If your reporting is
to communicate properly (is there any other reason to do it?)
it demands a well defined strategy.
When your Siebel site or contact centre has a strong
management structure with no reporting line of command outside
other than through the overall manager then life is relatively
simple.
But in the real world there will be multiple reporting
threads: the product managers, the marketing and campaign
managers, the field sales managers, the channel managers, the
quality managers and many others from all over your organisation will be
grasping for performance data. If nothing is done they will
set up casual links with call centre team leaders and get
spreadsheets every day. They will each have their own
definitions of what constitutes a "success" or
"failure". The team leaders will work from their
speadsheets rather than what Siebel tells them.
Just as the centralised Siebel configuration teams may not
be able to meet your requirements for timely configuration
changes so might your on site reporting team be unable to to
respond quickly enough to changing reporting requirements.
With all these pressures the need is to define and
agree a strategy for reporting.
A strategy is the art of a general: the laying out of objectives: what is to be achieved.
The main points to cover are:
