How to Avoid ‘Analysis Paralysis’ in the Contact Center

In customer care centers, data is everywhere. Almost every contact center has tools in place to capture it, knowing that data holds the key to optimizing operations.

Likewise, most contact center managers are adept at turning this data into information through reporting. Reporting is particularly useful for monitoring purposes; when unexpected data presents itself, it highlights areas that may need attention. Reporting can lead to improvements in business performance, but if all you’re doing is reporting, you’re probably not taking full advantage of your data. It’s that higher-level activity—analysis—that delivers the biggest punch.

When done right, data analysis gives you a window into why things are happening the way they are, and even helps you understand what to do about it. Analysis is complex in nature, though, which is why it presents a challenge. It certainly is more time-consuming than reporting, but deriving true insights from huge amounts of data leads many managers to suffer from what is known as analysis paralysis.

To avoid becoming crippled by data analytics, you need a clear strategy for capturing, managing, and analyzing data. Choose your business focus, ask relevant questions, and utilize a strategy that will make your data more impactful to your business. Two activities that can lead to greater value insights are:

  • Market segmentation—the data you gather can help you understand customers on a more personal level. Besides basic demographic information, gather data on their routines and habits, shopping behavior, attitudes and interests. With your business objective in mind, you can craft specific, relevant messages to certain groups of customers, making the messages more likely to get noticed.
  • Predictive analytics—contact centers turn up plenty of data over the course of an individual’s customer journey, including how many times they made contact, what time of day, and their preferred mode of communication. They also voiced concerns, opinions, and complaints every time. Careful analysis allows you to identify at-risk customers, for example, and be proactive in your attempts to retain them.

Steve Brubaker began his career at InfoCision in 1985. In his current role as Chief of Staff and as a member of the Executive Team, he is responsible for HR, internal and external communications, and manages the company’s legal and compliance departments. Brubaker is a member of a number of professional organizations, including the DMA, SOCAP, and PACE. He also donates his time to serve on several university boards, including the Executive Advisory Board for The Taylor Institute for Direct Marketing at The University of Akron and The University of Akron Foundation Board. He is a frequent speaker for national events and has also been honored with a number of awards and recognitions for his contributions to the call center industry.