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Analytics Contactcenter trends in 2025: Six key takeaways from the State of the ContactCenter report Share The contactcenter industry is at a crossroads. Customer expectations continue to rise, workforce challenges have intensified, and contactcenters are innovative AI solutions to help them keep up.
The most effective leaders focus on the contactcenter’s opportunity to create value for customers and the organization. There are three levels on which contactcenters can create value. They include efficiency, customer satisfaction and loyalty, and strategicvalue.
Any part of the organization that interacts directly with customers has the potential to create value on three distinct levels: efficiency, customer satisfaction and strategicvalue. Level three leverages customer intelligence to deliver strategicvalue to the organization.
Delivering effective customerservice is not a program, a back office function or an initiative – it’s a way of doing business that produces value for customers and the organization.
Some of the most common uses of AI have been game changers: Virtual assistants like Siri guiding us on our way and finding information in an instant Fraud detection from our financial institutions Medical diagnoses and healthcare Contactcenters are no exception and stand to gain significant business and operational benefits from AI.
There are three levels on which effective customerservice creates value: efficiency, customer satisfaction and loyalty, and strategicvalue. Only a small percent of organizations harness the true strategic potential of the insight that comes from customerservice.
Customerservice initiatives have enormous potential to improve customer experience and boost strategicvalue. For example, customerservice can provide the broader organization with powerful insight on customers, products, services and processes.
There are three levels on which effective customerservice creates value: efficiency, customer satisfaction and loyalty, and strategicvalue. Only a small percent of organizations harness the true strategic potential of the insight that comes from customerservice.
The most effective leaders focus on the contactcenter’s opportunity to create value for customers and the organization. There are three levels on which contactcenters can create value. They include efficiency, customer satisfaction and loyalty, and strategicvalue.
One of the most important leadership priorities in today’s economy is to ensure that your customercontactcenter delivers maximum strategicvalue to your organization.
One of the most important leadership priorities in today’s economy is to ensure that your customercontactcenter delivers maximum strategicvalue to your organization.
Customerservice initiatives have enormous potential to improve customer experience and boost strategicvalue. For example, customerservice can provide the broader organization with powerful insight on customers, products, services and processes.
One of the most important leadership priorities in today’s economy is to ensure that your customercontactcenter delivers maximum strategicvalue to your organization. That, in turn, is what will get you the support you need from colleagues across the organization.
Today, contactcenter leaders who embrace the cloud are quick to see its benefits – powering engaging customer experiences while positively impacting business outcomes. As contactcenters continue to become drivers of business growth, there are significant quantitative and qualitative results to consider.
There are three levels on which effective customerservice creates value: efficiency, customer satisfaction and loyalty, and strategicvalue. Only a small percent of organizations harness the true strategic potential of the insight that comes from customerservice.
Communicate the strategicvalue of the individual – engaged people go above and beyond what is expected of them because they feel part of a purpose larger than themselves. For example, today’s customerservice departments have a powerful role to play in sharing best-practice principles with the rest of the organization.
Empirix , an Infovista company and leader in contactcenter testing and experience assurance, has announced a major expansion of its partner strategy that aims to transform the business to a 90%+ channel centric vendor within 5 years. billion by 2024 at Compound Annual Growth Rate (CAGR) of 29%. About Empirix.
One of the most important leadership priorities in today’s economy is to ensure that your customercontactcenter delivers maximum strategicvalue to your organization. That, in turn, is what will get you the support you need from colleagues across the organization.
One of the most important leadership priorities in today’s economy is to ensure that your customercontactcenter delivers maximum strategicvalue to your organization. That, in turn, is what will get you the support you need from colleagues across the organization.
One of the most important leadership priorities in today’s economy is to ensure that your customercontactcenter delivers maximum strategicvalue to your organization. That, in turn, is what will get you the support you need from colleagues across the organization.
Brad Cleveland is a legend in the customerservice and customer experience space. Not merely a thought leader, but an action leader, who has helped shape how customerservice and customer experience leaders think, practice, and evolve to do incredible work in the spirit of humanity and business.
Successful contactcenters have transitioned from a rote focus on handling contacts to becoming powerful engines of customer loyalty and strategicvalue.
Transforming CustomerService: The Evolution of ContactCenter Outsourcing In the rapidly evolving business landscape, where technological innovation outpaces traditional business models, the contactcenter outsourcing industry is undergoing a monumental shift.
Dedicated voice specialist, Red Box , today announced a new integration partnership with RingCentral , a leading provider of global enterprise cloud communications, collaboration, and contactcenter solutions. ” About Red Box.
Organizational success and long-term growth primarily depends on customer satisfaction and loyalty, and customerservice has always supported corporate growth by keeping customers happy and ensuring their ongoing loyalty. No company can afford to be a customerservice laggard. Staffing Adjustments.
Brad discusses 7 categories of measures every contactcenter should have: Forecast accuracy, schedule fit and adherence, service level, quality, employee satisfaction, customer satisfaction and loyalty, and strategicvalue.
Brad discusses 7 categories of measures every contactcenter should have: Forecast accuracy, schedule fit and adherence, service level, quality, employee satisfaction, customer satisfaction and loyalty, and strategicvalue.
RapportBoost to Showcase New Chat Sales Boosting Platform at Booth #318 at ICMI ContactCenter Demo Nov. – Company to showcase new chat sales boosting SaaS product and celebrate inclusion of Heidi Rote with valued client Jenny Craig USA in the organization’s 2018 “Movers & Shakers” list – Los Angeles, CA.
Successful contactcenters have transitioned from a rote focus on handling contacts to becoming powerful engines of customer loyalty and strategicvalue. Find out more about the three levels on which contactcenters can create value in a recent Lynda.com course video that I recorded.
Successful contactcenters have transitioned from a rote focus on handling contacts to becoming powerful engines of customer loyalty and strategicvalue. Find out more about the three levels on which contactcenters can create value in a recent Lynda.com course video that I recorded.
” Everybody knows … Continue reading → The post The Best-Managed ContactCenters: #1 – They Produce High Levels of Value appeared first on Brad Cleveland. It takes many forms: pride of workmanship, a feeling of community, good planning, coordination and the willingness to make the “extra effort.”
The contactcenter “clicks.” It takes many forms: pride of workmanship, a feeling of community, good planning, coordination and the willingness to make the “extra effort.” ” Everybody knows what the mission is and everybody is pulling in the same direction. ” While there are a …
So, hello everybody, I’m of the particular generation that I was involved in the very first wave of contactcenters here in the UK, which in timeline terms, was the early ’80s. We were involved in building our own little contactcenter practice. So, I do find myself working as far as that’s concerned.
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