Contact Centre Transformation

Contact Centre Transformation

Evolve from a volume-management Cost Centre, to an Omni-Channel Customer-Centric Engagement Centre.

Organisational Design

Organisational Design
Build a team that coordinates and collaborates to a single CX goal

Your contact centre organisation must work holistically to the same delivery outcomes. From senior stakeholders to operational managers and front and back office staff, every level of the organisation must interact and collaborate to ensure that the customer is at the heart of everything they do. Enabling support teams must work across all reporting lines to provide the foundational capabilities and continuous improvement initiatives.

This becomes significantly important as single site contact centres grow into multi-site operations. A well designed organisation, with direct and indirect reporting lines that complement holistic collaboration and common goals is essential to the evolution of contact centre operations.

Organisational Design
Capacity Planning

Capacity Planning
Predicting customer demand so you can staff adequately to service that demand

A Capacity Planning Model (CPM) is the lifeblood of any contact centre operation. Even the best CX strategy and most innovative and lean operation, will fail if customer demand is not forecasted accurately. As forecasting variance increases, service levels are compromised or cost of service increases. We can custom build a CPM that is based on the true drivers of demand and apply historical trend analysis to refine that baseline forecast.

We will overlay the events that impact the baseline forecast and apply best practice workforce management methodology to calculate staffing required to meet service levels and optimise the scheduling of those resources.

Capacity Planning
Location Strategy

Location Strategy
Where will you capture the best resources for your contact centre?

Find the optimal location for your contact centre, by assessing the criteria that will attract the best staff to support your customers. Not only will the profile and expertise of your staff matter, the ability to scale and sustain the volume of staff will depend on multiple factors specific to the locations that we will look at for you. Our Location Assessment Process will analyse all of the important factors that you need to consider when selecting the right location.

We will assign balanced weightings to those factors and prioritise those factors that are most important to your business and your customers. We also partner with organisations who are experts at standing up a contact centre operation, once a location has been selected.

Location Strategy
Technology & Infrastructure

Technology & Infrastructure
Develop a high level technology & infrastructure architecture, aligned to your CX aspirations

Whilst our CX Technology core service will define the detailed technology components for service support (UC, CRM, WFM etc), here we will work with you to define the minimum viable product (MVP) that your organisation will need to deliver the customer experience that your CX Aspirations demand. We will work with your IT and Facilities teams to determine the infrastructure requirements to accommodate these technologies and propose a buy or build approach.

We partner with world-class technology suppliers and can also help to lead an RFP/ITT process to source and engage the best technology suppliers for your needs and within your budget.

Technology & Infrastructure
People & Culture

People & Culture
Top-down empowerment and bottom-up accountability drives passion for CX

One of the most important aspects of any transformation program is embedding the customer-centric culture and the reasons for the change. Your people are your greatest asset to being able to delight your customers. The adage, ‘Happy Staff = Happy Customers’ has been proven for many years. People are happiest when they understand the purpose, buy into it and have a passion for it. And that takes communication and engagement.

We build strong communication strategies and educate your operations in how best to utilise empowerment and accountability tools so that staff not only buy into the culture, but understand where they fit into the strategy, what they are empowered to do and what they are accountable for. An important aspect of this, is to help your staff forge a career in your organisation; so, career pathing and succession planning is an intrinsic part of what we help you to build.

People & Culture
Operational Efficiency

Operational Efficiency
Lean operations that deliver real results for customer and staff satisfaction

Achieved by robust performance management and quality assurance frameworks and bolstered by continuous improvement mechanisms, operational efficiency is all about delighting customers by providing multiple ways in which to get support and doing this in a way that reduces cost to serve. We can design and implement core processes and evolve them over time to ensure customers get the support they want, when and how they want it, whilst making sure your costs are not increasing.

Our approach is not focused on getting more and more out of your staff or compromising choice and quality of service to your customers. Our approach is about finding ways in which the customer never needs to contact you for support at all.

Operational Efficiency
Cost VS Profit Centre

Cost VS Profit Centre
Cost vs. Profit Centre? Think value for money instead

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.

Cost VS Profit Centre

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