Customer requests can be segmented and directed to appropriate channels, thereby enabling faster access to information along with a lower burden on more expensive service-based resources. For example, with access to numerous service delivery and customer contact channels, connections that were initially made via the contact center, and could have resulted in an unnecessary dispatch, can now be rerouted to Web-based self-service channels that require very little use of limited contact center and field-based resources. With an established hierarchy of service delivery channels, it isn't only the customers who can approach the servicing organization from numerous angles, but also the servicing organization that can enable customer service delivery via the most efficient channel.
Establishing Policies, Integrating Data
However, the existence of a multi-channel support network also increases the responsibility on the servicing organization to ensure the accuracy and validity of information that is disseminated through each and every one of these channels.
Regardless, service organizations surveyed for this research place extreme importance on the efficient handling and resolution of customer service requests via the contact center and other non-field-based channels. On a scale of 1 to 5, with 1 being "not important" and 5 being "extremely important," respondents to Aberdeen's September 2009 survey indicated a result of 4.6 with regards to the vitality of effective customer request handling on customer service, with a 4.3 score on the importance to customer retention (Figure 2).
Figure 2: Impact of Effective Customer Request Handling
(click image to enlarge) |
Harnessing analytics in the contact center is not new, yet Aberdeen's research shows that organizations have been slow to adopt the technology. The challenges lie in the ability to establish data management policies, integrate the resulting data streams into a knowledge discovery process, and organize the results into a meaningful and actionable plan that aligns with corporate goals.
In the absence of these abilities, real analysis of contact center interactions is compromised and visibility is reduced to spotty monitoring and anecdotal recounts.
Gaurav Patil is a research associate at Aberdeen Group.
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