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CRM
March 1, 2008
Marshall Lager |
Chasing Down First-Call Resolution A credit-card company reduces agent strain and finds answers faster with Enkata.   |
CRM
April 2008
Marshall Lager |
The 2008 CRM Service Awards: Elite -- JPMorgan Chase Card Services JPMorgan Chase Card Services has Enkata to thank for a unification of agent metrics. |
CRM
February 2005
Coreen Bailor |
Listening, With Interest ING is growing satisfaction--and revenue--by asking customers and partners what they want, and then giving it to them. |
Bank Systems & Technology
January 3, 2006
Maria Bruno-Britz |
Opportunity Calling In their ongoing quest to increase revenue and retain customers, banks have redoubled their efforts to find and implement cutting-edge technologies and strategies to identify sales opportunities and improve service -- sometimes with mixed results. |
Bank Technology News
March 2007
Edmund V. Tribue |
Call Centers Make or Break Relationships Bank service centers have become a crucial arena for managing customers' overall experience. |
CRM
August 26, 2011
Rajaram & Manasa |
The Next Frontier in Call Center Analytics Investing in operations is not enough. Ideally, companies would invest unlimited funds into ensuring that each and every customer receives a personal, efficient call center experience. |
Insurance & Technology
July 8, 2007
Nathan Conz |
Insurance Call Centers Lag Behind Other Industries, But The Hartford Is a Diamond in the Rough A recent study shows that the insurance industry still has a way to go when it comes to call center satisfaction. |
CRM
September 2011
Leonard Klie |
Sprint Goes From Customer Satisfaction Laggard to Leader Merced system helps reverse performance in just two years |
Insurance & Technology
September 1, 2007
Nathan Conz |
Insurers Upgrade Call Center Technologies To Improve Customer Experience Insurers are changing their contact center philosophies and upgrading call center technology in an effort to improve customer satisfaction and boost customer retention. |
CRM
January 2004
Jason Compton |
The Changing Role of the Contact Center Agent With the proliferation of online self-help and new call center technologies, agents are being asked to resolve more challenging issues or to transform themselves into salespeople. But are current agents, who primarily respond to basic service requests, right for these new roles? |
CRM
September 2007
Ian Jacobs |
Across the Universe Contact center managers have begun to examine this idea of the universal agent, agents theoretically capable of handling any contact, via any channel. |
CRM
March 2006
Coreen Bailor |
Keeping Balance in the Center Organizations no longer have to choose between efficiency and effectiveness as contact center technology evolves. If your contact center efforts are unbalanced, consider these five approaches to achieving service and efficiency equilibrium. |
CRM
May 2008
Barton Goldenberg |
Is Your Contact Center Built for Multichannel Customers? The boom in self-service doesn't mean your agents are off the hook. |
CRM
November 2004
Coreen Bailor |
The Underrated Differentiators Contact centers can help organizations create a significant competitive advantage. Here's how. |
CRM
September 2015
Leonard Klie |
EBay Finds a NICE Way to Save NICE Systems' Interaction Analytics helps eBay Enterprise dramatically cut average handling times |
CRM
August 2, 2010
Alex Dayon |
From Deflecting Customers to Embracing Them Six ways that the new Internet - a mobile, social, and real-time Internet - is changing the playing field for CRM and putting customers back in control. |
U.S. Banker
January 2008
Figgat et al. |
Making Contact Centers Profitable Forty percent of contact centers today are revenue drivers -- up from zero just ten years ago. What are these institutions doing differently from those that seem stuck in the cost-center model? And what can the latter do to improve? |
Bank Technology News
January 2011
Keith Button |
BNY Offers Carrots to Locate Savings BNY Mellon's putting its money where its mouth is when it comes to energy reduction efforts. The results? $3.1 million in annual savings prompted in part by internal financial incentives tied to finding efficiency. |
