Wednesday, November 4, 2009

Getting Agents to respond to KPI's

Recently, while visiting a 1000 seat call center the Call Center Manager asked me how she can get her agents to read the LCD Screens and then take the appropriate actions.  These screens were showing the group information and highlights critical KPI’s that are in threshold.  Yet, according to this manager, the agents were not paying attention to the screens and were not taking action. This is not an isolated incident this happens in many call centers worldwide.

The way that managers can get the agents to read and take action on what they read is to make the agents part of the real time reporting process from the beginning.  This is not to say that agents should make the decisions on the goals, thresholds, or appropriate action but they should be part of the process so they buy into the process.
A real time reporting process includes:
  • Which KPI’s to report
  • Group, team leader and agent goals
  • What the thresholds shall be
  • How often the data is updated
  • How to present the KPI’s (LCD screens, desktops, wallboards, etc.)
  • Measure, review and recalibration process
 While deciding on these critical steps the agents in smaller call center and team leaders in a larger call center should be part of the process. 

The type of call center you have will determine what information should be displayed.  For example, compare these two call center types.
Financial call center should be displaying:               Customer Service/Sales call center:
  1. Wait time                                                    1. Calls in queue
  2. Service level                                               2. Average wait time
  3. Calls in queue                                             3. Tickets open
  4. CSat rating                                                 4. Abandon rate
  5. Abandon rate                                             5. Adherence
  6. Adherence                                                 6. Average handle time
The data is similar but there are important differences.  It is important that agents understand what each KPI is and why they are being reporting and displayed on the screens. 

  1. Explain what KPI’s (Key Performance Indicators) will be reported on and why.  If you are unsure which KPI’s to report on contact Spectrum for more details.   Be sure to explain each KPI and what they mean to the agent and the call center.  In a survey conducted by Spectrum over 25% of the agents did not know what some of the KPI’s were or what the abbreviation meant.
  2. When selecting goals for each KPI make the goals obtainable and not something that would be consider ideal.  When thresholds are constantly exceeded agents will not bother to respond to the LCD screens showing threshold violations. 
  3. The layout of your call center will greatly affect the type of display device that you should use for alerting agents to the statistics and thresholds.  LCD Screens work best with a low cubicle wall center and Desktops work best for a high cubicle wall call center.  The type of display used can affect the agent performance and their ability to read and react to the displays.  Getting the agents involved in this decision making process can positively affect agent ownership of the KPI’s and thresholds.
  4. At a minimum your call center goals should be reviewed annually. 
  • Set your goals.  The goals should be realistically set and should be set to industry standards.  Contact Spectrum to learn more about industry standards.
  • Measure how you are doing against your goals.  A historical reporting available from Spectrum can assist in measuring how the agents have performed against goals.
  • Ask for feedback from your team leaders or top agents.  Are the goals realistic or do some need to change
  • Reset your goals to help your agents meet the goals. The objective is to improve so your goals should be getting better and not worse.  If you find yourself reducing the goals then a more detailed analysis of your call center would be appropriate.
In a US based call center the average wait time was over 90 minutes. This call center supported internal customers for network related issues.  The threshold set on the LCD screens, agent desktops and LED wallboards was set for 5 minutes.  Therefore, throughout the day the screens, desktops and wallboards were constantly alerting the agents that they had exceeded the handle time.  When I spoke to the agents about the screens and wallboards they told me they did not pay attention to them because there was no way they could meet the goals the manager had set for them.  When I asked about the desktop screen pops most of the agents said they would just minimize the screen pop when it came up.

Having unrealistic goals will not improve agent performance.

Agents will not respond to unrealistic goals and objectives.  Audio and visual threshold messages will be ignored. Overall call center performance will suffer if the call center manager has not included the agents and team in the real time reporting process.  By changing the process and including the agents or team leaders there is ownership of the process.  When agents own the process they will read the LCD Screens or desktop screen pop and adjust their behavior to meet the call center goals. 

For more assistance with your real time reporting needs contact Spectrum.

Dan Boehm
VP Sales and Marketing
+1 713 986 8839

Thursday, October 8, 2009

Performance management in the Call Center

Performance Management or Real Time Reporting

Performance Management (PM) offers a view of the business to C-Level executives and Managers so they have an immediate update on key business drivers.  Most often CRM, ACD, WFM and ticketing system data is captured from information silos and filtered down to a web report or dashboard.  This summary web report or dashboard provides a day/week view with drill down to see more granular level information.

The benefits of a Performance Management Report include:

  • Flash Report for immediate and informed business decisions based on real time data;
  • Trends are highlighted as variance thresholds prompting action from the manager;
  • Consolidated reporting is preconfigured and automated saving time and money;
  • Drill down to detailed results to pinpoint areas that require attention.

A consolidated report with two levels of drill down gives the manager a view to the details required to see the variances that are causing negative or positive trends.

Real Time Reporting alerts the call center agents and team leaders when goals are not being met.  Agents and team leaders are aware they have goals they are required to meet.  Yet, when the daily activity level and customer pressure increases these goals are often forgotten or ignored.  Real Time Reporting brings the goals "top of mind" to the agents and team leaders so they are able to adjust their current behavior to strive towards meeting the goals.

The benefits of Real Time Reporting include:
  • Desktop displays with critical KPI's behavior helps the agents and team leaders;
  • Group level reporting to a LCD screen that motivates and encourages group action;
  • Immediate feedback on current status for immediate behavior changes;
  • Color coded thresholds which leaves no doubt what needs to be improved.

Desktop Display for an agent or team leader

Performance Management reporting is ideal for Call Center Managers and Senior Management. Information is captured and provided in a summary or consolidated report making it easy for the manager to spot business variances and drill down on the information to determine the cause of the variance.

Real Time reporting is aptly suited for agents and team leaders that need to correct or adjust their behavior immediately to continue to meet company goals for their position.  The information they are seeing is directly related to their position and the work they are doing.

Your call center is in a competitive business and is under pressure to cut costs, improve productivity and obtain high goals.  Performance Management and Real Time Reporting for the call center will help you achieve these goals.

Contact Spectrum to learn more about using Performance Management or Real Time Reporting in your business.

Follow Spectrum Corporation:

Dan Boehm
VP Sales and Marketing
+1 713 986 8839

Saturday, August 8, 2009

Real time Reporting Increases Call Center Productivity

Real Time Reporting Increases Call Center Productivity   

If you are providing real time information to your call center stakeholders (Agents, Team Leaders, Managers and Senior Management) congratulations you are making your call center more effective and efficient.  On average Spectrum Call Center customers report a 7% increase in productivity by implementing a Real Time Reporting system in their call center.  There is more that can be done to further improve your call centers efficiency and effectiveness and without having to spend any money.

Today’s call centers that are using real time reporting have taken a crucial step towards improving the overall performance of the call center.  Agent and group real time KPI’s and statistics for the day are displayed prominently about the call center and on agent desktops. This information helps the agents make better and faster decisions and to stay within reach of their goals.  Of course one challenge that exists for the agents is remembering what the goals were for each of the groups or skills they are logged into.

Thresholds are set by managers to remind agents and team leaders when stated metrics are not being achieved and to assist them with a nudge to meet the stated goals.  But lack of details does not help the team perform better in the long run. Details, such as what the service level, customer satisfaction (CSat) and abandonment rate suppose to be for my group(s)?  Or how much over threshold am I and my group?  Are the thresholds accurate for the time of day and day of week?

Messaging is used very frequently in call centers.  Targeted messages to an agent and to groups of agents are very effective to show appreciation, remind agents to stay on task, and to provide a gentle push in the right direction.  However, messages that are not specific enough or leave the agent wondering about the message are not effective and can even be counterproductive.  Messages need to be clear and concise and easy for a busy agent to quickly understand. Messages that are vague can create an unproductive agent while they try to understand the message behind the message.

Congratulations on exceeding your goals today.

Which goals were exceeded? By how much? What was the goal? How did I do the rest of the week?

Congratulations on exceeding your Customer Satisfaction Rating Goal by 8% today. This is the second time this week you’ve surpassed your goals!

A slightly longer message that might take 5 seconds more to run and answers questions for the agent.

This same type of methodology can be used on group messages that are displayed on LCD screens, wallboards, emails, etc.   A short message may seem like the best way to communicate but it leaves too many questions open for interpretation.  Extend the message with more information and the message becomes more effective.

One of the reasons why Real Time Reporting is successful in a call center is the information presented to the stakeholders allows them to make immediate decisions to change their current behavior and respond to the current business situation.  Too many calls in queue, long handle times, poor schedule adherence, declining CSat and FCR ratings all are improved by using real time reporting.

To further improve efficiencies and effective behavior the real time reporting should be enhanced with information on goals and variances.  With the addition of agent or group goals and variances a scorecard is created which stakeholders can now clearly see how well they are performing against the goals.  To communicate this information to an agent the scorecard could be placed on the desktop and rotate between KPI statistics for the agent and the scorecard.

By displaying goals and variances there is a reinforcement of the stated goals.  If managed properly the agents would already be aware of what their goals are and would have had input into the goal setting.  Then by displaying the goals the information would not be viewed as negative or being ruled by an iron fist.

Real time reporting can be used in other ways to achieve your call center goals.
Smaller steps to long term goals
A Customer Story:
A global product development organization had a current wait time for support exceeding one hour. The line to call on was a free call to the caller but still created a negative image with the customers.  The organization determined they needed to reduce that wait time even though it was free support to less than 15 minutes.  This was to be a long term plan and not something that could be fixed in a short time.  One of the challenges was that the organization could not add additional agents to the free support line.

Agents were brought into the meeting to determine why the long hold times as well as what could be done about it and how could they achieve a goal of less than 15 minutes without adding agents.  Many ideas were mentioned and implemented including the following suggestions:
  1. Limit the caller to one problem per call and let the caller know that at the beginning of the call and on during on hold message;
  2. Create a series of short term goals that were more achievable. Going from 1 hour to 15 minutes seemed to be too large of a hurdle. So each month the goal for average hold time was reduced by approximately 10 minutes.
  3. Continuously run a message on the call center LCD screens with the new goals;
  4. Continuously run a message on the agent desktops reminding them of the new goals.
This program was a huge success and within the year the global support on the free support line was less than 15 minutes.

Real time reporting is effective when used properly, the teams are involved in the decision making and obtainable goals are set and monitored.

Messaging in the call center is the most requested feature of all Spectrum features.  Managers require the ability to send messages to agents and groups of agents to keep them informed, make request of agents, remind agents, team leaders and groups of adherence issues, and in general provide a friendlier atmosphere for the call center.  However most managers do not give the type of message they create and publish much thought.  The following are actual messages sent to agents and displayed on LCD screens in call centers.
  • Come see me immediately (desktop)
  • You are not meeting your metrics you need to go to training. (desktop)
  • Do not log out for any reason (desktop)
  • We have a customer coming through the Call Center tomorrow this screen will be shut off during their visit. (LCD screen)
  • All agents must meet their goals this week to be eligible for the quarterly bonuses.  (Wallboard)
  • Messages need to be clear and should not leave doubt in an agents mind as to its meaning. Messages should not threaten any one or any group. Messages must state who sent the message and why the message is being sent if it is not clear.
Analytics of data to create coaching and training opportunities
Real Time reporting will also offer the ability to save your daily, weekly, monthly, etc.  as statistics on a spreadsheet to be reviewed again in the future.  If set up properly the daily reporting can be used to automatically notify an agent that they should set a time for training.  The scope of how and when to use analytics is beyond this newsletter, however, some ideas include: Use the reports to determine when coaching is required; use the reports to determine when training is required (coaching and training are two different tasks); use the reports for assistance in scheduling agents to work a difficult skill; use the reports to move agents to another skill group, use the reports to compare against current goals and use the reports for setting future goals.

The value of Real Time Reporting is not limited to showing the current status of a skill group on a display.  The true value of Real Time Reporting comes from a Manager setting the goals for the reporting tools and using them to their fullest capabilities.  Often additional benefit can come from an existing system that is already in place.

Contact Spectrum or log into our Specorp Website for more information on how you can expand your current real time reporting system.

Dan Boehm
VP Sales and Marketing
+1 713 986 8839

Wednesday, July 15, 2009

Postive Messaging in the Call Center

Positive Messaging in the Call Center                   

As the world economy began slowing down, some call centers began downsizing or putting a freeze on hiring.  However, most call centers did not see a reduction in client contacts.  In fact, many call centers Spectrum works with has seen an increase in contacts.  Many of these contacts are negative ones such as calls to complain or cancel an order.  Call Center managers are tasked with having fewer agents to work with and rising contact volumes.  This challenging situation has created a negative attitude in many call centers.  High call volumes; more difficult clients than the norm; more clients cancelling orders, policies or coverage; lower sales (read commissions and bonuses); and internal pressure from company management to increase sales, improve customer satisfaction and first contact resolution have all led to a more negative overall call center attitude.
Figue 1r:  LCD Screen focusing on the negative KPI's

To help combat the negative attitude and improve call centre morale, call center managers have been doing much more positive messaging than ever before.  This goes beyond the typical generic group message of "Great Job Today".  Today managers are pointing to specific agents that have done an outstanding job and are congratulating them on the LCD screens as well as on their desk tops.  The messages are more detailed such as "Kelly Smith, from our retention group saved two clients today.  Total policy value was over $50,000."  This type of message puts a face with the message, acknowledges the agent and shows the call center the company cares about the agents.
Figure 2:  Positive Messaging improves morale in the call center.

Figure 3:  A positive message directed at a specific agent from Senior Management.

Another area where positive messaging is occurring is in the way KPI's and Metrics are being displayed.  Today many KPI's and Metrics point out the negative or the bad statistics such as a low service level number highlighted in bright red for all to see or abandonment rate with high percentages.

Figure 4:  Positive labels

Rather than focus on the negative, companies are focusing on the positive side of KPI's and Metrics.  Abandonment Rate (AR%) is now called Service Rate (SR%).  So instead of showing a 4% AR, companies are showing 96% SR.  Calls in Queue (CIQ) is now Customers on Hold (COH).  Calls for the Day (ACD) is now Satisfied Customers for the Day (SCD).  These few examples are actual contact centre examples.  While these may seem trivial the results at these call centres has been a more positive attitude as well as happier agents.

Positive messaging and changing the KPI's and Metrics have been proven to improve the overall morale and attitude in the call center.  Contact Spectrum today for examples of positive messaging and changing your KPI's and Metrics.

Dan Boehm
VP Sales and Marketing
+1 713 986 8839

Wednesday, May 20, 2009

KPI's and Metrics for Agents, Team Leaders, Managers and Senior Management

To be effective (improve quality) and efficient (reduce costs) the KPI's and Metrics that each of the call center stakeholders sees and reacts to should not be the same.  This may seem like a very simplistic statement yet it is surprising how often call centers display the same content to agents as well as managers and even senior management.  This month's newsletter explores what KPI's and Metrics each of the stakeholders should be seeing within the call center.

Within each call center there are a minimum of four stakeholders:  Agents, Team Leaders, Managers and Senior Management.  Each of these stakeholders has a need for distinct information and different levels of detailed information. Agents require more information and statistics about how they are doing while a manager and senior management need to see information that covers the entire call center and business.

Furthermore agents need to see more real time information, with some notable exceptions such as calls for the day, service level for the day, and other similar types of ACD statistics.  If the call center is a sales call center revenue statistics for the day would be required. There are many KPI’s that an agent may need to see based on the industry and business the contact represents.  Inbound call statistics, outbound call statistics, trouble tickets, transferred calls, and abandoned calls are just a few of the KPI’s that agents may need to see.

In addition, based on agents skill set and experience their KPI’s can change further.  A new agent is trying to learn their position and should be given advanced KPI statistics.  Their KPI’s may be to a lower level as this example shows:

While an experienced agent wants to know how they are performing and see their weak spots so they are able to correct themselves.  Too often contact centers give all agents the same desktop content which is too much for the new agents and the wrong content for the experienced agent.

A manager or senior management needs to review information that is more historical.  Certainly real time information is valuable; however, just looking at a singular point in time can be misleading to management.

The information that each stakeholder should see and be aware of will change based on the business or industry of the contact center or help desk.  A sales call center would need to revenue, cross selling, up selling and other revenue or CRM related KPI's and Metrics.  A Customer Service / Help Desk call center, internal or external, is interested in the number of tickets opened, closed, serviced, FCR, service level on the tickets and other similar types of KPI's and Metrics.  Spectrum can help the call center manager determine which KPI's and Metrics might be the most important for their contact center.

Agents should be seeing specific detailed KPI's on the group(s) they are logged into and how they are doing.  The statistics should include:

  • FCR rate for the agent*
  • Customer Satisfaction rating for the agent*
  • Calls Taken for the Day
  • Average Handle Time
  • Service Level
  • Adherence
  • Calls in Queue

*if available
Agent information should be real time and not historical except when the data is accumulated for the day.

Team Leaders should receive group level KPI's for the group(s) they are responsible for coaching and helping.  They will also require drill down and drill across capability to see more details on each agent that is over performing or underperforming.  Ideally the group leader would also see the goals vs. actual and the trends for the groups they are responsible for coaching.  The statistics should include:

  • Group FCR Ratings*
  • Group Customer Satisfaction Ratings*
  • Group Calls for the Day
  • Group Average Speed Answer (ASA)
  • Group Average Handle Time (AHT)
  • Group Service Level
  • Group Adherence
  • Group Abandonment Ratings
  • Group Agents Available and Staffed
  • Group CIQ
  • My Stats (supervisors statistics)

*if available
Team Leaders should be viewing real time information throughout the week and then on a weekly basis reviewing the historical data for the groups and agents to determine how they are doing against company goals.  During the day the team leaders should be reviewing the accumulated values on the KPI's and not just the real time values.

Supervisors not only help manage agents they also take calls.  Their desktop information can and should be not only the group level but also their own statistics.

Call Center Managers are responsible for the entire call center and multiple groups and team leaders.  The managers require a high level of information on each group and less on the individual agents.  However, drill down capabilities is critical so the manager is able to see which group is not meeting expectations according to goals previously set.  The manager is more likely to need a dashboard rather than a simple desktop display.  The dashboard will provide much more information as well as the ability to drill down into the information they require.  Variances against the goals and the trends for the call center can be reviewed for goal setting and agent performance reviews.

  • Contact Center FCR Ratings
  • Contact Center Customer Satisfaction Ratings
  • Contact Center Service Level
  • Contact Center Abandonment Ratings
  • Contact Center Adherence
  • Contact Center Calls for the Day
  • Contact Center AHT
  • Contact center ASA

Call Center Managers should be reviewing real time and historical information throughout the day, week and month.  These metrics should be compared against company goals and a trend analysis should be provided showing how the overall center is performing against goals and if possible benchmarked against industry peers.

Managers today want to know how well the agent has performed but not just for the day they want history.  This example is a web based report about an agents performance over the last year.  The working state time is a calculation of talk time + after call work time + idle time. The non working state time is a calculation including lunch, breaks, training, coaching, celebrations, vacations and other unavailable statistics.  This report shows the manager how the agent has performed at different times of the year as the business conditions had changed.

Senior Management typically does not have time, inclination or desire to know the intricate details of how the call center metrics are performing.  The number of metrics that need to be reviewed and understood to grasp how the call center is doing would be overwhelming to most senior managers.  The Call Center Manager needs to provide senior management a single set of values that will express to management how the call center is performing against goals and industry peers.  A trend analysis showing the direction the call center is going supported by surveys and statistics is ideal for managers.

Company Contact Center Metrics (single values per category)
  • Revenue
  • FCR Ratings
  • Customer Satisfaction Rating
  • Agent Satisfaction Rating

Senior management and Managers also need this data to be mobile.  The reports need to be viewed on tablets, web reports and smart phones.

Managers may desire other information that is relevant to the business and industry included on this metrics report.  It is incumbent upon the call center manager to determine what management requires and provide that information in a single easy to understand balanced scorecard.

Spectrum is ideally situation to assist contact center managers with the seemingly daunting task of trying to capture the right information for the right audience. Spectrum is a leading provider of Unified Contact Center Reporting.  Contact Spectrum today to learn more about real time reporting for your contact center.

Follow Spectrum Corporation:

Dan Boehm
VP Sales and Marketing
+1713 986 8839

Tuesday, April 21, 2009

Metrics that Matter

Call Center Metrics that Matter                   

The question that we are asked most is "What KPI's, Metrics or information should we capture and display on our Call Center Digital Signage?" Each call center (contact center) has specific goals that are unique to that call center. These goals would affect what disparate data is captured and displayed. However, there are some general guidelines to follow to get the most of your Real Time Reporting and Digital Signage Solution.

Some Spectrum call center customers are capturing and displaying ACD statistics for the group (skill) and agent (both statistics and states). This data is scrubbed and optimized properly, can become actionable information that helps the call center become effective and efficient.

The rest of Spectrum call center customers have determined which Metrics that Matter most to their call center and require Spectrum to collect much more data and convert that data into highly useful metric and KPI's.  These call centers are collecting data from other systems beside the ACD.  Some of these other systems include:
  • IVR - to show where calls have abandoned or "zero" out to an agent most often;
  • CRM - Sales revenue, quotes, invoices, CSat, lost customers and forecasting data;
  • WFM - Adherence;
  • Surveys - FCR and CSat scores;
  • Call Costs;
  • Home Grown Databases - these are databases that are critical to the business and can include data from FCR, customer satisfaction ratings, revenue, call costs, trends and goals.
To follow best practices of real time reporting and call center digital signage a call center should be capturing the data that directly affects each level of the call center. This data should then be scrubbed and optimized for each of the stakeholders in the call center (agent, team leaders, managers, and senior management). Each stakeholder requires different actionable information to be able to effectively do their jobs.

Contact Spectrum today to learn more about Metrics that Matter most to a call center and what information each stakeholder is receiving from the real time reporting and call center digital signage solution.

Dan Boehm
VP Sales and Marketing
+1 713 986 8839

Tuesday, March 10, 2009

Call Center Digital Signage

Call Center Digital Signage consists of the software to capture and publish the data, the hardware to display the Key Performance Indicators (KPI's) or Metrics and the data that is captured.  The two mistakes that Call Center Managers make when setting up a Call Center Digital Signage Solution are: Selecting the KPI's and Metrics and how to display the KPI's and Metrics.

This month's newsletter will focus on how to display the KPI's and Metrics properly.

Too often Call Center Managers want to display too much data and they create screens that look great on their PC's but when viewed on an LCD screen is very difficult to read and loses its impact.  The goals of having an LCD screen are to reduce call center operating costs and/or increase revenue.  If an LCD screen is laid out wrong the value of the content is diminished.  Once content is determined, it must be laid out in a fashion that is readable, has the greatest impact and takes the least amount of time to recognize the KPI in threshold.

  • Readability: A 1 inch (2.54cm) tall character is readable from 16ft (5M).  Use characters and fonts that can be viewed by the group targeted.
  • Contrast: Colors that look great on PC screens do not always look good on the LCD screen. For example, neon blue next to black is difficult to read at a distance.
  • The most important KPI or Metric should be in the top left of the screen.  Most people read in a "Z" pattern making the top left corner the first place they look.
  • Graphs and Charts are easier to read than numbers. Does your contact center have to show the actual numbers or will a graph work better?
  • Too much information on a screen gets confusing and difficult to comprehend.  Display only those KPI's and Metrics that matter.
  • Scroll through screens to show more data.  If one screen is not enough, show the data for 30 seconds and then scroll to the next screen.  The data on the screens will still be updating and fresh.  If the agents need to see the data at all times then push the data to the desk top or web page as well as the LCD screen.
  • Choose the right display for your content. LCD screen, desktop display, dashboard, email, web page, PC Messages, LED wallboard or even a printed report are all tools that can be used to display content.  Choose the best option for your call center. 
  • Select the metrics that matter most for your targeted audience. More on this in our April newsletter.
Click here to learn how to properly lay out an LCD screen.

Dan Boehm
VP Sales and Marketing
+1 713 986 8839

Friday, February 13, 2009

Call Center Readerboards and Wallboards


Spectrum Call Center Readerboards and Wallboards 

Much has been written about Call Center Readerboards and Wallboards being old technology, too expensive and do not offer the call center the same level of effectiveness as an LCD screen.  Briefly, let me state clearly that this is not the case.  If used as intended Readerboards or Wallboards remain one of the most cost effective real time reporting tools available to the Call Center Manager.  Here are some reasons why Call Center Readerboards and Wallboards continue to be effective:

  • A manager only wants text and numeric information to be displayed.  More than 50% of the LCD screen users today are still showing only Text and Numbers on their screens.
  • Visibility of over 100 feet with a 2 inch tall character.  Using the same 2 inch tall character an LCD screen can be viewed from only 32 feet.   
  • Total Cost of Ownership (TCO): A Readerboard or Wallboard requires software to drive the board. In many cases the ACD platform already contains the software to drive the readerboard.  An LCD screen requires software, a PC or server, and in some cases proprietary cabling.  A wallboards life expectancy is over 11 years. A commercial grade LCD screen 4 years.  

Does this mean that LCD screens should not be used and invested in? Certainly not!  If the requirement includes the need for Charts, Graphs, Live Media, Video, Pictures, Office Documents, RSS feeds, Streaming Video and Web to be displayed then an LCD screen is the right and only choice.

There are many reasons to invest in a Call Center Readerboard or Wallboard and one of them is a lower total cost of ownership.  Spectrum provides all available Call Center Digital Signage options available today. These options include LCD Screens, Wallboards, Desktops, Dashboards, Email, Web Pages, mobile devices and Printed Reports. Contact your Spectrum Representative today to request a copy of our Call Center Digital Signage Whitepaper to determine which option is right for your Call Center. 

Dan Boehm
VP Sales and Marketing
+1 713 986 8839