Enterprise Analytics For Contact Centers

in Small-business

The technologies, combined together with strong business process outsourcing improvement orientation, enable an enterprise analytic business process development. There are four such types of processes:


1. Automated forecasting & it's appropriate role – In most of the organizations the forecasting role is simple as well as narrow to determine expected contact volumes and to handle the time accurately. It's narrow because the contact values are neither most important nor only business driver for forecasting. It is simple because the true forecasting team value isn't a single forecast but it's a part of the contact center monitoring system with a larger planning process. The leading analytic companies recognize this and view the forecasting differently. They view it as the baseline and the variance for forecasting as warning indicator for understanding while worrying less about the forecasting error and instead of that, they assume that the forecasting variance is either a change in the environment that needs to be explored or natural variability of the business. They automate the forecasting so that they are able to apply the forecasting expertise to each of the contact center metric. It is very important to make the forecasting process as simple as possible to allow it to use the sophisticated forecasting methods of the other important items. There are innumerable mathematical technologies available these days to forecast the analysis.


2. Automated variance analysis – Variance analysis is normally used in the context of analyzing budgets. Variance to budget is an explored item but only when the lined item costs are very high. In the field of contact center operations, the variance to the plan has to be regularly analyzed to include the costs but also to include al the major assumptions which are associated with strategic operating plan.


3. Developing response plans – The enterprise analytics need two types key planning capabilities. The first being the ability of simulating the operational performance of the call center environment accurately and quickly whereas the second is to develop the best response business plans optimally and automatically given the appropriate business constraints.


4. Enterprise performance risk outcome matrix [Eprom] – the last step in strategic analytic process maybe most important. As the mathematical technology automates most of the strategic planning process, the time needed for forecasting, building what-if scenarios and determining the best business responses to each of the scenario is amazingly short. It is also of a significantly higher quality more importantly than the manual planning process. These technologies allow us to do monitoring and plan optimally for the business uncertainty.


By developing the enterprise analytics processes, business houses can take strategic decisions casually. No more do the strategic initiative process requires expensive consultants as well as many months of strategic meetings. The strategic decisions keep happening as a part of the normal course of taking the business decisions. What do then contact center agents need? They need the answers to the business problems in a timely manner with real accuracy expectations. The mathematical modeling technologies, through enterprise analytics processes, fulfill their promise of real decision support for the contact centers.

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Mark Assle has 1 articles online

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Enterprise Analytics For Contact Centers

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This article was published on 2011/06/24