To take full advantage of their intangible assets, companies are increasingly seeking out knowledge collaboration solutions that combine customer knowledge and widespread innovation in products and markets with sustained improvement of core capabilities and associated business processes, leading to the ultimate competitive advantage.
Whether you do it yourself or decide to outsource, the value of your knowledge base management solution will be based on three fundamental elements: the quality of the knowledge, the systems you use to manage that knowledge and the processes used to deliver knowledge to customers.
By Chris Derossi, ePeople, Inc.
Amidst the sizeable investments companies are making in CRM systems and other technologies in the quest to deliver superior customer service and support, theres some irony that shouting over the wall of the cubicle, calling around the organization or e-mailing others for assistance is a key component of the customer support process.
Since 2000, Datamonitor research indicates the market for outsourced customer care services has grown by one-fourth as cultural resistance to the practice eases and economic competition intensifies.
An increasing number of North American companies are choosing foreign suppliers to handle at least a portion of their customer support. These companies are motivated by a variety of factors, including coverage, cost, quality and capacity.
By Marlene Rosati, Eyretel Inc.
Missing from standard contact center reports is the effectiveness side of the equation, which highlights both the customer-centric view of the overall customer experience as well as integration of contact center efficiency with overall corporate objectives.
While Web initiatives have historically been a function of the IT and marketing departments, increasingly, contact centers are taking the lead in managing the self-service revenue channel to ensure the Web serves as a profitable, consistent service media.
Years ago, as the Internet bandwagon progressed full-steam ahead, companies scrambled to develop a presence online. Back then, many marketers made a costly mistake, employing inconsistent messaging between their online and offline communications.
This month, Interactive Intelligences e-FAQ 2.2 and FrontRange Solutions HEAT 6.4 are thoroughly reviewed by the engineers of TMC Labs.
It finally happened. In 2001, the U.S. market for LAN (local area network) telephony reached the billion-dollar range. Well, almost. The actual number was $976 million, but given the typical margin of error analysts work under, its close enough. Considering the current state of the U.S. economy, and the fact that the LAN telephony market almost didnt exist as little as three years ago, this is a remarkable feat.