CUSTOMER EXPERIENCE
BY NATE BROWN, METRIC SHERPA
ILLUSTRATION PROVIDED BY ADOBE STOCK
BALANCING HIGH-VALUE CUSTOMER INTERACTIONS WHY A VALUE-DRIVEN QM APPROACH IS BEST.
Contact center leaders are in a tough place. Executives demand faster results, happier customers, and shrinking budgets. It’ s a high-stakes juggling act: chasing efficiency without sacrificing connections.
But what if the problem isn’ t the pressure itself?
What if it’ s the way we are defining success?
The trap of viewing the service function as a cost center is not a new one. So many executives seem programmed to think this way and are overly focused on cost reduction and efficiency.
16 CONTACT CENTER PIPELINE
This can be a hard escape room to get out of.
In helping to establish multiple contact centers, there is one especially powerful method I’ ve used to extract them from the confines of these conflicting corporate directives. And that is to measure the larger strategic value of meaningful customer interactions.
Unfortunately, the concept of“ value” can be difficult to measure. The vast majority of common metrics we use to measure customer service / contact center performance are insufficient or misleading:
• Average handle time( AHT) tells us how quickly we handled an interaction, but not if the interaction was helpful or valuable.
CONTACT CENTER LEADERS ARE IN A TOUGH PLACE... BUT WHAT IF THE PROBLEM ISN’ T THE PRESSURE... WHAT IF IT’ S THE WAY WE ARE DEFINING SUCCESS?