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Contact centres admit to customer data failings

15th Jul 2011
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A mere one in five businesses believe they are exploiting their customer data to the full, even though four fifths acknowledge that such information could be used to develop better products and services.

A survey among 80 senior customer service and contact centre managers undertaken by the Customer Contact Association and sponsored by analytics system provider Verint Systems revealed that a huge 79% that felt they could glean more useful insights from the way that the organisation interacted with customers.
But all too many of the respondents evaluated their customer service activities in negative rather than positive ways. While some 87% used call abandonment rates, 79% call waiting times and 63% their complaints procedure as key metrics, they were less inclined to measure the impact of social media input in order to use it to greater effect. Such input included insights into how customers were feeling and suggestions for making things better.
Anne Marie Forsyth, the CCA’s chief executive, said: “When it comes to the customer experience, it’s no longer sufficient to draw conclusions from structured data and simple metrics alone. Organisations dealing with today’s complex, rapidly evolving communications environments must adopt new strategies.”
This meant that they needed to gather, analyse and interpret all of their customer data in order to extract intelligence that could be used to take business decisions, improve the customer experience and deliver on growth and profitability objectives, she added.
But the study also showed that there was a disconnect between customer service and the rest of the business. Only 42% of respondents believed that their board understood the function, with just under half indicating that executive compensation was not linked to customer satisfaction metrics.
But one out of three of those questioned was also unable to quantify the financial savings gained from a 10% reduction in the amount of calls taken by contact centre agents.

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By sheaj
15th Jul 2011 09:52


Cath, I agree that there is so much data available within customer service organisation that I like to call it "The Swirl". Every customer contact is made thorough a technology driven medium which allows us to record every single piece of data imaginable for phone, email, chat, IVR, SMS, Twitter, Facebook and who knows what else. To make sense of this you have to prioritise!

Usually management will take one of two approaches to handling this data:
One is the data driven approach where you start by peering into the maelstrom of data and try to figure out what the [***] it’s all about. This is nuts as everyone will have their own opinion on what’s important based on what they prefer to look at and what they can understand. 


The seconds is the "What do we need to achieve" approach where management agree on the operational priority, be that overall minute reduction, repeat contact reduction, improving customer satisfaction, increase sales or reduced churn etc. Using your priorities as the starting point you then decide what info you actually need to look at - and forget the rest!!

A knowledge management team that understands the issues and structure their support accordingly can avoid the worst of the swirl




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