CRM - February 2008 - (Page insert11) Sponsored Content February 2008 11 Maintain Your Competitive Edge with Interaction Analysis Whether clients are contacting businesses through a website, emails, or the customer service center, organizations are constantly being held to higher standards. Ensuring optimum service requires all divisions of the organization to maintain focus on the customer experience, which can be affected by employee interactions, corporate procedures, and products and services being delivered. To understand and optimize your business, companies must be able to monitor and analyze customer interactions which is possible with multi-channel interaction analysis technology. By utilizing a speech engine to automatically process contact center recordings based on their contextual meaning, multi-channel interaction analysis enables users to quickly uncover emerging contact center trends, understand why customers call, identify agent training opportunities, and improve overall performance and operational procedures. ENRICHING CUSTOMER SUPPORT training programs, interaction analysis can additionally reduce the amount of time needed for call searches and calibration. For example, one Autonomy etalk client reduced a weekly calibration session search from two hours to ten minutes. SALES OPTIMIZATION as ‘substandard’ and another as more customer friendly because it offered a better plan for the same price. This information can be shared with other departments to develop communications and product and service offerings that are in line with customer expectations. EFFECTIVE OPERATIONS It is critical that the business has tools to help sales representatives maximize opportunities in the call center. With interaction analysis, sales managers can develop targeted training that demonstrates how to optimize interactions with a current or potential client. Managers can retrieve sample calls that demonstrate successful and unsuccessful communication styles and sales techniques, giving the representatives firsthand knowledge of how to handle different types of interactions. Interaction analysis also helps managers identify performance and compliance issues as they occur, allowing them to immediately address problems such as improper sales verifications. For example, managers can leverage interaction analysis to automatically flag calls in which a sales agent does not ask for the proper identity verification of the customer and automatically alert the manager. UNDERSTANDING CUSTOMER BEHAVIOR AND COMPETITIVE TRENDS Analyzing recorded customer conversations provides insight into behaviors, emotional inclinations, and communication styles, which allows management to better understand customers’ expectations and address them through customer-oriented coaching and training programs. While most organizations have processes in place for evaluating agent performance at regular intervals, few have the ability to identify and address problems as they occur. By revealing unknown customer or performance related issues, this technology enables the timely resolution of performance problems which results in more confident agents, reduced call times, and improved customer satisfaction. By quickly retrieving specific types of calls needed for agent evaluations, coaching, and Interaction analysis technology enables the business to see beyond the contact center and gain knowledge of what truly impacts customer satisfaction and loyalty. This is done by uncovering emerging issues that directly affect a customer’s satisfaction level, including technical and operational issues, such as a product or service failure. Interaction analysis technologies can also simplify compliance and risk management by automatically retrieving interactions for regulatory audits, customer disputes, sales verifications, and legal discovery. For instance, management may want to be notified of interactions that contain heightened emotions or flagged words and phrases to aid in fraud detection and prevention. By automatically monitoring critical communications, interaction analysis technology can alert the business to inconsistencies, allowing operational issues to be corrected before they escalate into critical problems. By understanding customer behaviors, market trends, and competitive information, businesses can effectively evaluate marketing and sales campaigns, create more effective promotions, and develop new channels of customer communication. This insight can be used to predict customer behavior, such as likeliness to churn or purchase a new product. For example, one company leveraged this technology to understand why wireless communications customers were refusing to upgrade to a new plan. By performing an automated search of recorded calls, contact center managers discovered that customers were mentioning the rate plans of three competitors and perceived one competitor About Autonomy etalk Autonomy etalk goes beyond traditional approaches to enable the Intelligent Contact Center, providing the ability to capture, share, and analyze the critical data that flows through the contact center. Autonomy etalk delivers a platform for multi-channel interaction analysis, real-time agent support, and contact center performance management solutions, providing relevant and accessible intelligence that enables businesses to understand the meaning of customer interactions and enhance customer-driven business strategies across the enterprise.
Table of Contents Feed for the Digital Edition of CRM - February 2008 CRM - February 2008 Contents Front Office Reality Check Customer Centricity The Tipping Point The Loyalty Riddle CRM Drives Down-Market Out of the Gate: Marketers Rate ’08 Traits The Pulse Consultants Adapt to CRM’s Changing Landscape Required Reading Cover Story: CRM Gets Serious Contact Center Solutions Always On Rumble in the Office The Smallest Slice Tying Up Cable’s Loose Ends Burning Up the Paper Trail Sunny Skies for Knology No More Bumps for BlueRoads Secret of My Success Re:Tooling Scouting Report Pint of View CRM - February 2008 CRM - February 2008 - CRM - February 2008 (Page Cover1) CRM - February 2008 - CRM - February 2008 (Page Cover2) CRM - February 2008 - Contents (Page 3) CRM - February 2008 - Contents (Page 4) CRM - February 2008 - Contents (Page 5) CRM - February 2008 - Front Office (Page 6) CRM - February 2008 - Front Office (Page 7) CRM - February 2008 - Reality Check (Page 8) CRM - February 2008 - Reality Check (Page 9) CRM - February 2008 - Customer Centricity (Page 10) CRM - February 2008 - Customer Centricity (Page 11) CRM - February 2008 - The Tipping Point (Page 12) CRM - February 2008 - The Tipping Point (Page 13) CRM - February 2008 - The Tipping Point (Page 14) CRM - February 2008 - The Tipping Point (Page 15) CRM - February 2008 - The Tipping Point (Page 16) CRM - February 2008 - CRM Drives Down-Market (Page 17) CRM - February 2008 - CRM Drives Down-Market (Page 18) CRM - February 2008 - Out of the Gate: Marketers Rate ’08 Traits (Page 19) CRM - February 2008 - Consultants Adapt to CRM’s Changing Landscape (Page 20) CRM - February 2008 - Required Reading (Page 21) CRM - February 2008 - Cover Story: CRM Gets Serious (Page 22) CRM - February 2008 - Cover Story: CRM Gets Serious (Page 23) CRM - February 2008 - Cover Story: CRM Gets Serious (Page 24) CRM - February 2008 - Cover Story: CRM Gets Serious (Page 25) CRM - February 2008 - Cover Story: CRM Gets Serious (Page 26) CRM - February 2008 - Cover Story: CRM Gets Serious (Page insert1) CRM - February 2008 - Cover Story: CRM Gets Serious (Page insert2) CRM - February 2008 - Cover Story: CRM Gets Serious (Page insert3) CRM - February 2008 - Cover Story: CRM Gets Serious (Page insert4) CRM - February 2008 - Cover Story: CRM Gets Serious (Page insert5) CRM - February 2008 - Cover Story: CRM Gets Serious (Page insert6) CRM - February 2008 - Cover Story: CRM Gets Serious (Page insert7) CRM - February 2008 - Cover Story: CRM Gets Serious (Page insert8) CRM - February 2008 - Cover Story: CRM Gets Serious (Page insert9) CRM - February 2008 - Cover Story: CRM Gets Serious (Page insert10) CRM - February 2008 - Cover Story: CRM Gets Serious (Page insert11) CRM - February 2008 - Cover Story: CRM Gets Serious (Page insert12) CRM - February 2008 - Cover Story: CRM Gets Serious (Page insert13) CRM - February 2008 - Cover Story: CRM Gets Serious (Page insert14) CRM - February 2008 - Cover Story: CRM Gets Serious (Page insert15) CRM - February 2008 - Cover Story: CRM Gets Serious (Page insert16) CRM - February 2008 - Always On (Page 27) CRM - February 2008 - Always On (Page 28) CRM - February 2008 - Always On (Page 29) CRM - February 2008 - Always On (Page 30) CRM - February 2008 - Always On (Page 31) CRM - February 2008 - Rumble in the Office (Page 32) CRM - February 2008 - Rumble in the Office (Page 33) CRM - February 2008 - Rumble in the Office (Page 34) CRM - February 2008 - Rumble in the Office (Page 35) CRM - February 2008 - Rumble in the Office (Page 36) CRM - February 2008 - The Smallest Slice (Page 37) CRM - February 2008 - The Smallest Slice (Page 38) CRM - February 2008 - The Smallest Slice (Page 39) CRM - February 2008 - The Smallest Slice (Page 40) CRM - February 2008 - The Smallest Slice (Page 41) CRM - February 2008 - Burning Up the Paper Trail (Page 42) CRM - February 2008 - Sunny Skies for Knology (Page 43) CRM - February 2008 - No More Bumps for BlueRoads (Page 44) CRM - February 2008 - Secret of My Success (Page 45) CRM - February 2008 - Re:Tooling (Page 46) CRM - February 2008 - Re:Tooling (Page 47) CRM - February 2008 - Scouting Report (Page 48) CRM - February 2008 - Scouting Report (Page 49) CRM - February 2008 - Pint of View (Page 50) CRM - February 2008 - Pint of View (Page Cover3) CRM - February 2008 - Pint of View (Page Cover4)
For optimal viewing of this digital publication, please enable JavaScript and then refresh the page. If you would like to try to load the digital publication without using Flash Player detection, please click here.