Creating Actionable Knowledge
By Jay Minnucci
The amount of information that contact center leaders have access to is phenomenal.
We live with it every day, so we tend to take it for granted. Yet the data right
in front of us remains virtually hidden to the rest of the organization. Without
knowing it exists, they are not likely to ask for it. But if they knew, they would
jump at the opportunity.
In many cases, the data we need to meet our objectives is exactly what other areas
could use. With very little effort and a bit of education, we could very easily
deliver this knowledge to those interested in it. In other cases, we may need to
look at information differently to comprehend its value. Understanding the relationships
between metrics shines a light on the numbers in a whole new way, and the insight
can benefit all departments in an organization—including ours. The following
are some examples of how we can put two metrics together to create actionable knowledge:
- Customer satisfaction data takes on a whole new level of meaning when combined with
other key metrics. For instance, calculating satisfaction levels based on the speed
of answer provides critical information for developing service level objectives
that can be used by any department serving external and internal customers.
- Customer loyalty is critical to every organization and most continually seek out
keys to drive it higher. Linking call quality scores to loyalty over time can provide
exceptionally important insight to the value of good service, helping executives
make better decisions involving investments in service (inside and outside of the
- For sales organizations, understanding even the little details that gain small increases
in close rates can be exceptionally profitable. Knowing close rates by hour of day,
or the impact of wait times on close rates, or even success rates for mobile phone
callers vs. landline can help marketing and other departments engaged in sales.
Most of us run contact centers that are mature, having existed for 10 years or longer.
Over those years, we built departments, processes, reports and systems to help us
fulfill our mission of meeting the service needs of our customers. The unintended
consequence of our actions was the creation of tools that could be extremely valuable
to other parts of the organization. Sharing the wealth with these areas will ultimately
improve things for both your customers and your employees, so why not give it a
Inside View: Teleflora
At flower delivery firm Teleflora, agent performance is not measured by scores,
it's about changing behavior. That management philosophy is a fundamental component
of the contact center's internal Connect program, which is aligned with the overall
organization's value proposition: hand-arranged, hand-delivered bouquets by a local
florist. How does that translate into the service provided by contact center reps?
The focus is on connecting with the emotion that the customer is trying to express
for the occasion, instead of price. To help reps make that emotional connection
early in the call, Teleflora has flipped the selling process. Rather than starting
the call by gathering information, such as where the arrangement will be delivered,
the recipient's name, etc., reps are trained to immediately focus on the event (birthday,
anniversary, funeral) and the customer's emotions. When measuring performance, the
emphasis is not on survey scores, but on the behaviors displayed during the interaction
and the bond with customers.
Read the full story here. (PDF)