“You must spend money to make money.” – Plautus
The 2015 CCNG Executive Summit was a success because attendees shared their experiences, both good and not-so-good. So much so that on my flight home, my head spun with industry buzzwords and emerging trends.
But one in particular stood out for me: Agent inefficiencies continue to plague the contact center industry to the tune of $4 billion annually. What executive wouldn’t like to take back some of that by reducing operational costs?
As the town hall discussion unfolded, a panelist observed that many contact center inefficiencies go unaddressed in spite of readily available, off-the-shelf solutions. The information landfill, remote agents, screen pop, application performance and integration are just a few of the solutions that come to mind.
I’ve been speaking about the agent experience at industry conferences for years, and it’s an area my firm focuses on, so this question intrigued me immensely. After so many years of available solutions that can tackle these challenges, why is it that organizations aren’t trying to shrink the $4 billion debacle? When someone posed this very question, the audience fell silent. Finally, a voice out of the hush said what seemed to be the obvious answer–money!Agent inefficiencies continue to plague the contact center industry to the tune of $4 billion… Click To Tweet
No one offered any further thoughts on the subject, and the discussion moved on to another topic.
But wait, there must be more to it than money, especially since the return on investment is so certain. So why aren’t organizations budgeting the resources for such a vast ROI? Is it political? Or aren’t the solutions sexy and flashy enough because they’re not trendy? Do your customers want sexy or do they want efficient, effortless service?
I recently spent almost two hours on the phone, calling four different numbers at the same company just to enroll in a utility program my provider offered. The calls came after I originally signed up on-line and received emailed confirmation but never saw the program show up on my bill after two months.
A few days after the call marathon, I received a survey about my experience and wrote an entire page in response, even to the point of offering my contact center expertise to help them (I haven’t heard back). This isn’t a small town utility but is a multi-billion company operating in all 50 states. My customer effort was off-the-charts high and they own a significant piece of that $4B pie.
We all have remarkable opportunities to reduce costs and to improve the customer experience but we first must look at why these inefficiencies continue to exist. Why don’t we make them a priority? Wouldn’t we be corporate heroes?We all have remarkable opportunities to reduce costs and to improve the customer experience... Click To Tweet
Join the conversation and offer up some of your insights, and let’s extend this conversation beyond the executive summit. Why aren’t contact centers tackling Efficiency 101?
CCNG Member Blogger: Chris Lawson, Lawson Concepts