Customer satisfaction is currently being measured through CSAT surveys. A team, usually under the QA division calculates and analyzes what the customer wants and how they are satisfied.
Though this is useful and it has its successes, call analytical software or modules within a Quality monitoring solution has been introduced into the market. One would be Cisco’s Unified Customer Interaction Analyzer and NICE Perform has their solution.
The dilemma of capturing so much data through call monitoring due to limited manpower is real. Sample size being only 3% for contact centers is so small that it frustrates a lot of managers when quality is being improved. To top it all off, the other departments don’t even know what is being captured for their benefit as well (like marketing, business process analysts, etc.). So much data being captured but it is of no use to the company.
Analyzing the calls and having a machine help in mining tons of data and present findings is the next level. Mind you, I’m not saying goodbye to QA evaluators but having a skeletal staff and focus on analytics to present solutions and improvements makes more sense.
If your center can afford it I strongly recommend you purchase them. It is a good partner with other CRM software to ensure customer satisfaction.
I want to pick up on a small point in your post: "To top it all off, the other departments don’t even know what is being captured for their benefit as well (like marketing, business process analysts, etc.). So much data being captured but it is of no use to the company."
Yesterday I was talking to a call center manager who, we discovered in an audit of their QA process, was having a major issue with poor grammar and punctuation in their e-mail responses to customers. The poorly worded e-mails was inconsistent with their brand as world-class communicators. The problem was both in the front-line and the QA staff.
The manager began throwing out all sorts of options for spending money on courses or consultants, etc. I reminded her that her company has an entire staff of copywriters (who are paid to know how to write) just a floor below who could be an excellent and cost-effective resource. It was kind of funny watching the light go on. She'd never thought about it.
My point is this: most companies do not communicate well internally. Data and expertise are rarely shared when it would mutually benefit the company and the customers. I usually find that the problem is not with one person or department but with the corporate culture itself. People don't think outside the box of their own department.
Posted by: Tom Vander Well | April 14, 2006 7:55 AM | Permalink to Comment