Today's businesses are faced with the reality of customers expecting and demanding more multichannel information and better service from call centers than ever before. Integrating call center service resolution management (SRM) into customer relationship management (CRM) can help companies retain both their call center agents and their customers.
For more background, please see Integrating Customer Relationship Management and Service Resolution Management.
Knowledge management (KM) is at the core of integrating CRM and SRM. KM software aims at helping to unlock the power of a company's knowledge to improve efficiency, competency, and profitability. It does so by providing an environment in which companies can, more quickly and cost-effectively, create a company-wide knowledge base to store and index documents and to more accurately search for the answers to user questions.
Currently, the key trends in KM tools enable companies to perform the following: 1) target their online information to reflect what is most likely to interest customers, and 2) maintain online forums where customers can share amongst themselves what they know about the company's products.
Hence, KM products typically fulfill two functions. KM accommodates self-service, meaning a customer can access a pool of public information that a company accumulates about itself, without the need for live assistance, to have his or her questions answered. Second, KM software helps call center agents to retrieve information from a repository that is often, obviously, larger than what is available to the public (since the aim of live assistance is the same as self-service—to answer customers' inquiries quickly and accurately, but with the preferred human touch).
The above considerations have marked a fundamental shift away from the time when any company could claim to perform a valuable service to customers simply by displaying information on its web site, without having to take into account who the customers were. Today however, virtually all companies must demonstrate their value to customers by segmenting information that is directly relevant to them.
Customer segmentation is not a new idea, since segmentation was supposed to be the way that—with the help of CRM tools—companies would offer the best possible service to their best customers. The problem with applying overt segmentation to customer service was that it then revealed a hierarchy that placed most customers at the bottom. This was so because, by definition, elite customers represent a small minority (the proverbial Pareto's 80/20 Rule). The premise of segmenting customers reinforced the idea that customers existed to create value for companies, rather than the other way around. Using this logic, most (up to 80 percent) customers were of little value to the companies that they bought products and services from.
SOURCE:
http://www.technologyevaluation.com/research/articles/knowledge-management-the-core-of-service-resolution-management-19189/
For more background, please see Integrating Customer Relationship Management and Service Resolution Management.
Knowledge management (KM) is at the core of integrating CRM and SRM. KM software aims at helping to unlock the power of a company's knowledge to improve efficiency, competency, and profitability. It does so by providing an environment in which companies can, more quickly and cost-effectively, create a company-wide knowledge base to store and index documents and to more accurately search for the answers to user questions.
Currently, the key trends in KM tools enable companies to perform the following: 1) target their online information to reflect what is most likely to interest customers, and 2) maintain online forums where customers can share amongst themselves what they know about the company's products.
Hence, KM products typically fulfill two functions. KM accommodates self-service, meaning a customer can access a pool of public information that a company accumulates about itself, without the need for live assistance, to have his or her questions answered. Second, KM software helps call center agents to retrieve information from a repository that is often, obviously, larger than what is available to the public (since the aim of live assistance is the same as self-service—to answer customers' inquiries quickly and accurately, but with the preferred human touch).
The above considerations have marked a fundamental shift away from the time when any company could claim to perform a valuable service to customers simply by displaying information on its web site, without having to take into account who the customers were. Today however, virtually all companies must demonstrate their value to customers by segmenting information that is directly relevant to them.
Customer segmentation is not a new idea, since segmentation was supposed to be the way that—with the help of CRM tools—companies would offer the best possible service to their best customers. The problem with applying overt segmentation to customer service was that it then revealed a hierarchy that placed most customers at the bottom. This was so because, by definition, elite customers represent a small minority (the proverbial Pareto's 80/20 Rule). The premise of segmenting customers reinforced the idea that customers existed to create value for companies, rather than the other way around. Using this logic, most (up to 80 percent) customers were of little value to the companies that they bought products and services from.
SOURCE:
http://www.technologyevaluation.com/research/articles/knowledge-management-the-core-of-service-resolution-management-19189/
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