LP Case Study For Route It Super Set of Data

Route It Big Data Executive Summary

Executive Summary
Data, networks, and phone lines have created a tsunami of technology chaos over the years, all in the name of progress! A bit counter-intuitive, but a fact. Many technological applications that we have implemented to simplify our workloads have become too difficult to manage efficiently. We hear that it is all about the Data. The challenge is, how do you aggregate it so you can use it? We need to use data to help make business decisions, but getting to the data we need is an incredibly daunting task.

Customer Service Centers are a critical touch point for a company’s relationship with their customers, and using the data collected is important. Call centers need manageable bites of information so that business units can make smart business decisions. Some of the best tools to do this is an application like AT&T’s Route It!. 

Dial Interactive is a fan of AT&T’s Route It! This software package enables companies to reroute both domestic and international toll-free calls from a PC in real time. AT&T Route It! is designed to help maximize the value of AT&T’s toll-free advanced features. This includes, but is not limited to, area code routing, exchange routing, next available agent routing, network queuing, caller recognition routing, and other applications. Companies use AT&T’s Route It! to activate pre-recorded system announcements for AT&T’s Call Prompter and courtesy response services. Route It! allows users to create custom routing plans based on peak calling periods. Many enterprise size companies manage thousands of 800 numbers, and their staff are constantly making changes to their systems. At the end of the day there may be hundreds of changes, and reconciling the changes is nearly impossible. These simple updates have become complicated to implement and lead to challenges. In particular, the different company departments find it hard to work cohesively together. Marketing and Information Technology departments do not understand, nor do they empathize, with the demands put on the other. What is amplifying the issues is that today the marketing departments are augmenting their technological skills and directly competing with the Information Technology and Telecom departments to meet their needs. The need for IT, Telecom, and Marketing to act cohesively, collaboratively, and expeditiously to meet company and industry demands is essential, but instead, the animosity they have towards each other hinders optimization of work efficiency.

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