying agents with learning materials and/or important information designed to help agents turn idle time into effective time. Data shows that agents supported by such proactive learning material experience 14.9% year-over-year improvement in the number of quality Service Level Agreements (SLAs) met, compared to 2.1% by companies without this capability this affirms the importance of such continuous learning systems in helping companies ensure better and more frequent compliance with SLAs. Only 44% of the Industry Average firms are currently focused on making better use of agent idle time, compared to 75% of the Best-in-Class. Thus, the next step for Industry Average firms should be focusing on providing a continuous learning environment to agents this would help these companies improve their performance results to the next phase: Best-in-Class. Best-in-Class Steps to Success: Build a pipeline of quality potential recruits. The risk of losing overqualified and high-quality agents during periods of economic recovery or expansion is significant for all contact centers, even the Best-in-Class. Ensuring a balance in agent supply and demand requires these contact centers to develop contingency plans by continuously monitoring the marketplace for potential hires in order to build a pipeline of quality potential recruits. Deploying this

17 Page 16 process is a necessary business continuity activity that will allow Best-in-Class contact centers to maintain high performance in metrics such as average handle time, customer satisfaction and first call resolution rates. Benchmark workforce management results against external data. Best-in-Class contact centers have a keen focus on managing agent performance results in alignment with their overall contact center objectives. Despite having well-established processes to track and measure agent performance results, data shows that 63% of these top performing contact centers are not benchmarking these results through external data. Doing so would help these firms understand how their contact center workforce management activities compare against competitors as well as industry standards. As a result, they would reduce the risk of using outdated internal performance benchmarks and rather deploy a progressive model that ensures updating of performance assessments based on market trends. For more information on this or other research topics, please visit Customer Feedback Management: Leveraging the Voice of the Customer to Amplify Business Results; April 2012 The ROI of Best-in-Class CEM Programs; March 2012 Social Collaboration Powers Top-Notch Customer Engagement Programs; February 2012 Customer Experience Management: Using the Power of Analytics to Optimize Customer Delight; January 2012 Related Research Customer Relevancy Drives Precision Marketing in the Mobile Channel; January 2012 Contact Center Analytics: Better Interactions, Happier Customers; October 2011 Leveraging the 360 Degree Customer View to Maximize Up-Sell and Cross-Sell Potential; September 2011 The Business Value of a Cloud-Based Contact Center; June 2011 Author: Omer Minkara, Senior Research Associate, Customer Management Technology Group, LinkedIn, Twitter For more than two decades, Aberdeen's research has been helping corporations worldwide become Best-in-Class. Having benchmarked the performance of more than 644,000 companies, Aberdeen is uniquely positioned to provide organizations with the facts that matter the facts that enable companies to get ahead and drive results. That's why our research is relied on by more than 2.5 million readers in over 40 countries, 90% of the Fortune 1,000, and 93% of the Technology 500. As a Harte-Hanks Company, Aberdeen s research provides insight and analysis to the Harte-Hanks community of local, regional, national and international marketing executives. Combined, we help our customers leverage the power of insight to deliver innovative multichannel marketing programs that drive business-changing results. For additional information, visit Aberdeen or call (617) , or to learn more about Harte-Hanks, call (800) or go to This document is the result of primary research performed by Aberdeen Group. Aberdeen Group's methodologies provide for objective fact-based research and represent the best analysis available at the time of publication. Unless otherwise noted, the entire contents of this publication are copyrighted by Aberdeen Group, Inc. and may not be reproduced, distributed, archived, or transmitted in any form or by any means without prior written consent by Aberdeen Group, Inc. (2012a)

Avaya Users Deploy Best-in-Class Practices to Improve Contact Center Performance

Avaya Users Deploy Best-in-Class Practices to Improve Contact Center Performance Avaya Users Deploy Best-in-Class Practices to Improve Contact Center Between March and July of 2012, Aberdeen surveyed 478 customer care executives regarding their contact center activities. Findings from

More information

Employee Engagement Drives Client Satisfaction and Employee Success in Professional Services

Employee Engagement Drives Client Satisfaction and Employee Success in Professional Services Employee Engagement Drives Client Satisfaction and Employee Success in In professional services, business success is achieved through employee success. Organizations that prioritize top talent gain competitive

More information

Project Management in Software Development

Project Management in Software Development Project Management in Software Development Taking the Complexity Out of June 2012 Nick Castellina, Nuris Ismail Project Management in Software Development: Taking the Complexity Out of In a survey conducted

More information

EMPLOYEE ENGAGEMENT: PAVING THE WAY TO HAPPY CUSTOMERS

EMPLOYEE ENGAGEMENT: PAVING THE WAY TO HAPPY CUSTOMERS EMPLOYEE ENGAGEMENT: PAVING THE WAY TO HAPPY CUSTOMERS September, 2015 Omer Minkara, Research Director, Contact Center & Customer Experience Management Michael M. Moon, Research Director, Human Capital

More information

Onboarding 2013. A New Look at New Hires. April 2013 Madeline Laurano

Onboarding 2013. A New Look at New Hires. April 2013 Madeline Laurano Onboarding 2013 A New Look at New Hires April 2013 Madeline Laurano Page 2 Executive Summary The first impression an organization makes is often the most critical not only with customers and key stakeholders

More information

Human Capital Management Trends 2013

Human Capital Management Trends 2013 Human Capital Management Trends 2013 It s a Brave New World January 2013 Mollie Lombardi and Madeline Laurano Page 2 Executive Summary Human capital management is a key business initiative. Without insight

More information

CUSTOMER-CENTRIC ERP: INTEGRATED SYSTEMS FOR CUSTOMER SATISFACTION

CUSTOMER-CENTRIC ERP: INTEGRATED SYSTEMS FOR CUSTOMER SATISFACTION CUSTOMER-CENTRIC ERP: INTEGRATED SYSTEMS FOR CUSTOMER SATISFACTION December, 2014 Nick Castellina, Research Director, Business Planning & Execution Omer Minkara, Research Director, Contact Center & Customer

More information

Smart Machines Lead to Smarter Service: Remote Intelligence Signals Profitable Resolution

Smart Machines Lead to Smarter Service: Remote Intelligence Signals Profitable Resolution Smart Machines Lead to Smarter Service: Remote Intelligence Signals Profitable Resolution The emergence of machine-to-machine (M2M) enabled equipment is driving a large growth of Field Service-based data

More information

Workforce Management: Controlling Costs, Delivering Results

Workforce Management: Controlling Costs, Delivering Results Workforce Management: Controlling Costs, Delivering Results Organizations today must balance the need to run an efficient and costeffective operation while remaining agile and flexible to meet both customer

More information

Recruitment Processing Outsourcing (RPO) 2013: Transforming Your Talent Acquisition Strategy

Recruitment Processing Outsourcing (RPO) 2013: Transforming Your Talent Acquisition Strategy Recruitment Processing Outsourcing (RPO) 2013: Transforming Your Talent Acquisition Strategy Recruitment Process Outsourcing (RPO) has undergone a seismic shift over the past few years. Long viewed as

More information

Benchmarking VoIP Performance Management

Benchmarking VoIP Performance Management Benchmarking VoIP Performance Management March 2008 Page 2 Executive Summary Aberdeen surveyed 159 organizations to identify best practices for managing Voice over Internet Protocol (VoIP). This report

More information

Fixing First-Time Fix: Repairing Field Service Efficiency to Enhance Customer Returns

Fixing First-Time Fix: Repairing Field Service Efficiency to Enhance Customer Returns Fixing First-Time Fix: Repairing Field Service Efficiency to Enhance Customer First-time fix is one of the most vital metrics in gauging field service performance. While workforce utilization, productivity,

More information

Financial Planning, Budgeting, and Forecasting

Financial Planning, Budgeting, and Forecasting Financial Planning, Budgeting, and Forecasting Removing the Hurdles March 2013 Nick Castellina Financial Planning, Budgeting, and Forecasting: Removing the Hurdles Financial planning is the process by

More information

Social Selling: Leveraging the Power of User- Generated Content to Optimize Sales Results

Social Selling: Leveraging the Power of User- Generated Content to Optimize Sales Results Social Selling: Leveraging the Power of User- Generated Content to Optimize The use of Social Media has become virtually universal, both for personal use as well as for a fast-growing set of business-to-consumer

More information

Sourcing Gets Smart. Revamping Strategies, Rethinking Technology. April 2012 Madeline Laurano

Sourcing Gets Smart. Revamping Strategies, Rethinking Technology. April 2012 Madeline Laurano Sourcing Gets Smart Revamping Strategies, Rethinking Technology April 2012 Madeline Laurano Sourcing Gets Smart: Revamping Strategies, Rethinking Technology Sourcing is the foundation of any successful

More information

First Class Mobile Application Performance Management

First Class Mobile Application Performance Management First Class Mobile Application Performance Management August 2012 Jim Rapoza ~ Underwritten, in Part, by ~ First Class Mobile Application Performance Management The rise of mobile applications and the

More information

A Guide for Implementing Best-in-Class Time and Attendance Strategies

A Guide for Implementing Best-in-Class Time and Attendance Strategies A Guide for Implementing Best-in-Class Time and Attendance Strategies In July and August, Aberdeen Group surveyed more than 300 organizations in order to determine Best-in-Class practices in managing core

More information

Executive Summary. Best-in-Class Performance. Competitive Maturity Assessment. Required Actions

Executive Summary. Best-in-Class Performance. Competitive Maturity Assessment. Required Actions Page 2 Executive Summary Talent acquisition has evolved from a tactical, back-office process to a strategic endeavor that directly impacts organizational growth. Organizations struggling to identify and

More information

Customer Experience Management

Customer Experience Management Customer Experience Management Using the Power of Analytics to Optimize January 2012 Omer Minkara ~ Underwritten, in Part, by ~ Page 2 Executive Summary Faced with economic turmoil and increasing competition,

More information

Your 2013 Guide to Travel and Expense Management. March 2013 Christopher J. Dwyer

Your 2013 Guide to Travel and Expense Management. March 2013 Christopher J. Dwyer Your 2013 Guide to Travel and Expense Management March 2013 Christopher J. Dwyer Your 2013 Guide to Travel and Expense Management The average organization relies on business travel to achieve business

More information

Automotive Engineering Change: The Key to Cost Reduction for Competitive Advantage

Automotive Engineering Change: The Key to Cost Reduction for Competitive Advantage Engineering Change: The Key to Cost Reduction for Competitive The automotive industry has seen significant change over the last couple of decades, but looking to the future, there will be even more significant

More information

The Travel and Expense Management Guide for 2014

The Travel and Expense Management Guide for 2014 The Travel and Expense Management Guide for 2014 Trends for the Future March 2014 Louis Berard The Travel and Expense Management Guide for 2014: Trends for the Future In December 2013 and January 2014,

More information

Boosting Enterprise Application Performance in Distributed Environments

Boosting Enterprise Application Performance in Distributed Environments Boosting Enterprise Application Performance in Distributed Environments April 2012 Jim Rapoza ~ Underwritten, in Part, by ~ Boosting Enterprise Application Performance in Distributed Environments Modern

More information

SaaS and Cloud ERP Trends, Observations, and Performance 2011

SaaS and Cloud ERP Trends, Observations, and Performance 2011 December, 2011 SaaS and Cloud ERP Trends, Observations, and Performance 2011 Over the past five years, Aberdeen has been measuring the willingness of organizations to consider Software as a Service (SaaS)

More information

ERP in Wholesale and Distribution

ERP in Wholesale and Distribution ERP in Wholesale and Distribution Extending the Enterprise to Extend Profits October 2012 Nick Castellina ERP in Wholesale and Distribution: Extending the Enterprise to Extend Profits Enterprise Resource

More information

SUSTAINING COMPETITIVE DIFFERENTIATION

SUSTAINING COMPETITIVE DIFFERENTIATION SUSTAINING COMPETITIVE DIFFERENTIATION Maintaining a competitive edge in customer experience requires proactive vigilance and the ability to take quick, effective, and unified action E M C P e r s pec

More information

Understanding the Real Impact of Social Media Monitoring on the Value Chain

Understanding the Real Impact of Social Media Monitoring on the Value Chain March 2013 Understanding the Real Impact of Social Media Monitoring on the Value Chain More and more companies have turned to social media monitoring or social listening tools to find the critical insights

More information

A Strategic Approach to Customer Engagement Optimization. A Verint Systems White Paper

A Strategic Approach to Customer Engagement Optimization. A Verint Systems White Paper A Strategic Approach to Customer Engagement Optimization A Verint Systems White Paper Table of Contents Introduction... 1 What is customer engagement?... 2 Why is customer engagement critical for business

More information

[ know me ] A Strategic Approach to Customer Engagement Optimization

[ know me ] A Strategic Approach to Customer Engagement Optimization [ know me ] A Strategic Approach to Customer Engagement Optimization A Verint and KANA White Paper Table of contents Introduction... 1 What is customer engagement?... 2 Why is customer engagement critical

More information

Lead Prioritization and Scoring

Lead Prioritization and Scoring Lead Prioritization and Scoring The Path to Higher Conversion May 2008 Page 2 Executive Summary This report identifies best practices in lead scoring and prioritization by analyzing the processes, capabilities,

More information

Customer Analytics. Segmentation Beyond Demographics. August 2008 Ian Michiels

Customer Analytics. Segmentation Beyond Demographics. August 2008 Ian Michiels Customer Analytics Segmentation Beyond Demographics August 2008 Ian Michiels Page 2 Executive Summary This report isolates best practices in customer analytics and customer segmentation. The report articulates

More information

Asset Management: Using Analytics to Drive Predictive Maintenance

Asset Management: Using Analytics to Drive Predictive Maintenance Asset Management: Using Analytics to Drive Predictive Maintenance As seen in Aberdeen's December 2012 report, Asset Management: Building the Business Case for the Executive, lingering uncertainty around

More information

Maintenance, Repair, and Operations (MRO) in Asset Intensive Industries. February 2013 Nuris Ismail, Reid Paquin

Maintenance, Repair, and Operations (MRO) in Asset Intensive Industries. February 2013 Nuris Ismail, Reid Paquin Maintenance, Repair, and Operations (MRO) in Asset Intensive Industries February 2013 Nuris Ismail, Reid Paquin Maintenance, Repair, and Operations (MRO) in Asset Intensive Industries The impact Maintenance,

More information

ERP Selection. Finding the Right Fit. October 2012 Nick Castellina, Peter Krensky

ERP Selection. Finding the Right Fit. October 2012 Nick Castellina, Peter Krensky ERP Selection Finding the Right Fit October 2012 Nick Castellina, Peter Krensky Finding a needle in a haystack is hard, but the task pales in comparison to finding a specific needle in a pile of needles.

More information

Seven ways to boost customer loyalty and profitability through an empowered contact center

Seven ways to boost customer loyalty and profitability through an empowered contact center Seven ways to boost customer loyalty and profitability through an empowered contact center Is your bank using today s communications technology to its full potential? The financial services industry as

More information

Best-in-Class Strategies for Selecting an ERP Solution in 2013. July 2013 Nick Castellina, Peter Krensky

Best-in-Class Strategies for Selecting an ERP Solution in 2013. July 2013 Nick Castellina, Peter Krensky Best-in-Class Strategies for Selecting an ERP Solution in 2013 July 2013 Nick Castellina, Peter Krensky Best-in-Class Strategies for Selecting an ERP Solution in 2013 Finding a needle in a haystack is

More information

Field Service 2013. Workforce Management Guide. February 2013 Sumair Dutta

Field Service 2013. Workforce Management Guide. February 2013 Sumair Dutta Field Service 2013 Workforce Management Guide February 2013 Sumair Dutta Page 2 Executive Summary Field service excellence is determined not only by the effectiveness and efficiency of the service visit,

More information

Onboarding Benchmark Report. Technology Drivers Help Improve the New Hire Experience

Onboarding Benchmark Report. Technology Drivers Help Improve the New Hire Experience Onboarding Benchmark Report Technology Drivers Help Improve the New Hire Experience August 2006 Executive Summary Key Business Value Findings First impressions last. Future-looking companies recognize

More information

Leverage Cloud-Based Contact Center Technologies To Provide Differentiated Customer Experiences

Leverage Cloud-Based Contact Center Technologies To Provide Differentiated Customer Experiences A Custom Technology Adoption Profile Commissioned By Genesys Telecommunications Laboratories Leverage Cloud-Based Contact Center Technologies To Provide Differentiated Customer Experiences March 2013 Introduction

More information

Differentiate your business with a cloud contact center

Differentiate your business with a cloud contact center Differentiate your business with a cloud contact center A guide to selecting a partner that will enhance the customer experience An Ovum White Paper Sponsored by Cisco Systems, Inc. Publication Date: September

More information

ENSURING TIMELY AND ACCURATE FINANCIAL PLANS, BUDGETS, AND FORECASTS THROUGH AUTOMATION

ENSURING TIMELY AND ACCURATE FINANCIAL PLANS, BUDGETS, AND FORECASTS THROUGH AUTOMATION ENSURING TIMELY AND ACCURATE FINANCIAL PLANS, BUDGETS, AND FORECASTS THROUGH AUTOMATION April, 2015 Nick Castellina, Research Director, Business Planning and Execution Report Highlights p3 p5 p7 p8 Best-in-Class

More information

Customer Data Quality: Roadmap for Growth and Profitability. June 2007

Customer Data Quality: Roadmap for Growth and Profitability. June 2007 Roadmap for Growth and June 2007 Page 2 Executive Summary New Aberdeen research reveals that customer data quality is a sales and marketing leadership issue. In surveying over 400 organizations, Aberdeen

More information

ITSM IT Transforms Itself into a Service

ITSM IT Transforms Itself into a Service ITSM IT Transforms Itself into a August 2007 Page 2 Executive Summary This report is a roadmap for IT organizations that desire to shift from a focus on technology and internal needs to how it services

More information

Solution Ought to be Delivering

Solution Ought to be Delivering October 2008 Six Essential Capabilities your Workforce Management Solution Ought to be Delivering Optimize Contact Center Performance Table of contents Executive Summary...3 Workforce Management Today...4

More information

Embedded BI. Boosting Analytical Adoption and Engagement. March 2012 Michael Lock

Embedded BI. Boosting Analytical Adoption and Engagement. March 2012 Michael Lock Embedded BI Boosting Analytical Adoption and Engagement March 2012 Michael Lock Embedded BI: Boosting Analytical Adoption and Engagement In today's business climate, the challenge of effective decision-making

More information

Total Workforce Management 2013: The State of Time and Attendance

Total Workforce Management 2013: The State of Time and Attendance Total Workforce Management 2013: The State of Time and Attendance Tracking time and attendance is at the core of workforce management. From Fred Flintstone marking his timecard with the beak of a pterodactyl

More information

WHITE PAPER. The Five Fundamentals of a Successful FCR Program

WHITE PAPER. The Five Fundamentals of a Successful FCR Program The Five Fundamentals of a Successful FCR Program April 2012 Executive Summary Industry analysts agree that First Contact Resolution (FCR) is the best way to measure the effectiveness of your contact center.

More information

Application Performance in Complex and Hybrid Environments

Application Performance in Complex and Hybrid Environments Application Performance in Complex and Hybrid Environments January 2012 Jim Rapoza ~ Underwritten, in Part, by ~ Page 2 Executive Summary Companies that do not rise to the challenges of ensuring performance

More information

A Performance-Driven Approach to Application Services Management

A Performance-Driven Approach to Application Services Management A Performance-Driven Approach to Application Services Management Breaking the Mold to Accelerate Business Transformation Table of contents 1.0 The keep up versus step up challenge...1 2.0 Taking a different

More information

Evolving Ecommerce Best Practices in Retail

Evolving Ecommerce Best Practices in Retail Evolving Ecommerce Best Practices in Retail In the August, 2008 report, The Mantra for Driving Holiday Business, Aberdeen research showed that the three most important attributes for any ecommerce site

More information

Contact Center TotalCare Enhanced Services

Contact Center TotalCare Enhanced Services ASSESS. PLAN. OPTIMIZE. Contact Center TotalCare Enhanced Services The Exceptional Customer Experience Customers have more options than ever and retaining or losing valued business is often a click away.

More information

ASSESSING CUSTOMER SERVICE MATURITY AN IN-DEPTH LOOK AT MICROSOFT CUSTOMERS

ASSESSING CUSTOMER SERVICE MATURITY AN IN-DEPTH LOOK AT MICROSOFT CUSTOMERS RESEARCH NOTE February 2015 ASSESSING CUSTOMER SERVICE MATURITY AN IN-DEPTH LOOK AT MICROSOFT CUSTOMERS THE BOTTOM LINE Organizations are increasingly challenged to deliver higher quality, more consistent

More information

B2B Integration and Collaboration: Strategies for Building a ROI Business Case

B2B Integration and Collaboration: Strategies for Building a ROI Business Case B2B Integration and Collaboration: Strategies for Building a ROI Business Aberdeen conducted a survey of over 191 supply chain executives (Chief Supply Chain Officer Survey, January 2011) where only 14%

More information

Five steps to improving the customer service experience

Five steps to improving the customer service experience Five steps to improving the customer service experience Metrics, tips, and tools for utilizing customer feedback An Ovum White Paper Sponsored by Publication Date: January 2012 INTRODUCTION As the use

More information

Performance Management in the Midmarket. January 2010 David Hatch, Max Gladstone

Performance Management in the Midmarket. January 2010 David Hatch, Max Gladstone Performance Management in the Midmarket January 2010 David Hatch, Max Gladstone Page 2 Executive Summary Executives and line-of-business management in mid-sized businesses are increasingly feeling pressure

More information

Sales Performance Optimization 2013: Aligning the Right People, Processes, and Tools

Sales Performance Optimization 2013: Aligning the Right People, Processes, and Tools Sales Performance Optimization 2013: Aligning the Right People, Processes, and Tools Sales leaders in the business-to-business (B2B) space are perennially challenged with "getting all their ducks in a

More information

Social Business Analytics

Social Business Analytics IBM Software Business Analytics Social Analytics Social Business Analytics Gaining business value from social media 2 Social Business Analytics Contents 2 Overview 3 Analytics as a competitive advantage

More information

2010 Project Management Report

2010 Project Management Report 2010 Project Management Report Standardized Best Practices and Technology Adoption in the AEC Industry January 2010 Cindy Jutras Page 2 Executive Summary A difficult economy and global competition leave

More information

Achieving customer loyalty with customer analytics

Achieving customer loyalty with customer analytics IBM Software Business Analytics Customer Analytics Achieving customer loyalty with customer analytics 2 Achieving customer loyalty with customer analytics Contents 2 Overview 3 Using satisfaction to drive

More information

Infor Human Capital Management Talent DNA that drives your business

Infor Human Capital Management Talent DNA that drives your business Infor Human Capital Management Talent DNA that drives your business 1 Infor Human Capital Management Align your talent DNA and business strategy to achieve real success Accelerate your business with a

More information

TABLE OF CONTENTS. Introduction: 3. Finding #1: Organizations are currently using a wide variety of contact channels to interact with customers 5

TABLE OF CONTENTS. Introduction: 3. Finding #1: Organizations are currently using a wide variety of contact channels to interact with customers 5 TABLE OF CONTENTS Introduction: 3 Finding #1: Organizations are currently using a wide variety of contact channels to interact with customers 5 Finding #2: Most organizations do not believe their current

More information

Measuring Marketing Performance:

Measuring Marketing Performance: Measuring Marketing Performance: The BI Roadmap to Information Nirvana October 2007 ~ Underwritten, in Part, by ~ Page 2 Executive Summary This report is a roadmap for marketing and business executives

More information

Streamlining Sales and Use Tax Management

Streamlining Sales and Use Tax Management Streamlining Sales and Use Tax Management June 2011 William Jan Page 2 Executive Summary Being exposed to government tax audits and having to deal with fines and penalties are issues that companies fear.

More information

Patient Relationship Management

Patient Relationship Management Solution in Detail Healthcare Executive Summary Contact Us Patient Relationship Management 2013 2014 SAP AG or an SAP affiliate company. Attract and Delight the Empowered Patient Engaged Consumers Information

More information

Profitable Product Development for SME. Small to Midsize Enterprises Profiting from Innovation

Profitable Product Development for SME. Small to Midsize Enterprises Profiting from Innovation Small to Midsize Enterprises Profiting from Innovation March 2007 Executive Summary S mall to midsize enterprises (SMEs) are actively pursuing product development improvements to deliver more innovative

More information

Improving Inside Sales Production with Automation

Improving Inside Sales Production with Automation Improving Inside Sales Production with Automation Improving Inside Sales Production with Automation A recent Noble Systems survey of Inside Sales Teams revealed that while one-half of the organizations

More information

Elevate Customer Experience and Engagement in the New Digital World

Elevate Customer Experience and Engagement in the New Digital World Elevate Customer Experience and Engagement in the New Digital World John Chan CRM Solutions Lead, Microsoft Business Solutions Microsoft Asia Customer buying behavior has fundamentally changed therefore,

More information

Moving from Zero to 90 in 60 Seconds Your Contact Center on the Fast Track to Efficiency, Productivity, and Profitability

Moving from Zero to 90 in 60 Seconds Your Contact Center on the Fast Track to Efficiency, Productivity, and Profitability White Paper Moving from Zero to 90 in 60 Seconds Your Contact Center on the Fast Track to Efficiency, Productivity, and Profitability Executive Summary If your operations are comparable to those of the

More information

Beyond Payables: The Evolution of the Modern Financial Ecosystem

Beyond Payables: The Evolution of the Modern Financial Ecosystem Beyond Payables: The Evolution of the Modern Financial Ecosystem Contemporary business management has grown more and more complex as organizational objectives and goals evolve. Back-office and traditional

More information

White paper. 8 plays. To deliver an integrated customer service experience. On Break Free. 25 2 min Busy. Average Handle Time

White paper. 8 plays. To deliver an integrated customer service experience. On Break Free. 25 2 min Busy. Average Handle Time White paper 8 plays To deliver an integrated customer service experience On Break Free 25 2 min Busy Average Handle Time % Today, multi-channel usage is a way of life, but the trend seems to have bypassed

More information

To ERP or Not to ERP: It Isn't Even a Question

To ERP or Not to ERP: It Isn't Even a Question To ERP or Not to ERP: It Isn't Even a Question Enterprise Resource Planning (ERP) software is designed to be the system of record for operating and managing a business. Growing up out of the Manufacturing

More information

Sales Compensation Management. Research Report Executive Summary. Improving the Impact of Pay and Incentives to Maximize Revenue.

Sales Compensation Management. Research Report Executive Summary. Improving the Impact of Pay and Incentives to Maximize Revenue. Sales Compensation Management Improving the Impact of Pay and Incentives to Maximize Revenue Research Report Executive Summary Sponsored by Copyright Ventana Research 2013 Do Not Redistribute Without Permission

More information

Strategies to Improve the Customer Experience 3eBook

Strategies to Improve the Customer Experience 3eBook Strategies to Improve the Customer Experience 3eBook 2 Three Strategies to Improve the End-to-End Customer Experience (CX) Focus on the following areas to take your customer experience to the next level:

More information

Greater visibility and better business decisions with Business Intelligence

Greater visibility and better business decisions with Business Intelligence Greater visibility and better business decisions with Business Intelligence 3 Table of contents Introduction 3 Introduction 5 Your challenge: too much data 6 Five key aspects when considering Business

More information

Delivering a Seamless Customer Experience with Multi-Channel Support. December 2011 Sumair Dutta

Delivering a Seamless Customer Experience with Multi-Channel Support. December 2011 Sumair Dutta Delivering a Seamless Customer Experience with Multi-Channel Support December 2011 Sumair Dutta Page 2 Executive Summary The ability to deliver superior customer service and support across multiple channels

More information

thyu Engineering Change Management 2.0: Better Business Decisions from Intelligent Change Management

thyu Engineering Change Management 2.0: Better Business Decisions from Intelligent Change Management thyu Engineering Change Management 2.0: Better Business Decisions from Intelligent Change Management September 2007 Page 2 Executive Summary Managing engineering change has always been hard, and is a regular

More information

WHAT DO YOU MEAN END-TO-END FIELD SERVICE MANAGEMENT?

WHAT DO YOU MEAN END-TO-END FIELD SERVICE MANAGEMENT? WHAT DO YOU MEAN END-TO-END FIELD SERVICE MANAGEMENT? TABLE OF CONTENTS WHAT DOES IT MEAN?... 03 HOW DO WE DEFINE END-TO-END FSM?... 04 THE FIELD SERVICE MANAGEMENT DELIVERY PROCESS... 05 AUTOMATING &

More information

Today s Contact Center - Complex, Siloed and Manual

Today s Contact Center - Complex, Siloed and Manual Today s Contact Center - Complex, Siloed and Manual WFM ACD Performance Mgmt LMS Email / Chat Mgmt Social Mgmt Voice Analytics Service Level Reports Training Productivity Voluntary Time-Off Voluntary Overtime

More information

Deliver superior customer experiences across all channels

Deliver superior customer experiences across all channels Deliver superior customer experiences across all channels Create an army of advocates who sing your praises It s a fact. Customer advocates are your greatest assets. They spend more, stay with you longer

More information

Delivering a Seamless Customer Experience with Multi-Channel Support

Delivering a Seamless Customer Experience with Multi-Channel Support Delivering a Seamless Customer Experience with Multi-Channel Support December 2011 Sumair Dutta ~ Underwritten, in Part, by ~ Page 2 Executive Summary The ability to deliver superior customer service and

More information

Closed Loop Quality Management: Integrating PLM and Quality Management

Closed Loop Quality Management: Integrating PLM and Quality Management Integrating PLM and Quality Management In recent Aberdeen research of over 500 manufacturers it was shown that 100% of Best-in-Class manufacturers having both a Quality Management solution and Product

More information

Improve Contact Center Performance with Real-Time Metrics

Improve Contact Center Performance with Real-Time Metrics Improve Contact Center Performance with Real-Time Metrics May 10, 2013 Sponsored by: - 1 - DMG Consulting LLC Table of Contents Introduction... 1 Lack of Real-Time Data and Guidance Impedes Contact Center

More information

Early Consumer Insight Delivers Revenue Growth Opportunities for Retailers

Early Consumer Insight Delivers Revenue Growth Opportunities for Retailers Early Consumer Insight Delivers Revenue Growth Opportunities for Retailers According to the December, 2010 Multi-Channel to Cross-Channel Retailing benchmark report, over half of leading retailers are

More information

Management Update: The Eight Building Blocks of CRM

Management Update: The Eight Building Blocks of CRM IGG-06252003-01 S. Nelson Article 25 June 2003 Management Update: The Eight Building Blocks of CRM Customer relationship management (CRM) represents the key business strategy that will determine successful

More information

How to Create an Annual Sales Plan. An Interview with Anwar Allen, Managing Partner at

How to Create an Annual Sales Plan. An Interview with Anwar Allen, Managing Partner at How to Create an Annual Sales Plan An Interview with Anwar Allen, Managing Partner at 0 ContentsiCCs a test Introduction 4 Why not just go with what is working? 5 When is the best time to create an annual

More information

WHITE PAPER Turning Insight Into Action. The Journey to Social Media Intelligence

WHITE PAPER Turning Insight Into Action. The Journey to Social Media Intelligence WHITE PAPER Turning Insight Into Action The Journey to Social Media Intelligence Turning Insight Into Action The Journey to Social Media Intelligence From Data to Decisions Social media generates an enormous

More information

The metrics that matter

The metrics that matter WHITE PAPER The metrics that matter How actionable analytics can transform field service management performance. www. Introduction The top strategic action for two-thirds of service organisations is to

More information

Creating Real Value for Your Customers and Your Organization in the Call Center

Creating Real Value for Your Customers and Your Organization in the Call Center 2011 The Business Value in Balancing Call Center Efficiency with Customer Satisfaction Creating Real Value for Your Customers and Your Organization in the Call Center Sponsored by 1 Striking the Balance

More information

Talent DNA that drives your business

Talent DNA that drives your business Talent DNA that drives your business Align your talent DNA and business strategy to achieve real success Accelerate your business with a strategic HCM solution that turns your human capital investment

More information

Special Report: The Future of AP

Special Report: The Future of AP The Future of Accounts Payable Five Top Transformative Changes Coming to AP What lies ahead for Accounts Payable and Shared Services? In these highly volatile and challenging economic times, can AP leverage

More information

Setting smar ter sales per formance management goals

Setting smar ter sales per formance management goals IBM Software Business Analytics Sales performance management Setting smar ter sales per formance management goals Use dedicated SPM solutions with analytics capabilities to improve sales performance 2

More information

Want to Change the Game with Contact Center Vendors? Select Them Differently. The Accenture Vendor Management Framework

Want to Change the Game with Contact Center Vendors? Select Them Differently. The Accenture Vendor Management Framework Want to Change the Game with Contact Center Vendors? Select Them Differently. The Accenture Vendor Management Framework In today s marketplace, companies in a wide range of industries rely on outsourcing

More information

Seven ways to boost customer loyalty and profitability through an empowered contact center

Seven ways to boost customer loyalty and profitability through an empowered contact center Seven ways to boost customer loyalty and profitability through an empowered contact center Is your bank using today s communications technology to its full potential? Table of Contents Differentiate the

More information

Talent Management: Why It s Critical for Business Success

Talent Management: Why It s Critical for Business Success Talent Management: Why It s Critical for Business Success Integrated talent management drives measurable results by aligning employee development to your business goals. Learn how. Contents Aligning Individual

More information

Partnering with a Total Rewards Provider

Partnering with a Total Rewards Provider CHAPTER 8 Partnering with a Total Rewards Provider changing market expectations place businesses under constant pressure to raise performance. So all eyes often turn to human resources (HR) to increase

More information

Realizing Hidden Value: Optimizing Utility Field Service Performance by Measuring the Right Things

Realizing Hidden Value: Optimizing Utility Field Service Performance by Measuring the Right Things Energy and Utility Insights Realizing Hidden Value: Optimizing Utility Field Service Performance by Measuring the Right Things Utilities Realizing Hidden Value About the Author Rob Milstead serves as the

More information

Best Practices and Considerations for Multichannel Contact Center Implementation

Best Practices and Considerations for Multichannel Contact Center Implementation Best Practices and Considerations for Multichannel Contact Center Implementation DATAMARK, Inc. White Paper in association with the Outsourcing Institute The Outsourcing Institute SUMMARY Tech-savvy Generation

More information

NICE MULTI-CHANNEL INTERACTION ANALYTICS

NICE MULTI-CHANNEL INTERACTION ANALYTICS NICE MULTI-CHANNEL INTERACTION ANALYTICS Revealing Customer Intent in Contact Center Communications CUSTOMER INTERACTIONS: The LIVE Voice of the Customer Every day, customer service departments handle

More information