Omer Minkara - VP & Principal Analyst, Aberdeen
2 minute read
By Omer Minkara - VP & Principal Analyst, Aberdeen
Posted in Customer Engagement
Aberdeen’s survey of 445 global contact centers indicates that only 57% of contact centers have an established process to regularly capture voice of the customer (VoC) data and gauge how they fare in meeting and exceeding customer expectations.
Our research shows there are four key areas contact centers can focus on to drive significant benefits from VoC programs. In my last post, we examined 1. Understand & Evolve Addressing Customer Needs, and 2. Optimize Customer Journey Management. Today we’ll look at agent performance and contact center management.
While improving customer experiences is the leading goal for contact centers, they can’t keep their focus away from driving efficiency, as handling customer needs efficiently is a prerequisite to meet and exceed customer needs. To this point, analyzing VoC data also helps contact centers with direct user feedback on how agents address customer needs. Those insights can be used to identify individual coaching and training opportunities for agents. They can also be used to determine top performing agents based on their ability to generate positive customer satisfaction rates. Firms can then use this information to develop a profile of ‘ideal’ agents that deliver top-notch customer experiences, which can be applied to hire new agents and train existing ones to develop similar skills and learn similar knowledge needed to boost customer satisfaction results. Aberdeen’s The Intelligent Contact Center study published in 2018 shows that Best-in-Class contact centers are 45% more likely than their peers to have this capability.
Combining VoC data with operational data such as average handle times and first contact resolution rates, and customer data such as demographics, purchase patterns etc., helps unlock significant potential for contact centers. Among the many opportunities this integration presents is the ability to identify how existing business processes—such as routing—influence customer experiences. For example, by analyzing VoC data, contact center leaders may find that customers routed to agents with certain skills are more likely to complain about their needs not being addressed—which is validated through the number of repeat contacts from the same clientele. This would then enable redesigning routing workflows to connect the customer to the right agents who are equipped to address the buyer’s needs.
If you have an existing VoC program in your contact center, we recommend that you gauge how it stacks up against the Best-in-Class by observing the key pillars noted in our posts. If you don’t yet have a VoC program, consider how these concepts can help return investment in your contact center.
VP & Principal Analyst
Contact Center & Customer Experience Management, Aberdeen
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