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Case Study: Strategic Transformation of Contact Centre Operations


A traditional contact centre, primarily reliant on voice interactions, faced considerable difficulties in meeting the evolving needs of its customers and managing operational costs effectively. The centre observed significant customer contact peaks at two different times of the year, exacerbating these challenges. A strategic review initiated by the client sought to realign the centre’s operations more closely with customer preferences and organisational cost objectives.


  1. Customer Experience: Customers frequently used multiple channels to seek answers, resorting to voice interaction as a last option. This indicated a clear mismatch between the service delivery model and customer preferences.
  2. Operational Inefficiency: The centre struggled with managing peak periods effectively, with a significant portion of calls being routine enquiries. This inefficiency led to higher operational costs and adversely impacted customer satisfaction.
  3. Employee Satisfaction: Customer Service Representatives (CSRs) faced overwhelming workloads during peak periods, affecting their job satisfaction and the quality of service delivery, despite their desire to maintain a personal touch with customers.

Strategic Review and Analysis:

The review placed a strong emphasis on understanding customer behaviour, preferences, and the organisation’s objectives of reducing service costs while enhancing customer care. It was identified that the customers, being digital natives, preferred quick and efficient service delivery through digital channels over traditional voice interactions.


The strategic pathway recommended the following multi-tiered approach to transform service delivery:

  1. Primary Channel – Conversational AI: Adopt conversational AI as the first point of contact for customers, enabling efficient handling of routine enquiries and providing instant responses.
  2. Secondary Channel – Live Chat: Escalate more complex queries to live chat sessions with CSRs, ensuring a personal touch while efficiently managing customer enquiries.
  3. Tertiary Channel – Voice Communication: Reserve voice interaction for situations requiring in-depth assistance or when specifically requested by customers, thus optimising the use of CSR resources.


The strategic transformation was projected to generate a net saving of 50% in operational costs, taking into account some capital expenditure required for the implementation of new platforms. This approach not only aligned with customer preferences for digital-native service channels but also supported the organisation’s objective of enhancing customer care while optimising cost-efficiency.


The strategic shift to a digitally-centred service delivery model, emphasising conversational AI with layered escalation to human interaction, presents a sustainable pathway for contact centres. This model prioritises customer needs, enhances operational efficiency, and maintains the essential human touch. It demonstrates a sophisticated balance between technology and personal service that modern customers demand.

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