Contact Value Analysis

Whether performance is determined by output related ‘Productivity’ measures, process and service related ‘Quality’ measures or a combination of both, many organisations overlook the strategic question of ‘what adds value’.

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 Performance Measurement

Although these businesses may have seen an improvement in overall operational performance, many have not maximized their potential due to inconsistent, inaccurate and unbalanced measurement techniques.

‘Performance Management’ without ‘Performance Measurement’ under-delivers on improvement opportunities…

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 Activity Based Costing

Nuqleus helps provide the full picture for financial Activity Based Costing (ABC) by filling in the gaps that a traditional financial application cannot supply.

Do you understand the actual acquisition or servicing costs within your business per product, channel, customer type, or other ‘micro’ measures that affect overall profitability?

Nuqleus quantifies staff related activity costs at any level of detail…

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 Process Improvement

Increasing operational performance is a requirement of management today.

Improvements are often achieved via minor throughput increases, or major technical enhancements, however long term benefit can also be achieved through a focus on the effectiveness of current processes.

A focus on ‘efficiency’ provides an understanding of ‘doing more’, increasing work output per employed resource. A focus on ‘effectiveness’ provides an understanding of ‘doing more of the right things’, increasing the value of work undertaken.

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 Resource Utilisation

Understanding the employed resources available is a fundamental aspect of management.

Knowing the number of hours you have available each day, week and month is one of the first steps to take in driving optimal business performance.

Many businesses do not have the information available to understand total contracted resource, hours lost due to absenteeism, time spent at work on non-processing activities – all key metrics to understand the total available hours to undertake processing activity.

How many hours do you have to undertake the work that needs to be done…

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 Activity Value Analysis

The performance of an organization is measured and judged in many ways.

Whether performance is determined by output related ‘Productivity’ measures, process and service related ‘Quality’ measures or a combination of both, many organizations overlook the strategic question of ‘what adds value’.

 Undertaking activity in an efficient and effective manner is important, however when this activity fails to add any value to the organization it should be questioned and where possible removed.

 Organizations have many inherent processes that are managed well, performed well yet don’t add any value to the bottom line…

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 Capacity Planning

Nuqleus gives you the means to accurately measure the resources you need to support future business volumes.

Often future resource predictions are based on inaccurate historic activity timings, estimated available resource ratios and at worse management’s best guess.

Having detailed activity timings, realistic ratios of absenteeism, no-processing time at work and re-work are all important factors in order to understand the effort required to complete future work volumes.

 Your future resource requirements – a disciplined, accurate and transparent approach or an uncomfortable best guess…

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 Financial Management

The majority of organizations have an ability through their existing financial and operational systems to understand income.

Furthermore modern financial management solutions have the ability to analyze this income through multiple perspectives, product, channel, demographics and even customer.

How about the understanding of cost to acquire and service this business? Is this something that is understood in similar detail to income? For most, the honest answer to both questions is no.

Do we understand our costs in as much detail as we understand our income…

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 First Call Resolution

How many times do callers contact you with the same question before being satisfied? A question often asked but rarely understood in detail.

Knowing the volumes of incoming calls received that are repeats of previous calls in an important measure, both to understand the cost of service and also customer experience.

Many existing telephony systems can provide a measure of this figure, but to instigate change a detailed understanding of ‘why’ callers ring back needs to be understood.

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 Workflow Control

Whilst technology has enabled image based processes to control and manage their workflow, paper processing environments often are left to traditional methods of counting, logging, re-counting and a range of manual techniques to provide a similar discipline.

 Manual methods often take significant employee effort, and due to the manual nature the information is not readily available in a timely manner.  

 Many managers know what service levels looked like last week, but what about today and NOW…

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 Customer Experience Management

Customer experience is historically defined by the experience at point of interaction with a business.

Many organizations are now looking outside their contact centre to understand the root-cause of the customers call.

 Customer contact is often a result of recent interaction with another part of the organization. Whether through a previous phone call, letter, marketing material or a process deficiency, the caller does not understand, is confused or is responding as the result of a process deficiency.

The end result – ring the contact centre…

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 Call Reduction

Historically Contact Centers have been focused on throughput.

Technology, training and management methodology has focused on increasing the volumes of calls that can be successfully managed with the lowest cost.

This strategy is changing, with contact centers now focusing on the value of customer contact. Call migration, call reduction and contact value analysis initiatives are common place, all focusing on reducing non value customer contact and increasing income generating calls.

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 Sales Conversion

A common migration for contacts centers is from a focus on service to sales.

Whether a dedicated sales environment or a service led environment with cross sales opportunities, generating new business revenue is paramount.

Existing technology within the market can provide significant information around sales achieved. From strategic solutions to locally created spreadsheet based applications, most business collect some information around sales achieved.

The key information to increase sales is not ‘what sells’, it is sales failures that count, in other words ‘what doesn’t sell…

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