When we hear the phrase “backup” we normally think of computers. Why? We wouldn’t want to lose anything that’s important to us or running our business. Everything is backed up…to handle the “unforeseen” events. It’s an insurance policy of sorts and it’s worth the time and investment. Most businesses have multiple suppliers for their hard goods purchases, just in case something there is a special request or a shortage in the marketplace. Even Broadway shows have a “back-up” in the form of an “under study.”
So why would a business even want to consider having a “back up” Contact Center supplier “in the wings’? Wouldn’t that be risky and time consuming and pose “uncertainties”? Perhaps. Choosing and using one or more Contact Centers is a matter of strategy, even though most of us don’t think about it in these terms. We usually think of our Contact Center as a “partner” to a degree, and an extension of our customer service support services which help with creating Brand Loyalty. We typically see our Contact Center supplier or partner as a single entity. The “back up or alternate” Contact Center supplier idea goes beyond traditional Operational redundancy and disaster recovery.
The real question is: as long term marketing needs, multi-channel customer contact, new marketing initiatives emerge, “customer communities,” and cultural factors play an increasingly more important dynamic, do we have the right pieces in place to support and adapt to any special programs, or new opportunities that might just be a little different or outside our core supplier services?
So if your company may be starting a new initiative in the future, which might be a different or seemingly challenging, do we want to go to the existing supplier (which on the surface is easier, and in theory workable; even if we are concerned that it is difficult in practice)? What effect might it have on “overflows”?
And since it’s a strategic decision, it’s difficult to say with certainty what’s exactly right. However, in a general way, it may make good business sense to look “outside” on those special initiatives. Those special initiatives may eventually grow to larger on-going programs. So our due diligence is just as critical as choosing a primary partner. The obvious questions need to be answered: “What are our objectives;” “what management information is needed;” “What are the technology requirements;” “What type of contract do we want with this new partner;” “What type of management interaction do we need on this special program: contact with the CEO or Operational manager;” “Suppliers capability and track record to handle this type of initiative or campaign;” etc..
As part of Senior management it makes good business and dollar sense to “build a bench” of 1-2 back up suppliers, who you know and have visited and understand their value to your organization. The time spend is an investment for that special future need or optional “improvement” which could be unpredictable.
