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That will be possible only because field agents responsible for maintenance and repair will be able to update customer records from the field, acting as the eyes and ears of the organization during service calls.
Having more information about customer situations inside the call center means more first-call resolutions at the contact center and fewer truck rolls.
"We built a lot of models, and helped them understand that what was driving satisfaction was the perception of the agent, and whether the call was being resolved [the] first time," Georgesen says.
"Minimally was 'time [waiting] to speak to an agent' an important part of that experience." Draw Lines in the Sandbox The call center provides both excellent theory and practice for customer segmentation, as pressure is already high on service organizations to minimize costs, particularly for perceived low-value clientele.
Consider the approach employed by Pitney Bowes, which is currently replacing a legacy contact center hub system dating to the late 1980s with a modern, wireless, Siebel-based software system.
"At the fingertips of the 2,000 [call center] reps, we are going to have the exact environment the customer is in--not only the product types, but some of their infrastructure, the service history and replacement history of the products, [the status of] replacement parts, and billing history," Davis says.
Georgesen says that often, the "gut feeling" driving organizations to a proposed course of action is based on mistaken assumptions.
Choosing the right mix of customer information to track and analyze goes hand in hand with making the right choices about product offerings--as office supply manufacturer and distributor General Binding Corporation (GBC) learned recently.