I often read and hear today that social media is the new channel for marketing and customer service channel and also that companies must improve customer satisfaction to survive (I agree with the second proposition). Several observers have put the two ideas together and concluded that in the future all marketing and customer service will happen through social media – that I don’t agree with. My research shows that most customer interactions occur through a contact center or on a customer...
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Topics:
Social Media,
Operational Performance,
Analytics,
Business Intelligence,
CRM
The advent of cloud computing and renting of applications has provided another realm of opportunity for applications software vendors. Infor, which already is the third-largest in the world, is taking advantage of it. Infor announced Infor24, an initiative to bring its role-based applications into the cloud. It will use the Infor ION platform that supports other new Infor applications, including one for hospitality that my colleague recently discussed (See: “Infor Simplifies Hospitality...
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Topics:
Supply Chain Performance,
Enterprise Applications,
Operational Performance,
Business Performance,
Cloud Computing,
Infor
One often-cited approach to improving the performance of contact centers and customer service agents is skills-based routing. This involves tagging data about the skills of individual agents – for example, languages spoken, training courses passed or the ability to handle well a particular type of call – and using a call-routing system to deliver calls to an extension where an agent with the requisite skills has signed in and is available. Identifying the required skills typically is done by an...
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Topics:
Human Capital Management,
Call Routing,
Operational Performance,
IBM
I have often seen evidence that contact center agents’ performance is strongly influenced by the key performance indicators managers use to judge, and often reward, their performance. In one extreme example I found that agents in a high-value-customer service center were rewarded if they kept the average call-handling time below two minutes. This sounded positive until I uncovered the common practice of agents dropping calls as soon as they reached two minutes, regardless of whether the...
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Topics:
Human Capital Management,
Uncategorized,
Call Center,
Snowfly
Managing large volumes of enterprise data continues to challenge IT organizations as they deal with administration and storage of no longer just terabytes but now petabytes of data and costs increase accordingly. This massive size of data complicates the underlying issues of where and how to store it easily in low-cost hardware and manage the data efficiently. One attempt at a solution is Hadoop, an open source community-based project. It began as part of Yahoo and was led by Doug Cutting, who...
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Topics:
Cloudera,
Information Management,
Data,
Strata+Hadoop
The demand for access to business information and applications through mobile technologies such as the Apple iPhone and iPad, devices running Google Android or using RIM Blackberry is surging as consumer preferences and behavior spill over into the business workforce. The massive growth of adoption of these technologies around the world as consumers seek instant access to information has many business managers wondering how to benefit from the trend. The drive for mobility is part of the 2010...
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Topics:
Mobile,
IT Performance,
Operational Performance,
Business Intelligence,
Business Performance,
Mobility,
Digital Technology
The proper management of data is ever more important and complex. Business people must have easy access to data from all over the enterprise, but unguarded access and distribution may enable users to bypass the IT organization’s rules for data management, copy and paste whatever they like into spreadsheets and share it in uncontrolled fashion. Firm control of enterprise data requires policies and practice for governance, yet our benchmark research found that only 12 percent of organizations are...
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Topics:
Master Data Management,
MDM,
IT Performance,
Data Governance,
Information Management,
Kalido
At its Business Analytics and Optimization (BAO) analyst summit in Washington, D.C., IBM provided direction on the state of its software and services in this category of business technology. This annual event goes back to 2005 when IBM started making BAO-related software acquisitions in earnest. I have written before about IBM’s focus on analytics and optimization (See: “IBM Fuses New Generation of Analytics for Deeper Business Optimization”), but I want to point out the company’s focus is not...
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Topics:
Operational Performance,
Business Analytics,
Business Intelligence,
Business Performance,
IBM
To help sales teams to maximize their value to the company, sales operations and management must find the right balance of compensation and incentives to motivate them to achieve their quotas. To do this requires the ability to design compensation plans that take into consideration products, territories and accounts and of course the number of customers and prospects. Sales managers also need flexibility so they can build plans that align to sales objectives and realistically evaluate the...
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Topics:
Sales Performance,
Sales Compensation,
Operational Performance,
Sales Performance Management,
Varicent
In today’s world, without information there is no business. That is, without having the right information and making it available to the right people at the right time, an organization cannot be fully informed, make the right decisions and act on them, and compete effectively enough to survive and prosper. That much is a given. Finding ways to ensure that an organization’s information is available, timely and in the right form is a complex, ongoing process; I call it the ”secret sauce” that is...
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Topics:
IT Performance,
Business Intelligence,
Information Applications,
Information Management,
Data,
Information Availability