Many companies these days want to be perceived as being "Customer Centric." The rewards of customer loyalty supposedly to be gained through attaining such status certainly seem impressive. It's understandable that senior management teams and contact center executives would want to jump on the bandwagon and talk of customer centricity initiatives of their own. Unfortunately, the moves being made and the path being followed are mostly transaction centric rather than truly being about a mutually profitable and therefore continuing relationship between company and customer.
Despite the advances in contact center technology, especially the new and highly configurable On Demand / SaaS systems, the cost for implementation of the tools can still be a significant if not the major portion of the total budget. Why? It's typically not the fault of the implementation firm; they deliver what they are asked to produce. The problem is at the customer end of the deal, where system specifications are done without regard to overall corporate profitability goals.
Depending upon who you talk to, and how you define it, the failure rate for selecting and installing customer contact center technology can range between sobering and terrifying. The ultimate outcome can include anything from expensive "shelfware" that was bought and implemented but never used to tools that cost more than expected while returning less than the hoped-for benefits. And everything in between. With all that has become known about the perils of the Vendor/Product Selection process over the past 20 years, why do most procurement projects go awry?
The call center or customer contact center benchmarks that count are those directly tied to profitability. Net Promoter Scores, FCR (First Call Resolution) and other trendy measures are only numbers; what matters is the percentage of customers who actually do recommend you to their friends and where the result is new sales and repeat customers.