Primary Matters

Financial Contribution Analysis for Contact Centers… Activity-based Decision Making in Revenue-producing Centers, March 2006

All contact centers should be strategic tools for achieving corporate goals. Instead, often centers are viewed as a necessary expense where the overall goal is simply to control costs. This paper explains how activity-based analysis enables the contact center to reveal it's direct contribution to the organization's bottom line, and win the confidence and approval of upper management when requesting investment resources. Activity-based analysis helps the revenue-producing contact center become appropriately viewed as a powerful, strategic profit center.

Selling Technology to Customer Support and Contact Centers…Quantifying the Benefits of Your Offering with ROI/TCO Analysis, November 2005

As technology has grown more sophisticated, so have prospective buyers and their process for analyzing and approving funding for implementations. Decision makers are not as willing to base purchase decisions on generic ROI reports or the impact that a technology has had on other similar organizations. This paper discusses the role of activity-based analysis in the sales cycle, and how it provides sales teams with the ability to produce ROI and TCO reports to accurately project the impact of their solution on their prospect's specific organization.

Contact Center Outsourcers! Prepare RFP Responses that Win Projects…with Activity-based Analysis, September 2005

Outsourcing contact center customer support functions is an increasingly common business practice. The number of outsourcing companies is continually growing to meet the demand. This paper discusses how using activity-based analysis in the bidding process enables outsourcers to understand the resource requirements involved in meeting the customer demand, and create bids that win profitable contracts in this extremely competitive market.

On-Premise versus Hosted Contact Center Solutions, August 2005

With the popularity of hosted solutions on the rise, this white paper investigates whether the benefits of on-premise technology are still relevant in today’s continually evolving contact center world. With the ability to access productivity enhancing technology over the internet without the significant upfront investment, many contact center executives are quick to judge the investment in on-premise technology as too expensive. Many also assume that hosted solutions will provide the higher return on investment (ROI) due to the reduction in capital expenditure. As you will learn by reading this paper, the answer is not generic.

Differentiate Your Contact Center Consulting…with Activity-based TCO/ROI Analysis, February 2005.

Without question, contact center consultants have an important role. The degree of expertise offered by many consultants is simply not available within many companies. However, the requirement for project deliverables has expanded, because the client has to approach project definition, funding requests and achieving post-implementation productivity much more seriously. If the consultant delivers more than just the technical analysis in a project, they will offer greater value to their customer, differentiate themselves from other consultants, and establish a long-term relationship. The consultant who offers the skills and tools that respond to a customer’s need to project and measure the business impact of a project will enhance their value.

Creating Superior Outsourcing Relationships, May 2006.

As outsourced corporate functions grow in importance, the management relationship with Outsourcers needs to evolve in order to foster the healthy long term relationships required for success. In particular, it requires a sharp focus on the value and goals of the relationship and on transparent measurements of the Outsourcer's performance.
This Primary Matters White Paper describes a management approach for:

  • Aligning and measuring goals.
  • Forecasting demand, to create more cost effective relationships and RFP Responses.
  • Creating transparency, for benchmarking, quality management, and productivity improvements
  • Focusing on joint innovation, to continuously engineer business processes.

Top Tips from Primary Matters’ Customer Successes, January 2005.

The following “best practice” tips are based on the successes that companies partnering with Primary Matters have achieved in 2004. These companies include players such as SUN Microsystems, SAIC, Wells Fargo, McKesson, Norstan and Entergy.

We are confident that these tips will prove helpful to your organization in 2005.
The companies implementing these programs have increased productivity and improved management control, while enhancing their quality of service. As a result, they have leveraged and increased the value of customer service and contact centers in their organizations

Why Upper Management doesn’t trust Project TCO and ROI Analyses, and How to Fix the Problem, May 2004.

This White Paper discusses the reasons that typical approaches to estimating project ROI and TCO lack integrity with upper management groups in leading organizations, and offers a proven solution. In reading this article, you will gain valuable insight into how you can take these findings and apply them to your organization to integrate your planning and budgeting practices; as well as accurately highlight projects with the highest ROI.

What Management Needs for Planning, Budgeting and Assessing Business Strategies, August 2003.

Organizations have customer transaction databases, CRM solutions, accounting systems, shipping and tracking systems, manufacturing processes, workforce scheduling and sales automation. But very few have the tools to understand and forecast alternative business strategies. The solution which provides management with the above abilities can be loosely referred to as an Activity-based, Integrated Planning and Budgeting Solution. This White Paper describes and gives some examples of how this approach increases the effectiveness, clarity and productivity of a management group.

Measuring and Managing the Productivity and Costs of Employee Job Life Cycles, October 2004.

A high turnover rate is an increasingly common problem among today's larger organizations. However, it is often a problem that is pushed aside due to a lack of understanding of the costs and benefits of increasing job duration. This White Paper is a must-read for any organization with a moderate to high employee turnover rate and an extensive learning curve.

This article discusses the employee job life cycle and its attributes, including the evolving quality, productivity, and job retention of typical employees throughout the process of hiring, employment, and termination. In reading it you will learn how organizations are able to achieve significant cost savings, while greatly increasing productivity and customer satisfaction, by increasing their average job duration by only 10-15 weeks.

Customer Contact Centers are Still Not Strategic, January 2002.

This compelling paper provides examples of the types of strategic issues that make a contact center important to upper management and a peer to the other major corporate functions. What is the difference between the way most contact centers relate to these other groups, and how can the contact center evolve its role in the company?

Application Service Provider Solutions, December 2000   Should one use an ASP solution or acquire your own equipment and software for Customer Contact Centers? This White Paper examines the factors that should be consider when comparing an Application Service Provider Solution with purchasing your own equipment for customer contact centers. There are many more factors than simply price, since an ASP enables you to change the way your organization approaches its work and responsibilities.

Business Impact and ROI Analyses that Support Project Funding, December 2003.

Management continues to focus on improving the use of resources. The value of this strategy has been apparent over the last years as overall productivity continues to increase, driving both corporate and economic performance.

There is, consequently, a growing sophistication and an emerging set of concerns in management groups on how value is understood, measured and presented. Since most project proposals require a business plan (embodying the benefits, Total Cost of Ownership (TCO) and Return on Investment (ROI) measures), the quality of these Business Impact Analyses is becoming a determining factor in obtaining the funding that enables managers to pursue projects they feel are important.

This free White Paper discusses the issues and provides a step-by-step outline describing how to create a high quality Business Impact Analysis.

CTI: Has CTI Failed to Meet its Market Expectations? , 1999   Will it be replaced with IP-based Switching Technologies?. This article discusses whether the CTI marketplace will ever become pervasive, or has the industry's approach made it useful to only certain segments of the marketplace.

Targeting Cost Cutting, 2001   This article outlines the concept of the Business Drivers that cause demand on customer contact centers. These may be sales calls, new product installations, account questions, or any other function. Each of these business driver events may result in a set of Activities that must be accomplished to in order to satisfy a customer need. The approach of identifying the drivers, the resulting activities, and more importantly, the costs of each of these often provides a revealing view of what the most important factors are in cutting costs.


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Last modified: May 31, 2006 .