Contact Center ROI Calculation Engine Using Data Comparison
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Solution Overview
Problem
Existing technologies fail to effectively calculate return on investment, break even period, and savings for contact centers, making it challenging for senior management and customers to identify necessary changes and associated costs.
Innovation Solution
A method and device that obtain historical and projected data for a contact center, compare them to identify improvement areas, determine implementation costs, and calculate return on investment, providing projections on savings and break even period.
Engineering Contradictions & Design Principles
Engineering Contradiction Analysis
1Measurement precision
If existing technologies are used to manage contact centers, then basic operations can be maintained, but return on investment, break even period, and savings cannot be calculated
Solution Approach 1:
The patent introduces an intermediary system comprising a processor and memory that mediates between historical data, projected data, and investment parameters to calculate return on investment metrics. This intermediary calculation engine transforms multiple input parameters into standardized financial metrics, resolving the contradiction by providing precise ROI calculations without requiring complex manual analysis systems.
Solution Approach 2:
The system enables self-service ROI calculation by automatically obtaining historical contact center data, comparing it with projected data, and generating investment analysis reports without external intervention. The processor autonomously performs data retrieval, comparison, and financial metric calculation, eliminating the need for complex external analytical tools while achieving precise measurement.
2Productivity
If changes to contact center infrastructure are implemented, then efficiency can be improved, but associated costs and return on investment are difficult to determine
Solution Approach 1:
The system performs preliminary action by calculating and storing projected costs, savings, and return on investment metrics before infrastructure changes are implemented. By obtaining projected data and performing calculations in advance, the system preserves cost and savings information that would otherwise be lost, enabling informed decision-making about efficiency-improving changes.
Solution Approach 2:
The system establishes feedback loops by continuously comparing historical contact center performance data with projected performance data after infrastructure changes. This feedback mechanism tracks actual costs and savings realized from efficiency improvements, ensuring that cost information is not lost but rather measured and recorded for future reference.
3Measurement precision
If detailed analysis of contact center data is performed, then accurate return on investment can be calculated, but time and computational resources are consumed
Solution Approach 1:
The system performs preliminary action by obtaining and storing historical contact center data and projected data in advance of ROI calculation requests. By pre-retrieving and organizing relevant data sets, the system reduces the time required for actual ROI calculations while maintaining measurement precision, as the data preparation work has already been completed.
Solution Approach 2:
The patent replaces manual or mechanical data analysis processes with automated electronic data processing. The processor automatically retrieves historical data, compares it with projected data, and calculates ROI metrics without human intervention, significantly reducing calculation time while maintaining or improving accuracy through consistent automated computation.
Data Source
AI summary
A method, non-transitory computer readable medium, and account manager device comprises obtaining a plurality of inputs associated with the contact center in response to a request to calculate the return on investment associated with the contact center, wherein the plurality of inputs includes one or more contact center historical data and one or more contact center projected data. At least a part of the obtained one or more contact center historical data is compared against the one or more contact center projected data to identify one or more improvement areas in the contact center. One or more costs to implement the identified one or more improvement areas in the contact center are determined. The return of investment associated to the contact center is determined based on the one or more determined costs. The determined return on investment associated to the contact center is provided.