Home » [Update] Contact Center vs. Call Center – Why Do You Need a Contact Center | ais fibernet call center – Uptechitalia

[Update] Contact Center vs. Call Center – Why Do You Need a Contact Center | ais fibernet call center – Uptechitalia

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Intermedia Contact Center

Does your business need a contact center or a call center? And what’s the difference between the two? It’s questions like these that business owners and executives ask often. To decide which option is best for your business, it’s good to do a bit of analysis on your customers.

Think about all of the ways you communicate with your customers. There’s email, telephone, text, live chat and mail, to name a few. Now think about how your customers like to receive communications. That answer differs based on each customer. There’s the little mom-and-pop shop that still wants a paper invoice and to pay you by mailing a check. Then there’s the large enterprise that would rather visit your website and pay with ACH. To create the best customer experience for ALL of your customers, you need to have multiple ways to communicate with them and reach them where THEY want to hear from you.

So just what is a call center?  What is a contact center? And do I need one or the other? Let’s try to answer some of these questions so you can make an informed decision.

What is a Call Center?

In its simplest terms, a call center is a department of agents who receive incoming calls from customers and make outgoing calls to customers. In most instances, call centers are your customer service representatives who handle customer questions, but call centers can also provide other services like telemarketing, billing and collections and technical support. A call center can be physically located in your office or be outsourced to somewhere else. The main focus here is that call centers handle one thing: telephone calls.

What is a Contact Center?

Like a call center, a contact center is a department that handles customer communications. But, contact centers handle more than just calls. These agents can connect with customers across multiple channels, including messaging, phone, apps, text, email, social media and webchat. A contact center provides customers with a plethora of ways in which they can communicate with your business. They choose the style of interaction they like best, and agents can handle any of those types of communications. Ultimately, a contact center is about customer interactions, and it is the central point from which all customer contacts are managed.

Do I Need a Contact Center?

Whether or not you need a contact center is something only you can decide for your business. If you already have a customer service department taking phone calls on a full-time basis, then a contact center is definitely a smart move. Businesses in the following verticals greatly benefit from a move to a contact center:

  • Education
  • Healthcare
  • Retail
  • Insurance and Financial Services
  • Public Sector
  • Hospitality

First and foremost, today’s customers want to communicate with the most comfortable methods, and many customers don’t want to pick up the telephone and have a conversation. If you struggle to communicate with customers across various channels, a contact center centralizes customer interactions in one location. Contact centers provide your customers with the best customer experience based on their likes and preferences, which helps your company grow. Happy customers are the ones who buy more products from you and recommend your business services to others, and word-of-mouth is still the BEST marketing tool out there.

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Secondly, a contact center provides flexibility in operations. Contact Center Agents aren’t tied to a telephone at their work desk. They can work remotely to conduct calls, chats and emails with customers from their own smartphones.  With today’s remote and hybrid work styles, businesses can easily transition to remote operations with just a couple of clicks. This ensures your company stays running at all times. 

Finally, productivity increases exponentially with a contact center in place. You can analyze your team’s performance by agent, team or queue with real-time dashboards that show you what’s happening right now with your staff. You can also automate tasks to save time. For instance, in a healthcare setting, you can automate reminder calls to patients. An auto dealer can automate sales calls to save time and increase quotas. 

Contact Center Sounds Great! It Must Cost a Fortune!

Stop that train of thought because a contact center is likely not as expensive as you think. In most cases, you will pay for your contact center by the seat or license. Licenses vary in price based upon the level of sophistication you want from the service. On average, a seat or license can range from $20 to $150 per user. It is important to note that some contact center programs force companies to buy named seats, meaning only the person whose name is in the system can use the seat. Make sure you look for concurrent seats. These allow multiple users to have access to one seat, just not at the same time. For instance, if you have a 24-hour customer service team that works in 3 shifts with 10 people each shift, concurrent seat pricing will allow you to use the same 10 seats all day long instead of needing 30 named seats.

Typically, the more sophisticated your contact center is, the more your seats will cost. But sophistication brings in useful technologies that can really boost your business, including:

  • Multiple channel options for communicating with customers, including SMS and even social media chats.
  • Machine learning gives you true insights into customer interactions and the ability to add post-call surveys.
  • Automated campaigns that can save time for your employees – think automated school closing alerts for all parents or appointment reminders for a doctor’s office.
  • Interactive Voice Response or IVR allows callers to access data through a series of voice commands – consider telephone banking, where you might say account balance to find out how much money you have in your checking account. IVR frees up the time of customer service reps to deal with more complex issues.
  • Integrations with third-party software allow information to flow easily from one system to another and keep everyone who touches the customer informed of interactions.

As a Contact Center provider, Fraser has multiple offerings for small, medium and large enterprises to help businesses be more efficient and save time and money with customer interactions. To learn more about Contact Centers or speak to someone about a demonstration of this technology, click the button below to get started.

Get a Demo of Contact Center Scheduled!

[NEW] A Six Sigma Case Study – Tutorial for IT Call Center – Part 1 of 6 | ais fibernet call center – Uptechitalia

A Six Sigma Case Study – Tutorial for IT Call Center – Part 1 of 6

Focusing the Project

IT services is a competitive field populated with companies that all deliver important online and call center support to a variety of customers. Most IT services businesses come to realize that their clients have choices and, within the same pricing range, they gravitate to the support organization where the service is best.

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In this case study of an IT services business, benchmarking helped quantify what the business already knew – its competitive position was not totally secure. There are a number of ways the company might have responded to the challenge. While the company had built up a reasonable capability in Six Sigma, its management realized improvement was not as simple as forming a project team and turning them loose on the problem. Senior managers had learned that an important part of their responsibility as leaders is to find the issues that are well-enough defined and of a scope to be suitable for a Six Sigma DMAIC project team to take on.

After working through the benchmarks and other data and with the help of a Black Belt, they were able to distill enough clues and evidence in the top-level industry figures to select a DMAIC project they could sponsor with facts and supporting data.

Customer Satisfaction and Business Growth

Industry data was purchased from a clearinghouse that gathers a number of measures about customer satisfaction and call center technical and business performance. Comparing their company to the benchmark average and to a select best-in-class group, the company’s management team could see that customer satisfaction with their support services (gathered by an unbiased industry source) was just average or a bit below.

Figure 1: Customer Satisfaction for the Company, 2001-2003Figure 2: Customer Satisfaction for Average Companies, 2001-2003Figure 3: Customer Satisfaction for Best-in-Class Companies, 2001-2003Figure 4: Relationship of Customer Satisfaction Ratings and New Account Growth in Best-in-Class CompaniesFigure 5: Support Costs Per CallFigure 6: Model Characterizing the Influence of Call Center

The comparison of the company’s customer satisfaction ratings (73 percent on a 100 percent standardized score), with the “average” companies in the same sector (76 percent) and “best-in-class” competitors (87 percent) showed management it had work to do.

The evidence also supported the important business contention that customer satisfaction (CSat) can be a driver of new account growth. Figure 4 illustrates that the range of customer satisfaction ratings for best-in-class competitors tracked with about 75 percent of the changes in new account growth. That was evidenced by the R-sq. value in the linear regression that was plotted. Senior managers knew that the relationship didn’t “prove causality” but, together with their business sense, they saw this as an indicator that customer satisfaction shows up on the bottom line.

Support Costs Per Call, Per Client

The benchmark data indicated customer satisfaction and business growth do not have a direct relationship to support costs per call. So the companies with the best customer satisfaction and best business growth do not spend the most on support costs per call. In fact, the support costs of $26 per call for the best companies and $30 for the average are lower than the case study company’s cost per call of about $36 (Figure 5).

A model was built to check the feasibility of focusing a DMAIC project on call center service measures (Figure 6). In the figure, the Y, or NewAcct, is new account growth during the benchmark period (as a percent of sales). The Xs are:
Transfer = Average number of transfers (to different agents and help systems) during a service call.
Wait Time = Average wait time during a service call.
Service = Average service time during the call (the time spent getting the answer to the question, problem solving advice, etc.).

See also  #10คู่ตัวเลข ท้ายเบอร์มือถือสุดปัง #เสริมความมั่งคั่งร่ำรวย เงินไม่ขาดมือ | อ.แมน พลังเลข | เบอร์ คู่ มงคล

Obviously the company would like to have seen a better model-fit than the 62 percent R-Sq seen here. Realizing, though, that many factors play into account growth, the senior leadership felt that the model showed enough linkage to the process factors that pursuit of the project was feasible.

Since the company’s senior managers had ready access to wait time benchmark data, they checked their company’s performance against the industry (Figures 7, 8 and 9).

The wait time review indicated that, indeed, the company was behind the industry norms. This, and the model indication that wait time could be an influential factor in customer satisfaction and new account growth (Figure 5), helped the senior managers see that a DMAIC team focused on improvement in this area could be worthwhile.

Figure 7: Call Wait Times for the Company (Median 4.5)Figure 8: Call Wait Times for Average Companies (Median 4.0)Figure 9: Call Wait Times for Best-in-Class Companies (Median 1.6)

The company could see a strong indication that a DMAIC project to reduce support costs should be quite doable – and should return significant dollars to the bottom line. Management also could see that the DMAIC team should look for the improved customer experience connected with reduced wait times and service times to improve new account growth – bringing dollars to the top line.

The company assigned a Champion from its leadership team to take responsibility for the new project and identify a team leader and key team members. The team was given its top level goals and scope – to reduce support costs while improving new account growth. The work with the benchmark data was helpful in orienting the team to the project rationale. The team began working on their project charter.

Part 2 is about the project charter and the Define phase.

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How to: Check data balance and find your phone number on AIS 12Call


How to for AIS 12Call prepaid users. With 545 you can get your phone number. With 121 you can check your balance and data package balance.
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\r\r◆ Bharti Airtel’s successful practice: \”How to quickly build fixed networks by reusing existing wireless infrastructure\”\r\r
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A Webinar Recording:Innovative FMC  Solution Help Mobile Operators to Quickly Build Fixed Networks

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