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William McKnight

Hello and welcome to my blog!

I will periodically be sharing my thoughts and observations on information management here in the blog. I am passionate about the effective creation, management and distribution of information for the benefit of company goals, and I'm thrilled to be a part of my clients' growth plans and connect what the industry provides to those goals. I have played many roles, but the perspective I come from is benefit to the end client. I hope the entries can be of some modest benefit to that goal. Please share your thoughts and input to the topics.

About the author >

William is the president of McKnight Consulting Group, a firm focused on delivering business value and solving business challenges utilizing proven, streamlined approaches in data warehousing, master data management and business intelligence, all with a focus on data quality and scalable architectures. William functions as strategist, information architect and program manager for complex, high-volume, full life-cycle implementations worldwide. William is a Southwest Entrepreneur of the Year finalist, a frequent best-practices judge, has authored hundreds of articles and white papers, and given hundreds of international keynotes and public seminars. His team's implementations from both IT and consultant positions have won Best Practices awards. He is a former IT Vice President of a Fortune company, a former software engineer, and holds an MBA. William is author of the book 90 Days to Success in Consulting. Contact William at wmcknight@mcknightcg.com.

Editor's Note: More articles and resources are available in William's BeyeNETWORK Expert Channel. Be sure to visit today!

October 2010 Archives

Customer contact center data contains hidden nuggets of insight about customers,

products, and business operations, and it provides the foundation for effective

customer relationship management (CRM). Mining this data for insights can be

daunting, however.

The databases that support operational activities such as call center operations are tuned

for the performance of those operations and are usually inappropriate for data analysis.

The database structures are designed for transaction processing. The databases themselves

contain limited historical content because data retention is typically limited to a

maximum of three to six months. And the data in them is only a subset of the total

contact activities the business handles, either because geographically dispersed contact

centers handle enterprise contact activities or because different applications or divisions

handle telephone, e-mail, and Web-based contacts.

Deriving the full value from customer contact data requires the integration of all contact

records, regardless of how or where they were received. Data might represent phone

contacts routed to a regional call center, e-mails sent to a service organization, or Web

interactions between sales agents and prospects surfing a company's Web site. The ability

to optimize the business to better meet the needs of customers depends on knowing

what those customers are doing, regardless of the communication channel they use and

regardless of how or where their contacts were routed within an enterprisewide contact

infrastructure.

The kind of data consolidation that yields this knowledge has traditionally been the goal

 of enterprise data warehousing projects. But operational systems, such as financial

applications or call center management software, are increasingly provided by thirdparty

vendors rather than in-house IT organizations, so the trend is to depend on

application vendors (often the provider of the operational application) for data collection

and analysis.

For a full white paper on this subject, click here.


Posted October 31, 2010 11:08 AM
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