contact center
Customer serving organisations have always faced a demand dilemma. This paper lays out the reasons why contact centre strategy is changing, outlining the benefits of the different solutions out there, and provide practical guidance to how to move to a hosted or virtual model.
The contact center is being bombarded by demands for change from every angle. Drastic changes in the economy have caused everyone to rethink their buying and spending; customers are expecting service faster, better and through a diverse range of media; new regulations continue to be rolled out, affecting how operations are run; and internet technology continues to have a huge impact.
In 2010, finding the right technology partner to move contact centers into the cloud, and the right commercial model to buy those services, will be vital. This year, in particular, purchasing decisions will be under scrutiny by finance departments, regulators and investors.
The South Ayrshire Council has selected Telephonetics VIP's ContactCentre 59R ACD solution, which is a customer-focused call handling solution that effectively routes customer calls.
Unum, a provider of employee benefits products and services, has purchased the Interactive Intelligence all-in-one, IP communications software suite, Customer Interaction Center (CIC). Unum selected the Interactive Intelligence software to improve efficiencies for its distributed contact centers and work-at-home users.
InterGlobe Technologies (IGT), India-based provider of IT and BPO solutions to the travel and transportation industry celebrates the recent opening of new 500 seat BPO delivery center in Manila, Philippines. IGT has invested over US$3M in the Manila facility, and has plans to invest further in the near future.
Most contact centers have achieved acceptably good levels of performance, but the return on additional initiatives is not perceived as significant enough to pursue them. This is where analytics comes in. By using analytics to make the right decisions and optimize resources, organizations have a much better chance at cutting costs, delivering value to their customers and ultimately retaining their competitive advantage.
A focus on ‘onshoring’ and cost-cutting has held back the growth of outsourced home agents in the contact center industry, according to a new report from industry analyst firm Ovum.
In 2009, the 1823 Call Centre handled almost three million calls and over 100,000 e-mails from the public. This is triple the volume handled when the center was established in 2001. Public satisfaction with the service has never been higher and staff and services won numerous awards during the year. In late December, the center received the five millionth call.
In this expert response Donna Fluss explains why call center agents need to adhere to strict rules and regulations on the job. Managing interactions between other corporate departments is a different issue. Very often internal departments ask the call center supervisor to limit the number of people that reach out to them.
Knowledge Central Multiple
Knowledge Central
Customer serving organisations have always faced a demand dilemma. This paper lays out the reasons why contact centre strategy is changing, outlining the benefits of the different solutions out there, and provide practical guidance to how to move to a hosted or virtual model.
The contact center is being bombarded by demands for change from every angle. Drastic changes in the economy have caused everyone to rethink their buying and spending; customers are expecting service faster, better and through a diverse range of media; new regulations continue to be rolled out, affecting how operations are run; and internet technology continues to have a huge impact.
Customer serving organisations have always faced a demand dilemma. This paper lays out the reasons why contact centre strategy is changing, outlining the benefits of the different solutions out there, and provide practical guidance to how to move to a hosted or virtual model.
Enterprises that seek a successful move to virtualization have a number of hurdles to overcome. Not all are obvious. This paper identifies seven key things that you must know if your business is to be successful in virtualizing your mission-critical applications.
Operational risk is an ever-present challenge of the banking industry, inhibiting performance and reducing profits as banks need to keep adequate reserves of capital to cover potential losses. But in recent years, corporate wrongdoing, high-profile fraud and major process failures have put the dangers of operational risk – and the consequences of poorly managing it – in the spotlight. This case study looks at how Woori Bank in Korea went with analytics to reduce its operational risks.
Queensland University of Technology (QUT) is a culturally diverse Australian education provider with campuses in Brisbane and southeast Queensland. In 1989, QUT decided to partner with Oracle to deliver key elements of its information technology architecture. Download this free case study to know more.
