ICMI's Customer Management Insight - January 2008 - (Page 44)

EXPERT’S ANGLE MAKING IT HAPPEN As with so many journeys, it is sometimes difficult to know where to start. The steps will vary for each company, but the following provides, at least, a guide. 1. DISCOVERY, AUDIT AND CONCEPTUAL DESIGN. Do an audit to find out what information one might be able to get by listening and capturing data from four or five hundred calls. Do the same for emails and chat session logs. Create an organized data structure so that report types can be understood. Think about what additional data could be captured if the agents ask a few innocuous questions, especially after closing a new sale or during a customer churn event. This will provide an idea of what is currently available and content for discussions with other business groups. 2. GET TO KNOW THE AUDIENCE. ed by the contact differs from their current data sources in terms of content, cost, quality, scope, timeliness, customer “state of mind” and cost. f. How could it change the performance of their group? g. Would they be willing to fund getting it? 3. LEARN HOW TO CAPTURE THE DATA, UNDERSTAND THE LIMITS OF ALTERNATIVE SOLUTIONS AND DETERMINE THE BUSINESS PROCESSES NEEDED TO SUCCEED. are not misinterpreted. 6. FOCUS ON USER ADOPTION. Users Core tools, such as speech and textmining analytics tools are an obvious part of the solution, but there are big differences between the platforms. There are other elements to address also, not just software. When should one conduct a manual audit to capture high value data? Should one change the questions asked by agents to get much better information? 4. FOCUS ON THE BUSINESS CASE AND COST JUSTIFICATION. Identify the will always say they want more information about customers, but when given the data, will they use it? Users of speech analytics tools have had a particularly difficult time getting users to actually view the reports and, accordingly, change the way they do their jobs based on this new information. This is a big issue since success depends on the users wanting to view the data at least weekly, if not daily. DON’T PASS UP THE CHANCE TO EMPOWER YOUR CENTER Using the information found in the discovery and audit, present the early findings to personnel in the marketing, sales, and other interest groups. Don’t leave out their CXOs since they will have the vision to understand the long-term value of the new information. Find out what data they currently have as well as what they use it for and what they like and don’t like. a. Show some examples of what information is available or easy to get. b. Ask them how they might use this data. c. Design use cases — find out what would make them look at the data daily or weekly. d. What information do they currently get and how? How accurate is it? What do they feel they are missing? e. Specify how the data provid- potential cost savings from productivity and quality-of-service opportunities and use these to justify the funding. 5. IMPLEMENT THE INITIAL SOLUTION, AND MAKE SURE THE DATA IS WHAT IT IS SUPPOSED TO BE. The quality of the data is a critical element in user adoption for analytics solutions. Core speech and text-analytics platforms are fluid in the way they define data elements (one enters lists of phrases — they can be anything — under each data category). Remember, since they don’t capture all of the data (from 20 percent to 80 percent, varying by phrase), it is important to make sure that the data is what the audience expects it to be. It is very easy to present misleading data with these solutions, so a high degree of discipline is necessary to ensure that the results Customer contact analytics provides contact centers with an opportunity to continue aggressively evolving their role and increasing their value by establishing binding relationships with major corporate departments. In considering this option, one should think in terms of operational improvements as well as strategic value, since the cost savings will justify the initial funding. Over time, contact analytics can have a major impact on the role of the contact center, involving it as an important component in core strategic programs. This is not an opportunity to let slip through your fingers. • GREG BORTON is Managing Partner of Listening Methods. www.listeningmethods.com icmi’s insight www.icmi.com | JANUARY 2008 44 http://www.listeningmethods.com http://www.icmi.com

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ICMI's Customer Management Insight - January 2008 Contents Customer Care Technologies Ad Index Editor's Page Contact Center Spotlight People: Prehire Tests In The Center Strategy: Video Contact Centers Show Preview Operations: Knowledge Management Industry Research Contact Centers Face Today's Realities: A Case for Consolidation 2.0 Is Your Agent Training Process Evolving with the Role? The Key to Innovation Is Maintaining Your Strengths Becoming Strategic: Using Customer Contact Analytics to Empower the Contact Center's Role

ICMI's Customer Management Insight - January 2008

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