Financial Crisis

“Leadership needed a path forward. We have to understand the financial cost of getting work done if we’re going to achieve any revenue increase and cost reductions.”
— Chief Information Officer

Waves of change have disrupted contact centers
with deep and lasting impact.

Experience Driven

Agent retention

Remote Work

Eroding Loyalty


More Technology

Economic Uncertainty

These changes are creating
a financial crisis that cannot be solved*

*Per Contact Center, CEO, CFO, CIO, COO’s with an average 30 years experience.

The problem is traditional metrics cannot measure CX financial efficiency, and this leads to poor decisions.

Being Challenged

30 – 45% average
agent turnover

Under Pressure

33% average annual
productivity loss

Performance Capped

±3% average change in CSAT
since 2018

Why Aren't Traditional Metrics Enough for Today's CX Centers?

Generalized Results

Averages have always been the rule, but they’re not enough for today’s CX centers:

  • they make everything look equal
  • they include variables that cannot be controlled

Today’s CX centers need controllable intelligence that explains how well customers are served, but also how financially efficient service is delivered.

For example, how much value did the contact center deliver this month, and for every $1 of value generated, what did it cost? $0.50,  $1.50, why?

In less than 3 minutes, who are your top and bottom performers in terms of ROI this week and month?

Limited Financials

Today’s contact center financial measures are indicators without usable meaning.

It’s for this reason the C-suite or other non-contact center leaders will take a leading role in setting contact center budgets.

How do you prove to the CFO and other leaders you’re spending money smarter than anyone else?

How do you prove you couldn’t have achieved results for 30% less cost per call / minute / customer?

Do you have the leading seat at the table when it comes to setting contact center budgets? Or are you reacting?

Incompatible Results

While contact centers have more than 30 metrics to measure performance, they also suffer from the most false positives and negatives.

With so many measures, it’s almost impossible for contact center leaders, “to see beyond what they know”.

For example, an agent is given a raise for good performance, and now their cost per contact increases. Do you create custom weighting for everyone?

Or more customers call, so the average cost per customer / call / minute / second goes down. Is that a function of managed performance?

go beyond traditional metrics

WiserOwl provides a financial view of your operation without impacting data privacy issues in 30 days or less. Don’t lose your next big decision!