Most contact centres under-perform relative to their potential.
Not that they don’t work hard. Far from it. In fact they are obsessive about efficiency and reduced cost to serve. But that’s the problem. Too much attention on the wrong thing.
While we remain content to act as dustpan and brush to the rest of the organisation, we are always going to be under appreciated and unnoticed for what could be a far greater contribution to brand reputation and corporate effectiveness.
We miss the point when contact centres remain separated from the rest of the business. Except, of course, for the necessary ping pong between front and middle office teams that finally resolves a customer issue.
Instead we should be housed at the centre of things.
Why The Sudden Aspiration?
Customer Service has a unique perspective. Marketing holds one sided conversations. Sales tell a story of how it might be. Service hears the story of how it actually turned out. In other words, customer service hears the exam results before the rest of class.
Seen in this light, the contact centre holds an incredibly important source of feedback for the rest of the organisation to learn from. Pretty much everything that does and does not work across all journeys gets discussed over a call, a web chat, a twitter session or messaging exchange.
What do we do with it? Mark it as a certain type of enquiry and move onto to the next one! This is a criminal waste of insight that could be driving the rest of the organisation onwards and upwards.
For this reason, contact centres need to give up on working harder and instead focus on working smarter. And they can do this by seeing themselves as an ongoing source of insight to fuel a never ending cycle of improvement and innovation.
That’s a much more useful role to play and therefore transforms contact centre bragging rights in terms of investment and influence.
How Is It Done?
Of course this does not happen by chance. In fact it is a whole lot more work. But not necessarily requiring a whole lot more resource. This kind of activity really can become self funded transformation as service demand reduces and journeys become optimised and better aligned with customer expectation.
The cycle of activity involved can be resourced entirely by the contact centre. However it is more likely to be a shared activity with central teams who contribute change management or voice of the customer analytic skills.
We have written a whitepaper that provides a detailed description on how you have set up this approach. You are most welcome to download it here and take your contact centre on a new journey of greater value.