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.
Outsourcers charge between $12 and $15 per hour for offshore agents in India, Pakistan or the Philippines, and between $25-$30 for US and Canadian voices. However, there is a way your company can get domestic voices at offshore rates, and reap a huge PR benefit in the process. By partnering with colleges and universities and employing students, you can return US jobs onshore. All it takes is vision and willingness to think outside the box.
The costs for maintaining the training inventory for the company's customer contact center are seldom if ever tracked or reported. As a result, senior management's ability to make financially sound decisions regarding the center is hampered. This is the seventh article in the "A Contact Center Primer" series for executive management teams. While directly applicable to all technology companies, the implications for Software As A Service companies will be significant.
Success in the SaaS/Cloud ecosystem requires a new approach to every aspect of software manufacturing. There is no excess margin in the SaaS model to cover organizational inefficiencies. Support can no longer be seen as a separate function; it necessarily must be a core aspect of the relationship product.