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Enterprise Workforce Optimization - Taking a Closer Look

Anil Chawla, Managing Director - EIS, Verint Systems India
Tuesday, July 12, 2016
Anil Chawla, Managing Director - EIS, Verint Systems India
Verint Systems (Nasdaq: CRNT) sells software and hardware products for security, surveillance and business intelligence domains to assist clients in analyzing large amounts of data. The company currently has a market cap of $2.07 billion.

Enterprise Workforce Optimization offers organizations a comprehensive way to capture, evaluate, manage and analyze omni-channel customer interactions across customer service operations in the contact center, branch and back office. As customer expectations evolve, so must the approach that your organization takes to deliver service. Customers want consistency, whether they use the contact centre, the branch, social media or self-service channels. To excel at multi-channel service, your organisation needs to ensure that all channels operate in a single, virtual service arena. Only through a streamlined CRM and workforce optimization strategy can you offer a consistent customer experience. With interactions taking place across various communication channels and organizational touch points, it no longer makes sense to manage service delivery in functional silos. You need an enterprise approach to customer service, with the ability to manage the employees who are part of the service delivery process, regardless of their department or functional area.

Although many enterprises work hard to deliver a quality customer experience, they're often hampered by the different systems, applications, people, and processes that play a role in delivering service. And while the contact center, branch, or remote office is typically the focal point of customer anger when things go wrong, in reality, a break or disconnect anywhere in the customer service value chain can impact the customer experience, no matter how flawlessly the other parts of the chain have performed.

Sometimes, these breaks are obvious; when call volume in the contact center spikes because a product recall has been announced or a dividend payment delayed. But there are other, more subtle breaks that can be difficult to detect by traditional quality monitoring processes - an automated notification system fails to work properly, prompting customers to call the contact center to check on the status of their orders. Or perhaps the limited hours of operation in the service center causing customers to defect to a competitor whose hours are more favorable.

Situations like these can have repercussions that are seldom good for business. Customers may become angry and defect. Or an increase in contact volume might strain staffing resources to the limit, upsetting customers and employees alike, and the addition of temporary staff to handle the workload may eat-up profits.


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