You know how it is, it’s Monday morning, more calls are coming in than were expected, not all of the staff have arrived or logged on yet and your customer service goals are already unachievable…

For the customers calling its equally as bad – they’ve worried about their problems and issues over the weekend, they’ve called you as soon as they could and now they are waiting in a queue with no idea when they’ll be answered and if that person will be able to assist them.

On top of all of this, the telephony technology supporting the call center is ageing, antiquated, inflexible and costly to keep updated and running.

You are in the contact center ‘Perfect Storm’!

  1. The Customer Experience

When the contact center is in a storm it’s normally the customer who suffers the most. Long wait times that lead customers to try other routes that lead to more transfers. Repeat calls that lead to busier associates who are stressed and pressured to spend less time on calls which then drives more repeat calls…

The value generated by improving customer experience has always been difficult to quantify but recent research points to the impacts on repurchase, loyalty and recommendations to friends and family.

Some great research by the Temkin Group in 2012 now enables us to quantify the difference between dealing with a company that delivers a good customer experience and one that doesn’t, customers are:

  • 18.4% likely to buy more
  • 19.2% less likely to leave and
  • 19.5% more likely to recommend to others

This is a significant difference!

  1. The Cost to Serve

In the ‘Perfect Storm’ the contact center suffers too. The call patterns are often unbalanced and without a truly virtualized ‘self balancing’ routing strategy, inefficiencies can lead to some staff members being over worked while others can take it easy. This can lead to under utilization of resources by up to 15%.

Customers caught up in the ‘storm’ often want to ‘vent’ their frustration adding 10’s of seconds to each call but more worryingly impacting the moral of the associates leading to higher levels of frustration and ultimately staff churn.

All of this adds to the Cost to Serve.

  1. The Total Cost of Ownership

The infrastructure to support the contact center is often aging based on ‘old fashioned’ ACDs that are expensive to support and maintain.

This infrastructure is not built around leading edge architectural principals that utilize open standard protocols like SIP or use industry standard hardware and operating systems.

They often can’t support enterprise architecture strategies and service oriented architectures to deliver ‘universal queuing and routing’ across all customer contact channels. All of which could be delivered at a reduced Total Cost of Ownership of as much as 30%.


In times of ‘storm’ the natural reaction is to ‘batten down the hatches’ and try to weather it out. In the contact center ‘perfect storm’ it’s unlikely to get better soon.