How the Cloud-Based Contact Center and Business Intelligence Improve Monthly Call Center Metrics

Keeping in touch with customers usually reigns as a top concern for any organization, be it a B2C, B2B company or nonprofit. Regular communication keeps brands “top of mind” and often delivers greater customer satisfaction and loyalty.

But that’s where the challenge comes in. Customers want “right-now” communications that cater to their interests and personalities. Organizations desire to meet the demand, but they face pressures like customer satisfaction ratings, annual budgets, sales quotas, and TCPA compliance concerns.

To overcome the obstacles, brands should seek solutions that put your goals and metrics in the spotlight to keep your mission on track. In this blog post and its sequel, you will discover how TCN accomplishes the aim by 1) working across organizations and 2) employing technology to strengthen TCPA compliance.

Executives: Vice President of Operations
If you reside in an executive position, your concerns typically are big picture and long-term. A technology investment in cloud based contact center technology must pay a return. It should increase operational efficiency, which decreases operating costs and minimizes bottlenecks.

The secret to influencing the top and bottom lines resides in two actions. Firstly, set key performance indicators and actively track those metrics. Secondly, pull and compare multiple datasets in an easy-to-read, high-level view via clear, accurate dashboards. Using TCN’s business intelligence (BI), a value-add feature found on the TCN 3.0 Platform, you can quickly measure nearly anything: if you want to know whether communications achieve TCPA compliance or how predictive dialer software affects agent efficiency, sales numbers, and customer loyalty, business intelligence is the best way to gain that knowledge.

Managers: Dialer Manager and Chief Technology or Information Officer
For people who hold management positions such as dialer manager or chief technology officer (CTO), the concerns vary but tend toward short-term instead of long-term. A dialer manager, for example, cares about people analytics and day-to-day results. They want to know whether agents arrive on time and “sit in the seats” for the duration of a shift. They also want information about how many calls agents make and receive, hold times, and first call resolution rates.

CTOs, by contrast, primarily focus on technology processes and business assets. They aim to align the two to ensure business goals, which may include overall productivity and efficiency, are met. These individuals also often set corresponding key performance indicators (KPIs). However, they do more than set the metrics; they also review them in order to drive change and improve operations across the organization.

TCN’s business intelligence aids both sets of people. With it, dialer managers gain perspective on daily workflows. CTOs, in turn, see how those workflows impact business goals. Their information doesn’t exist in silos; the two groups combine the data to understand how people, technology, and business metrics dovetail.

And such comprehensive knowledge is powerful. People in executive and middle management receive the ability to hypothesize and test solutions to resolve existing inefficiencies or meet business goals. As they do so, they don’t guess at impact. No, they look to business intelligence to see, in real time, what works and what doesn’t.

Would you like to learn more about the transformation from legacy systems to the digital world of business intelligence? Download TCN’s eBook “Fred Flintstone vs. George Jetson: 6 Reasons Call Center Execs are Moving from On-Premise Solutions to the Cloud” today.