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The only publication dedicated to OSS Volume 2, Issue 6 - Nov/ Dec 2005 |  |
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This use of technology is not unique to predictive modeling; it is part of any solution that involves giving agents scripted offers. However, in predictive modeling, the technology is also used to capture the outcome of each offer. The result is a feedback loop that enables the organization to keep improving its ability to predict product-customer matches. For example, if a given product with a medium purchase probability is successfully up-sold to a specific customer segment, the predictive model can use this data to revise the purchase probability, increasing the chance of successful offers. The technology component must offer the following capabilities: • Convey customer data to analytics engine in real time. At a minimum, the technology component must allow the agent to input and convey basic customer data to the analytics engine. 3. Agent Recruitment, Training, and Supervision More and more, up-sell/cross-sell initiatives are being implemented in areas such as customer service centers or even technical support centers. For agents in these centers, selling is usually not part of their skill set, and they are generally uncomfortable with the sales process. If these agents are not provided with the right training, the recommendations created by the sophisticated analytics engine are likely to be delivered to customers in a poor or half-hearted sales pitch. Development of effective agents hinges on three prime considerations: • Recruitment of new agents will need to incorporate new factors for evaluating applicants based on sales skills and potential. • Agent and team training will need to focus on selling skills, which are different than those skills required for effective customer service, even if up-selling/cross-selling is handled in a low-key, low-pressure approach. • Management and motivation provided by team leaders will need to adapt, as well. The implementation of sales targets for the contact center will mean a completely different kind of criteria for measuring an agent’s success (or failure), and for supervisors a new challenge in motivation and reward.
© 2005, All information contained herein is the sole property of Pipeline Publishing, LLC. Pipeline Publishing LLC reserves all rights and privileges regarding the use of this information. Any unauthorized use, such as copying, modifying, or reprinting, will be prosecuted under the fullest extent under the governing law. |
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