Waves of change have disrupted contact centers
with deep and lasting impact.
Experience Driven
Agent retention
Remote Work
Eroding Loyalty
Omni-channel
More Technology
Economic Uncertainty
These changes are creating
a decision-making 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 align CX goals with cost reduction objectives.
Being Challenged
30 – 45% average
agent turnover
Under Pressure
33% average annual
productivity loss
productivity loss
Performance Capped
±3% average change in CSAT
since 2018
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:
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?
- 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?
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?
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!
