Integrating disparate applications into a coherent contact center technology architecture remains the number one challenge.

Perhaps now we’re moving into an era where the technology can help achieve “genetic engineering” to change some of those fundamental challenges, or provide better ways to tackle them.

More than half of the supervisors out there in our contact centers have been provided a trace amount or no leadership training. If any data point screamed “Fix Me!!” in this survey, this is it.

It’s time to take these tools, and the related processes and roles, to the next level; the market has us poised to do just that.

Customer-centric leaders know the customer experience brings a brand vision to life. They work hard to unite the organization to a shared vision of the ideal experience. They also ensure everyone understands their role in delivering the ideal experience.

Highly engaged customers are more likely to exhibit brand-focused behaviors that go beyond business as usual.

Attrition was again the No. 1 challenge. It’s an age-old problem that plays a major role in saturated markets with ample opportunities to go elsewhere, whether for a little pay bump, less stress or a new opportunity.

Having a rating system along with the option to provide longer, thoroughly explained answers can eliminate any confusion and allow customers to offer insightful details into why they feel the way they do.

Survey findings on the “little things” that impact agent job satisfaction.

The contact center often has the data to guide improvements but lacks corporate initiatives to ensure that information gets to and engages critical departments.