Forrester

Why Read This Report

Despite the pressure to become a profit center, most organizations' customer service and contact centers continue to miss the mark on becoming a strategic business partner and are not considered part of the corporate revenue strategy. However, new Securities and Exchange Commission (SEC) regulations and data are making decisions about positioning customer service for success more relevant than ever before. This presents an opportunity for customer service professionals to accomplish goals they may have previously lacked the data to justify. The transformation of customer service from a "cost center" model to a "profit center" paradigm entails a commitment to change from all levels within an organization — from C-level executives to call center agents. Customer service leaders can serve as the change catalyst by helping executive leadership decide if customer service is a financial priority, tuning up their own leadership and business case development skills, and helping agents understand the why and how of being a brand ambassador.