Short deployment time is only a promise, getting the system to work could take longer than expected because of problematic customization. Possibilities offered by the API are usually limited and once we want something more, we fall into the trap of an on-premise model – the vendor sends a team to work through a solution, extending the implementation time tremendously. Moreover, upgrades can be tricky – and tend to break existing customization and integration, which leads to abandoning valuable new functionality. Some institutions may be wary of being overdependent on the service provider. They have all the data which sometimes can be sensitive (banks, health care), difficult to protect from unauthorized access when out of your control and difficult to get back from the vendor should relations go south. Other organizations may feel like opting for on-demand results in losing their competitive advantage – everyone has the same software, so where’s the difference? However, the greatest problem with on-demand CRM is the time scale. Surely, we can achieve the lowest initial cost, the lowest risk, but all in the short term. In a three-year period, the cost can be the same for on-demand and onpremise, yet in the on-demand model the organization doesn’t own the system, it can’t be customized to grow along with the needs of the business. All in all, we might end up with our hands tied and a miserable ROI.

The evolution of telecommunication networks brings about a constant emergence of new services, with their number and complexity growing rapidly, while at the same time service lifecycles are getting shorter. How can operators ensure the delivery of proper levels of quality for so many complex services? Fortunately, operational support systems are evolving together with operators’ businesses. The growing number of services means that OSS systems have never been as important as they are nowadays. Today, operators can not even think about delivering modern services with a high level of quality without significant help from the supporting systems. This also means that Service Assurance is becoming the most critical area of modern OSS solutions.

CRM systems tend not to deliver on this promise. Why? There are many different reasons. One of the main reasons is that customer data is not integrated in a single location and managed consistently, and even if it is somehow, it is not always turned into useful knowledge in day to day operations Today, BPM and BI are increasingly popular concepts aimed at developing the capability of CRM to deliver the intended results: revenue growth and customer retention. This direction looks promising – in the fight for customers, a successful operator’s CRM system will manage centralized and integrated customer data and turn it into knowledge with Business Intelligence while providing leverage by injecting it into business processes: in a BPM-driven process, appropriate data is gathered, which BI uses to deliver relevant, real time suggestions for “what to do”. This should help eliminate the situations described in this article, making both the customers and the operators happier.

Loyalty care points are allocated based on specific loyalty tariffs. Therefore, it is important that every process be pre­ceded by a simulation prior to the implementation of new tariffs. The program simulates the accumulation of points according to specific tariffs at certain time periods. This par­ticular process is based on the value of gifts offered in the redemption scheme. Gifts are assigned a point value and grouped in a catalogue and defined in the system. Using the simulation it is possible to determine the exact cost of launching new tariffs in certain time periods. The above process is based on data related to the gift’s value and redemption process. Gifts (products and services assigned point values) are defined in the system as a catalogue. Besides defining particular gifts, any operation in the exter­nal system connected with the choice of gift should also be defined (e.g. a free service gift should be enabled in the billing system). By using the system, it is possible to control and maintain clients’ orders and available stock, thereby improving the delivery of the clients’ gifts.

Very important and effective way to improved  contact center efficiency is  looking at documenting business process. It helps to identify major areas for contact process improvement. Another very important point is staff  knowledge. Sometimes staff retention is problematic but every professional contact center should  employ experienced people. Contact center with inexperienced staff cant work properly. In other side, company should have good recruitment and selection procedures. Its guarantee that fully skilled, experienced employees are available to the customer. The proper schedule of work its another important point. In brief , companies should work with following rule “The right skill, in the right place, at the right time”. It doesn’t sound difficulty but sometimes is a hard row to hoe.