In many organisations, contact centre operational costs are seen as a necessary evil. Much better that contact centres become profit centres. And in an organisation that actively sells products and services, engaging contact centre operations to enhance sales is a viable strategy. However, the cost to serve can mitigate profit centre activities and in many organisations (public sector for example), there is no opportunity to generate sales and revenue at all. Contact centres are a direct cost line item. In both cases however, taking a Value for Money approach can provide a different way to manage the cost vs profit centre conundrum.
In the former case, value for money can mean engaging customers who want support in a way that helps them to find alternative products and services that better meet their needs. It might also mean identifying ways in which we can avoid needing to provide customer support altogether (through proactive “presumptive support processes”). That in itself could increase share of wallet and brand loyalty.
In the latter case, adopting an educational support methodology drives a lower propensity for the customer needing to contact you again in the future and this drives value for money and a lower cost to serve. We can fully assess the nature of your customer enquiries and design a customer contact strategy that delivers Value for Money.