White Paper: Plantronics
In today’s omni-channel world, customer service centers play a vital role in building brands and growing revenues. The outcome of all the customer interactions is the customer experience, and it is this experience that the customer associates with your brand.
Organizations need to rebuild around the customer experience and ensure every department understands its role in delivering the best possible service.
This whitepaper explores the ways customer service centers can make small, incremental changes to deliver the service quality that customers now demand.
How do customer service centers that shift to a customer-centric model can maintain the gains?
How customer service centers help build the brand in the face of growing customer power, expectations, and scrutiny?
Issue of management recognizing the value of customers and CSRs
By: BPM Partners
How does a hybrid approach to performance management disrupt conventional solutions while preserving the value of spreadsheets? The hybrid approach to performance management is basically a design approach that combines a centralized database, workflow, and protective governance of spreadsheets for both input and output vehicles. This whitepaper examines the tradeoffs of the relatively new hybrid approach, and how it wraps data governance around the spreadsheet as an input vehicle. In this whitepaper, you’ll get to know more about: How spreadsheet-based performance management provides a competitive advantage, extends performance management into other application areas, and lowers risk How hybrid solution imposes workflow on data collection and the protection of audit capabilities around budgets and report numbers that export to a spreadsheet for analysis and usage The benefits of mixing Excel spreadsheets with key aspects of packaged applications for business performance management
By: Platinum DB Consulting
Corporations across the full spectrum of industries have been planning and executing projects since their founding. Across the passage of time methodologies and processes mature, tools are introduced and enhanced, knowledge is acquired and shared, practices (both good and bad) become ingrained into the corporate culture. For many of these businesses anything greater than a minor change to the status quo presents a major challenge, especially if the change is not sponsored by Senior Management and the benefits are not readily identifiable and quantifiable by those impacted. If the architects of change fail to address the critical question that is asked or implied by all interested parties and stakeholders, “What’s in it for me?” the initiative, whatever it is, will be at severe risk of failure.