CONCENTRIX
Most conversations about the contact centre today focus on cost, instead of its contribution to customer experience, loyalty and growth. This presentation shows the difference.
The chart traces five eras in how brands have grown. The crossover between 2016 and 2020 is the period in which acquisition cost rose past the cost of building retention capability, and the acquisition-led growth model stopped working. The Experience era that followed has split organisations into leaders, who began building retention capability before the crossover, and laggards, who have not yet started.
For the contact centre to grow into a profit centre efficiently, optimisation and growth have to be planned together. The chart shows what that looks like across five years, and what happens when optimisation is planned alone.
The impact on people in the contact centre depends on the chosen path. The four tabs show what the workforce looks like under each path, the shift required to move from today to the future, and the risks each path brings.
The technology choices follow from the strategic choice. The first two tabs show what each technology stack looks like across seven domains. The third tab names the four structural levers that have to move to shift from one stack to the other. The fourth tab names the risks each path carries.
The operations dimension covers how the contact centre actually runs day to day. The first two tabs show eight operating disciplines on each path. The third tab names the cross-cutting levers that have to move to shift from one operating model to the other. The fourth tab names the risks each path carries.
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