Proven Strategies for Call Center Mergers & Acquisitions

STEP 2: LISTEN TO THE DATA Your team has squeezed as much information as it can out of the target company’s people, processes, technology, and culture. It’s organized and ready to go. What’s next? Analysis. It’s time to hear what all this information has to say. People constitute a large chunk of a call center’s value. Knowing who they are, their roles, their skill levels, and relationships with one another is a key aspect of due diligence in any merger or acquisition. A quality assessment of human capital will answer many questions. Who are the talented jewels of the company? Who is engaged and driving the organization? Who are the innovators? Who are the best candidates for future leadership? The answers to these questions and many more should be thought through and folded into the capability model report. When studying data covering operational processes, your team of analysts should be well versed in contact center analytics. This point is crucial. It’s the only way to dive into the data and thoroughly understand it. This step is part science and part art. The numbers need to be sifted through the proper methodology and matched and married to comments from what people had to say. And it all needs to happen within the framework of the proper industry-specific context. The results are then compared to leading industry benchmarks. Analysts must have access to a library of performance metrics from current best-in-class operations to do this. As this happens, personnel and process are scored against high-achieving trendsetters from your target company’s industry silo. This scorecard calls out strengths and weaknesses. A list of improvement opportunities and solutions takes form. This has high value later if the deal goes through.