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How do you manage your preferred contact center vendors? Do you empower them to be your company’s ambassadors and deliver a consistent experience to customers?
As part of their overall workforce strategy, leading companies establish collaborative and open business relationships with an optimized set of contact center vendors. Crafting these strategic relationships requires changing the vendor management game by following a four-part process—selecting, contracting, managing and executing with vendors differently.
The third step—managing differently—especially signifies a new way for companies and their contact center vendors to work collaboratively on delivering customer experience objectives. It requires full engagement from both sides at the strategic, operational and tactical levels to improve customer satisfaction, increase first-contact resolution efficiency, reduce cost to serve and innovate together to achieve high performance.
Read the point of view to know the:
Related ContentSelect and Work Differently with Contact Center Vendors: Enhance the Customer Experience
Companies across industries rely on outsourcing as a critical part of their overall workforce strategy. They establish business relationships with multiple onshore, near shore and far shore contact center vendors to provide customers with front-office and back-office support while optimizing spend.
However, companies seldom discern whether they are selecting the right contact center vendors, contracting for outcomes, managing them effectively or executing correctly for results. Accenture finds that the most successful companies have taken outsourcing relationships to the next level by cultivating collaborative and transparent relationships with their contact center vendors.
Companies in every industry are facing the challenge of improving customer service and delivering a consistent customer experience—at a lower cost. By building strategic relationships with preferred contact center vendors and managing them differently, companies can drive enhanced operational performance and achieve bottom-line performance outcomes including:
Not only do fully engaged vendors deliver a more consistent customer experience, they are also highly motivated to innovate together with your company to achieve the business goals.
We believe companies can take the following steps to manage their vendor relationships differently:
Evaluate the vendor management ecosystem: Think systemically and evaluate the maturity of the vendor management ecosystem—all internal and external capabilities (strategy, people, processes and technologies) involved in or responsible for some part of the success of customer service.
Choose the right vendor-management model: Select a centralized, decentralized or hybrid model depending on the organization’s requirement.
Establish multi-level governance for vendor management: Develop three levels of governance—strategic, operational and tactical—along with purpose and appropriate roles.
Revise and strengthen vendor manager role and responsibilities: Review roles and responsibilities to ensure that vendor managers can truly manage differently. If the vendor manager role does not exist yet, it is important to add it to the vendor management ecosystem.
Build strategic relationships: Set a strategic direction, establish a favorable work culture and model appropriate behaviors to help vendors provide a consistent customer experience.
March 14, 2014
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