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New Survey: Putting a Price on Happy Customers

A new survey by LogMeIn, Inc. and market research firm, Ovum, reveals a shifting mindset among telecommunications operators when it comes to measuring the success of their contact centers and help desks. Covering large customer care organizations in the US, UK, Canada and Australia, the survey found that customer satisfaction metrics now exceed traditional cost savings and efficiency metrics, like average handle time (AHT) and first call resolution (FCR), as the primary gauge of contact center success. And nearly 70 percent cited investments in online technologies, including live chat and social media, as key contributors to boosting customer satisfaction.

Key findings include:

  • 90 percent of respondents are measuring the success of their service and support organization based on customer satisfaction metrics


  • 62 percent cited customer satisfaction as the number one priority for their contact center today, outranking average handle time and first call resolution metrics, with that number expected to grow 11 percentage points to 73 percent within the next two to three years


  • 69 percent of organizations cited investments in online customer engagement channels -- live chat, social networks, forums, etc. -- as key contributors to improving customer satisfaction


  • 69 percent of respondents quantify or are actively in the process of quantifying direct financial benefits of improved customer satisfaction


  • 30 percent of the organizations surveyed have adopted Net Promoter Score (NPS) as a philosophy -- NPS is an industry standard measure around the likelihood of recommending a company, product or service to colleagues or friends

  • [Full Article]   Mar-04-2012

     

    Hiring Managers Share the Most Memorable Interview Mistakes in Annual CareerBuilder Survey

    In a labor market where a single open position can receive resumes from dozens, even hundreds of hopeful applicants, just getting to the interview stage is an accomplishment for many job seekers. But once one lands the elusive interview, what are the sure-fire ways to make the wrong impression?

    In a nationwide CareerBuilder survey conducted by Harris Interactive among more than 3,000 employers, hiring and human resource managers were asked to rate the biggest mistakes candidates make during interviews and share their most unusual interview memories.

    Most Harmful Common Mistakes Hiring managers say the following are the mistakes most detrimental to your interview performance:

  • Answering cell phone or texting: 77 percent

  • Appearing disinterested: 75 percent

  • Dressing inappropriately: 72 percent

  • Appearing arrogant: 72 percent

  • Talking negatively about current or previous employers: 67 percent

  • Chewing gum: 63 percent


  • Most Unusual Interviews

    Several thousand hiring managers shared their most memorable or unusual interview experiences. Here are some of the highlights:

  • Candidate brought a "how to interview" book with him to the interview.

  • Candidate asked, "What company is this again?"

  • Candidate put the interviewer on hold during a phone interview. When she came back on the line, she told the interviewer that she had a date set up for Friday.

  • When a candidate interviewing for a security position wasn’t hired on the spot, he painted graffiti on the building.

  • Candidate wore a Boy Scout uniform and never told interviewers why.

  • Candidate was arrested by federal authorities during the interview when the background check revealed the person had an outstanding warrant.

  • Candidate talked about promptness as one of her strengths after showing up ten minutes late.

  • On the way to the interview, the candidate passed, cut-off, and flipped his middle finger at the driver who happened to be the interviewer.

  • Candidate referred to himself in the third person.

  • Candidate took off his shoes during the interview.

  • Candidate asked for a sip of the interviewer's coffee.

  • Candidate told the interviewer she wasn't sure if the job offered was worth "starting the car for.”

  • [Full Article]   Feb-26-2012

     

    Organizations that Integrate Communities into Customer Support can Realize Cost Reductions of Up to 50 Percent

    Radical levels of customer service, which account for an average of 75 percent all customer interactions, threaten to undermine the customer's affinity for brands in 2012, according to Gartner, Inc. It is critical for customer service organizations to figure out how to harmonize customer service processes that sometimes happen with a human support agent, sometimes through self-service and sometimes by peer-to-peer community networks.

    Gartner's central predictions for the CRM customer service and support market are:

    By 2014, organizations integrating communities into customer support will realize cost reductions ranging from 10 percent to 50 percent.

    The cost savings are principally through the deflection of calls to the community, where the costs are less than 5 percent of the cost of a technical support agent. During 2012, three industries will realize the biggest successes (up to 50 percent savings on a per-case basis) with communities that solve customer support issues: B2B software, consumer electronics and telecommunications service providers. Laggards (less than 5 percent savings) will not get involved in 2012. These will be health insurance, government and banking. The U.S. and parts of Western Europe will lead the trend, with sharply reduced success over the next four years, as the concepts mature.

    By 2014, customer fallout will drive down customer satisfaction in 70 percent of organizations that shift customer support to communities.

    Many organizations are employing communities as a platform for customer support. While there are examples of organizations experiencing moderate to great success in call deflection and increased first-contact resolution (FCR) cost savings, there are also unsuccessful community deployments. These unsuccessful deployments happen when the organization thinks that if it creates community self-help sites, customers will come. Similarly, these deployments tend to be plagued by the perception that peer-to-peer communities require no administration or moderation. Enterprises should recognize and plan for the administration and moderation required to maintain a customer support community, but be ready for the community to fail.

    By 2015, 50 percent of online customer self-service search activities will be via a virtual assistant for at least 1,500 large enterprises.

    More than 1,500 organizations worldwide are in various stages of production with virtual assistants (VAs). The results range from profound cost savings (5 percent reduction in service costs) and increased customer loyalty to simply the entertainment of having a robotic presence on a website. But the number of organizations adding this capability is growing by 20 percent per year, especially in travel, consumer goods, telecommunications and banking. A challenge is that computer-generated characters have limited ability to maintain an interesting dialogue with users; they need a well-structured and extensive knowledge management engine to become efficient, self-service productivity tools. VAs will lead to further downsizing of customer service centers.

    By 2015, the marketing budget allocated to retaining customers and increasing loyalty through customer service will more than double.

    As organizations attempt to get social, it is ever prevalent that marketing departments spearhead social media-based initiatives on their behalf. In marketing's continued effort to protect and evolve the organization's brand through social media, the department increasingly engages in two-way communication.

    Marketing and customer service departments will have to work in cohesion within an organization to successfully deliver on both strategies. Marketing is likely to fund initiatives that are jointly developed, executed, managed and measured by marketing and customer service. This will put marketing in a lead position to drive retention and loyalty strategies through customer service, improving the alignment between the two departments.

    Through 2015, the dominant themes in customer service and support will be collaborative customer service processes, application migration to the cloud and support of mobile consumers.

    Interaction channels have exploded in the past few years, from direct- and phone-based to the corporate website and across a growing selection of mobile devices and social media. To keep pace, the scope of functionality included in customer service and support (CSS) applications has expanded. Gartner analysts said it is time to build an iPad app competency. Continuing merger and acquisition activity is challenging organizations to adapt to a changing supplier landscape. Organizations have had difficulties managing and planning for an increasingly complex CSS solution portfolio. These organizations should use new delivery models such as cloud computing and mobile for extending and receiving customer service processes and applications.
    [Full Article]   Feb-26-2012

     

    Most Private Companies Expect Positive Growth, Majority Plan Upswing in Hiring

    Growth projections remain strong among executives surveyed for PwC US’s Private Company Trendsetter Barometer: 78% expect positive growth over the next 12 months, with 35% projecting double-digit growth and 43% forecasting single-digit growth. The rate of expected growth for Trendsetter companies overall has risen 18%.

    Hiring projections are also on the upswing. More than half (54%) of private companies say they intend to add to their workforce over the next 12 months (up from 48% the prior quarter), and only 3% plan to reduce headcount, with an overall 2.0% increase projected for private companies' composite workforce.

    This focus on growth is in spite of private companies' ongoing ambivalence about the economy. Forty-five percent of Trendsetter executives say they remain uncertain about US economic prospects, while 39% voice optimism -- up 12 points from last quarter, though still well below the 63% voicing optimism a year ago. The percentage expressing outright pessimism dropped to 16%, down eight points. Private companies' view of the world economy is comparatively dimmer, with nearly as many Trendsetter executives expressing optimism (24%) as pessimism (22%). Over half (54%) of private companies that sell abroad say they are uncertain about global economic prospects.

  • US Private Companies in Emerging Markets Plan Greater Spending Than Their Peers


  • In the final months of 2012, planned expansion into new markets abroad surged among Trendsetter companies that currently sell in emerging markets -- rising to 60% (up 20 points from last quarter) — whereas 41% of international Trendsetter companies overall have such plans (up 8 points from last quarter). The percentage of domestic-only companies that intend to venture into international markets inched up 5 points to 7%.

    International Trendsetter companies lead their domestic-only peers both in planned capital spending (53% versus 29%) and in planned increases in operational spending (83% versus 62%). Among Trendsetter companies selling in emerging markets, the numbers are higher still: 64% are planning major capital investments, and 88% plan increased operational spending. Taken as a whole (international and domestic-only businesses combined), Trendsetter companies that plan major capital investments (40%) and increases in operational spending (72%) have remained essentially the same percentage-wise since the prior quarter.

    Forty percent of Trendsetter companies cite information technology as their top area of planned operational spending, followed by new products/services (29%), marketing and sales promotion (25%), business acquisitions (16%), and R&D (14%). Planned IT spending is higher among Trendsetter companies selling in international markets (48%) than among domestic-only companies (34%).

    Research and development is another area where planned spending by international companies outstrips that of their domestic-only counterparts (25% versus 5%). Planned increases in R&D spending are highest among Trendsetter companies that sell in emerging markets (33%).
    [Full Article]   Feb-19-2012

     

    Innovations that Bring New Benefits also Bring New Security Risks, Research Reveals

    Innovations that make data more accessible and devices more mobile also create new challenges for information technology (IT) professionals responsible for cybersecurity, according to new research released today by IT industry association CompTIA.

    The vast majority of business and IT executives (83 percent) surveyed for CompTIA's Ninth Annual Information Security Trends Study believe the security threat level is on the rise.

    One of the biggest factors driving cybersecurity concerns today is the greater interconnectivity of devices, systems and users, the survey reveals. Among the disruptive IT trends contributing to greater interconnectivity - and raising new security concerns - are the proliferation of big data, social technologies, cloud computing and mobility.

    One in five organizations in the CompTIA study reported definitely experiencing the loss of sensitive data in the past 12 months, while 32 percent reported likely data loss. Among companies that experienced such data loss in the past 12 months:

  • 65 percent lost confidential corporate financial data,

  • 52 percent lost confidential employee, such as human resources records,

  • 27 percent lost confidential customer data, such as credit card numbers, and

  • 26 percent lost corporate intellectual property or trade secrets.


  • The research indicates organizations are most likely to struggle with data loss prevention (DLP) efforts when data is in motion, such as transmitting sensitive information in an unencrypted format.

    Beyond data loss, three in four organizations reported first-hand experience with a security incident in 2011, a slight increase over the 2010 rate. On average, organizations reported seven incidents for the year, about half classified as serious.

    Topping the list of security concerns is the all-encompassing threat known as malware. Yet while malware represents the most pervasive threat, in some ways malware attacks are less feared than highly targeted distributed denial of service attacks, advanced persistent threats and other types of malicious hacking attacks. In the CompTIA study, 58 percent of respondents believe hacking is a more critical threat today compared to two years ago.

    Human error continues to be a significant factor in security breakdowns. A net of 53 percent of IT and business executives say human error is more of a factor today than it was two years ago. Seven in ten organizations rate security as a higher or upper level priority this year, compared to 49 percent in 2010. Four out of five companies expect to increase information security budgets.

    The intensified focus on information security has created a job market where the demand for skilled workers exceeds the current supply. In the CompTIA study, 40 percent of organizations say they face challenges in hiring IT security specialists.

    Organizations view certified staff as an integral part of their security apparatus. More than eight in ten organizations formally or informally use security certifications as a means to validate expertise; and 94 percent believe security certifications deliver a positive return on investment.
    [Full Article]   Feb-19-2012

     

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