Collaboration investment delivers massive return
Net savings of over $4M over a 5-year period.
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Traditionally, contact centers are seen and operated as cost centers, hence the focus on operational efficiency and efficiency metrics such as AHT or Occupancy Rates. Even if the center provides revenue, it may still not be considered a strategic asset for the organization! If the center is not viewed as a strategic asset, why would the organization want to invest in it?
What if we could bring added value (outside of increased revenue or reduced costs) to your organization? What is it that a contact center can contribute to the organization that would be considered ‘Value-Add’? In general, companies value contributions to:
In order to deliver these, contact centers need to focus not only on the Operational Excellence (Core processes) but also on ‘Value-Add’ processes. These are the processes that leverage the unique position of a contact center so that it becomes a strategic asset for your organization.
As the contact center industry continues to mature, it becomes more and more important to invest in and continue to improve these Value-Add processes. Focusing solely on Core processes (Operational Excellence) is a one-way street that reduces the value of the contact center (real and/or perceived) in the eye of the executives, while Value-Add processes can turn the contact center into a true strategic asset.
Collaboration investment delivers massive return
Net savings of over $4M over a 5-year period.
Learn MoreTangible financial impact through CX investment
Increased revenues by 12% in the first year.
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