Take

Transcom is a large provider of outsourced customer service. Its business model has been centered on the telephone as the primary means of communication, and its revenue has come largely from the time its service representatives spend on the phone with the client’s customers. Although its customers are still turning to outsourcers to reduce their customer service costs, Transcom is finding that increasingly they are placing more emphasis on customer loyalty, generating additional revenue from those customers and providing a satisfying customer experience. This is changing compensation models for Transcom, which increasingly depends on the levels of revenue generated by its agents rather than just the time they spend on the phone.

Its operations are changing as well, as companies ask Transcom to support additional channels of communication, including social media. Meeting customer expectations in this area requires tighter integration among all channels of interaction because customers want a consistent experience regardless of channel. Companies are also seeking more customer-related information, which requires the outsourcer to use more advanced analytics tools when producing reports and analysis for its clients. For companies unwilling or unable to address these issues, turning to an outsourcing provider like Transcom that has adapted to the changes is worth considering.