CRM - May 2008 - (Page I-7) Sponsored Content May 2008 7 MAINTAIN YOUR COMPETITIVE EDGE with Interaction Analysis Whether clients are contacting businesses through a website, email, or the customer contact center, organizations are constantly being held to higher customer service standards. Ensuring optimum service requires all divisions of the organization to maintain a focus on the customer experience, from service to sales to billing. To effectively understand and address the issues that affect customer satisfaction, companies must be able to monitor and analyze customer interactions and share that insight with the entire business. By leveraging our patented Intelligent Data Operating Layer to process interactions across multiple channels—voice, email, and chat— Autonomy etalk’s interaction analysis technology automatically uncovers business intelligence that can be used to quickly respond to performance problems, sales and marketing campaigns, or operational issues. ENRICHING CUSTOMER SERVICE OPTIMIZING SALES OPPORTUNITIES In order to maximize sales opportunities, businesses must be able to provide their agents with training that combines sales techniques with an in-depth understanding of customer needs, market trends, and competitive analysis. With interaction analysis, sales managers can retrieve interactions that demonstrate successful sales and provide examples of how to handle specific situations, such as an overly emotional customer or a customer which can be used to evaluate and predict customer behavior. Customer insight can be leveraged to create sales and marketing promotions, improve product offerings, enhance training programs, and develop new service channels that meet the needs of the customer and the expectations of the market. IMPROVING OPERATIONS Analyzing interactions provides insight into customer behaviors, emotional inclinations, and communication styles, enabling the business to understand and address customer needs and expectations. Interaction analysis automatically identifies issues as they occur, allowing managers to quickly rectify customer issues or address performance problems through immediate coaching. The timely resolution of customer service issues consequently reduces call times and improves customer satisfaction rates. Quality assurance programs are further enhanced through interaction analysis technology because it automatically locates specific interactions for performance evaluations or coaching and training sessions, dramatically reducing the amount of time required to perform searches. Over the course of one year, interaction analysis technology can save up to 100 hours in quality assurance productivity. that uses a competitors’ product or service. Additionally, interaction analysis automatically identifies and alerts managers to compliance issues such as script adherence deviations and improper sales verifications. DEVELOPING STRATEGIC INITIATIVES Interaction analysis technology enables the business to see beyond the quality of interactions to improve processes that are vital to business and contact center operations. This is done by automatically monitoring interactions and alerting the business to unknown product or service issues. As a result, agents are better equipped to handle customer questions while the business can expedite the resolution of critical issues. In addition, interaction analysis automatically retrieves interactions for regulatory audits, fraud detection, customer disputes, and legal discovery, simplifying enterprise compliance and risk management. Conceptual search capabilities enable organizations to quickly prove compliance, verify sales, or turn over electronic information for litigation, while trend and sentiment analysis immediately uncovers inconsistent or fraudulent activities, allowing the business to address compliance issues before they escalate. By forming a conceptual understanding of interactions with the business, interaction analysis technology enables the business to understand what customers are saying without having to manually listen to calls or read through chats and emails. This functionality provides immediate insight into marketing effectiveness, product or service issues, and competitive strategy, ABOUT AUTONOMY ETALK Autonomy etalk enables the Intelligent Contact Center, providing the ability to capture, analyze, and share the critical information that flows through the contact center. Autonomy etalk delivers a single solution for multi-channel interaction analysis, real-time support, and performance management to deliver relevant and accessible intelligence across the enterprise.
Table of Contents Feed for the Digital Edition of CRM - May 2008 CRM - May 2008 Contents Front Office Feedback Reality Check Customer Centricity The Tipping Point Is CRM Too Hard for Microsoft Vendors Go Virtual For Feedback Sense-sational Marketing How UGC Can Benefit CRM DestinationCRM Dashboard Price Check, Aisle 5 Required Reading The Moving Target The Excellence Myth Seven Steps to SOA Success And They're Off! Are You Ready to Party? Skin in the Game The Right Numbers Secret of My Success Re: Tooling Connect Pint of View CRM - May 2008 CRM - May 2008 - CRM - May 2008 (Page Cover1) CRM - May 2008 - CRM - May 2008 (Page Cover2) CRM - May 2008 - Contents (Page 3) CRM - May 2008 - Contents (Page 4) CRM - May 2008 - Contents (Page 5) CRM - May 2008 - Front Office (Page 6) CRM - May 2008 - Front Office (Page 7) CRM - May 2008 - Feedback (Page 8) CRM - May 2008 - Feedback (Page 9) CRM - May 2008 - Reality Check (Page 10) CRM - May 2008 - Reality Check (Page 11) CRM - May 2008 - Customer Centricity (Page 12) CRM - May 2008 - Customer Centricity (Page 13) CRM - May 2008 - The Tipping Point (Page 14) CRM - May 2008 - The Tipping Point (Page 15) CRM - May 2008 - Is CRM Too Hard for Microsoft (Page 16) CRM - May 2008 - Vendors Go Virtual For Feedback (Page 17) CRM - May 2008 - Sense-sational Marketing (Page 18) CRM - May 2008 - DestinationCRM Dashboard (Page 19) CRM - May 2008 - Price Check, Aisle 5 (Page 20) CRM - May 2008 - Required Reading (Page 21) CRM - May 2008 - The Moving Target (Page 22) CRM - May 2008 - The Moving Target (Page 23) CRM - May 2008 - The Moving Target (Page 24) CRM - May 2008 - The Moving Target (Page 25) CRM - May 2008 - The Moving Target (Page 26) CRM - May 2008 - The Moving Target (Page I-1) CRM - May 2008 - The Moving Target (Page I-2) CRM - May 2008 - The Moving Target (Page I-3) CRM - May 2008 - The Moving Target (Page I-4) CRM - May 2008 - The Moving Target (Page I-5) CRM - May 2008 - The Moving Target (Page I-6) CRM - May 2008 - The Moving Target (Page I-7) CRM - May 2008 - The Moving Target (Page I-8) CRM - May 2008 - The Moving Target (Page I-9) CRM - May 2008 - The Moving Target (Page I-10) CRM - May 2008 - The Moving Target (Page I-11) CRM - May 2008 - The Moving Target (Page I-12) CRM - May 2008 - The Excellence Myth (Page 27) CRM - May 2008 - The Excellence Myth (Page 28) CRM - May 2008 - The Excellence Myth (Page 29) CRM - May 2008 - The Excellence Myth (Page 30) CRM - May 2008 - The Excellence Myth (Page 31) CRM - May 2008 - Seven Steps to SOA Success (Page 32) CRM - May 2008 - Seven Steps to SOA Success (Page 33) CRM - May 2008 - Seven Steps to SOA Success (Page 34) CRM - May 2008 - Seven Steps to SOA Success (Page 35) CRM - May 2008 - Seven Steps to SOA Success (Page 36) CRM - May 2008 - Seven Steps to SOA Success (Page 37) CRM - May 2008 - And They're Off! (Page 38) CRM - May 2008 - And They're Off! (Page 39) CRM - May 2008 - And They're Off! (Page 40) CRM - May 2008 - And They're Off! (Page 41) CRM - May 2008 - And They're Off! (Page 42) CRM - May 2008 - Are You Ready to Party? (Page 43) CRM - May 2008 - Skin in the Game (Page 44) CRM - May 2008 - The Right Numbers (Page 45) CRM - May 2008 - Secret of My Success (Page 46) CRM - May 2008 - Re: Tooling (Page 47) CRM - May 2008 - Connect (Page 48) CRM - May 2008 - Connect (Page 49) CRM - May 2008 - Pint of View (Page 50) CRM - May 2008 - Pint of View (Page Cover3) CRM - May 2008 - Pint of View (Page Cover4)
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