Contact Center Strategy and Processes
Center of Attention
Is the contact center just a cost center? Not if customer loyalty, retention and wallet share matter. In every industry, customers base their opinions about a company on the way they’re treated. Unlike other touch points such as advertising and channel partner relationships, the contact center gives companies a live, direct, two-way voice in that process. But senior executives may be too far removed from these moments of truth to appreciate the ways contact center service can align to, support – or contradict – the corporate strategy.
Our contact center advisory practice focuses on improving customer care, shared services, help desk, tech support and collections contact centers. These services are designed to make the most of performance despite the budgetary limitations that are often placed on these “cost centers.” Our professionals combine strategy, operations and technology experience from a broad range of industries and some have managed contact centers themselves. Learn more about the offering.
2013 global contact center survey
This year’s survey drew insights from over 560 contact centers to identify key insights on contact center hot topics.
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Measuring the cost of interaction – and the value of respect
Realizing value from a contact center means making the most of the moments that customers and company representatives share – and managing them at the right cost. Each company finds its own balancing point between quality and cost based on its broader customer strategy and financial situation. But the performance and value of a contact center can be hard to measure, and the way a center operates can be inconsistent – leaving managers wondering where to start.
Our experienced contact center professionals begin with the customer’s perspective, and work from there to help bring about efficiency improvements, cost reductions and process consistency. Whether a company is trying to save money, increase revenue or improve customer satisfaction, the right solution often involves a combination of those internal factors along with other inputs such as sourcing and enabling technology. When a company puts it all together, a contact center can do more than service the customer base. It can help make it grow.
How we can help
Our contact center advisory practice focuses on improving customer care, shared services, help desk, tech support and collections contact centers. These services are designed to make the most of performance despite the budgetary limitations that are often placed on these “cost centers.” Our professionals combine strategy, operations and technology experience from a broad range of industries and some have managed contact centers themselves.
Our services include:
- Contact center strategy development
- Current-state assessments and future-state roadmaps
- Development of solutions that integrate multiple enabling technologies
- Organizational planning for centralization or consolidation
- Stabilization of ineffective contact centers
- Optimization of workforce management
- Contact center sourcing strategy
Clients typically achieve the following benefits with our contact center advisory projects:
Operational cost reduction
- Reduced handle times and number of repeat calls
- Labor arbitrage
- Workforce optimization
- Increased self-service
- Process consistency
- A 5 to 10 percent average reduction in costs
Revenue growth and protection
- Improved customer retention
- Increased cross-sell and upsell opportunities
- Reduced channel conflict
- A 3 to 5 percent average revenue increase
Customer satisfaction improvements
- Ranking on national surveys and awards
- Net promoter score
- Consistent customer experience
- A 9- to 18-month average payback
Three ways to get more value now
Know your starting point. To assess the current performance of a contact center, look at it from as many angles as possible. Are you giving the best service – and if your customer proposition revolves around low cost, should you be? Is your company up to date in technology? What are competitors doing? The more questions you ask, the more completely you’ll understand how mature your contact center is and what performance gaps you need to address.
Balance cost, quality and customer experience. By identifying and tracking performance metrics such as handle time, service levels and first contact resolution, you can gain insight into whether the contact center is delivering the right level of service to match the company’s strategic objectives and the needs of various customer segments. Without this analysis, it’s possible to spend either too little or too much.
Know what customers expect. Faxes and overnight delivery used to feel fast. Now, people expect instant, on-demand interaction – along with a more personalized approach. By putting yourself in the customers’ shoes, you can develop a contact center offering that addresses their expectations.
Contact center strategy and processes in action
- When a satellite media provider was experiencing explosive growth, it started to focus on operational “fire-fighting.” Process and technical inefficiencies surfaced, and the customer experience suffered. We helped define an approach to reduce costs and improve customer experience through our proven contact center assessment methodology. The results included numerous process improvements, documented improvements in the customer experience and identified savings of $200 million over five years.
- An automotive client had more than 75 North American contact centers, and the inconsistent array of suppliers, technologies and operational structures contributed to an annual budget in excess of $750 million. The first imperative was to standardize the contact center environment and significantly reduce spending. We conducted an enterprise contact center assessment across processes, operations, organization structure, technology and supporting cost structures and developed a new standardized operating model that saved more than $200 million a year.
- A global food distribution company engaged us to design, develop and implement a contact center to support a new shared services organization by centralizing the disparate and redundant operations of more than a hundred operating companies across the Americas. To deploy a new shared services environment, we drove the required stakeholder alignment; helped update operational, business and technical architectural standards; and helped direct the selection of technology vendors to promote consistent customer experience and cost savings for the organization.
As used in this document, “Deloitte” means Deloitte Consulting LLP, a subsidiary of Deloitte LLP. Please see www.deloitte.com/us/about for a detailed description of the legal structure of Deloitte LLP and its subsidiaries.