Big Data Expands the Reach of Interaction Analytics

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When you say speech or interaction analytics, usually the first thing that comes to mind is the call center. After all, that’s where the data resides that you’re using this technology to analyze. As a result, up until recently the primary users of interaction analytics have been Contact Center managers or Customer Care Executives.  Because they have the greatest connection to the interactions, it only makes sense that they would readily see the value in better understanding what’s taking place throughout them.

Breaking Down Boundaries

But I’ve started to notice a shift. Last week, I talked about how customer interactions are the missing piece of the big data picture. The behavioral information contained in these interactions augments the traditional data companies are already collecting and gives them the added layer of information they need tackle business challenges such as reducing churn, improving compliance and increasing revenue. And because these goals are ones that are shared by the corporation, they require multi-department cooperation. The result? The insight that can be generated by interaction analytics becomes relevant far outside of the contact center, and members of the organization ranging from Chief Marketing Officers to Data Scientists to Business Operations Managers are hopping on board. Now instead of simply using interaction analytics to improve agent performance through traditional quality monitoring practices or to locate samples of call types, complex problems are being addressed by the departments and roles charged with improving key metrics.

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A New View on a Traditional Challenge

Take a look at sales effectiveness.  Previously, the most common approach to tackling this challenge was siloed one. While the entire company may have used close rates as a measure of success, the contact center focused on agent performance, marketing tried to determine which campaigns drove traffic and finance measured customer acquisition costs in order to keep them down. Each had their own thoughts on how to improve their own metrics, but were often overlooking the biggest piece of data that could help them achieve their goals – the customer interactions residing in the contact center.

But as big data has started to make the incorporation of additional data types more prevalent, the intelligence that can be harnessed from interactions is becoming more prominent in each department’s decision making.  Now marketing can immediately determine if their campaigns are being cited during customer interactions.  They can also quantify competitive mentions or expressions of dissatisfaction about price or the features that are available with different packages or offerings.  They can draw correlations and trends between which customer types are most likely to agree to an added service based not only on their demographic information but also on the reasons they initiate contact with the company, allowing them to better prepare how and what they market to those individuals.  Although the contact center will still focus on agent performance, they can now do so in new ways.  Now they can quantify behaviors such as ensuring upsell attempts are made for every eligible customer using the most targeted offer versus performing random call monitoring.  And by using interaction data to refine marketing offers, improve agent performance, and optimize business processes such shipping or billing errors that occur with first time buyers, acquisition costs can be lowered as well.

A Bright Future

I think this is an exciting time. I’m seeing this cross-departmental approach yield greater results for companies and as such, more interaction analytics projects are starting to originate in departments like marketing or sales versus customer care always being the starting point. As businesses deepen their exploration of what’s possible using interaction data, I’m confident they’re going to find even more ways to combine it with traditional data and continue to push the boundaries of problem solving by improving predictive models, broadening their view of the customer experience and translating information into action plans that deliver measurable impact.

{Photo credit: StuartPilBrow}

Republished with author's permission from original post.

Jon Ezrine
Jon Ezrine, SVP & Chief Operating Officer Jon is responsible for all aspects of financial management for Nexidia and plays an instrumental role in business development and strategic development initiatives. Previously, he was CFO for Witness Systems and has served as Controller for SQL Financials, now Clarus Corporation, as Controller for ITL Interiors, Inc, and as a senior staff accountant with Arthur Andersen & Co. Jon holds a BS in Finance from the University of Virginia.

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