Challenges

Trends of increasing information overload, fast changing priorities and a global, de-centralized workforce are creating new challenges for enterprises.

  • Increasing Performance

  • Email has now become the # 1 performance killer. Productivity losses are expected to grow, as email volume increases 15% to 20% per year.

    • Employees spend over 50% of their time working on email
    • 1/3 of that time is spent reading unimportant email
    • 20% of important email received is missed or seriously delayed
    • 36% of unimportant email is read
    • Companies do not set clear email performance goals
    • Measurement of email performance levels is lacking

  • Accelerating Innovation

  • On average, about 80% of a company’s critical information flows via electronic communication. However, due to the growing challenge of managing information overload, valuable knowledge, ideas, opportunities and relationships are buried and lost.

    • The flow of information in email is unstructured and difficult to extract, analyze and present
    • Current technologies are not efficient for sharing knowledge with large groups, social networks or communities
    • Disconnect between email and web 2.0 technologies has spurred use of wikis, blogs and Twitter™, causing workflow inefficiency and increased risks to security and privacy
    • Current social network analysis technologies do not learn user behavior automatically. They depend on constant user input, tagging, static information or email volume/sender-based mathematical models
    • Country-based user privacy laws and HR policies restrict how a company’s email data can be extracted, analyzed and viewed
    • Current technologies cannot meet critical requirements of highly regulated and global enterprises

  • Enhancing the Customer Experience

  • Often the business functions most critical to success — including operations, supply-chain management, customer service and compliance — are heavily dependent upon electronic communication. Efforts to monitor and measure email driven customer service are often hindered because quality measurement is limited or nonexistent.

    • Customer service communicates heavily by email with customers, account managers and back-end operations. Current technologies do not automatically measure quality or provide SLAs of email communication
    • Critical information on customer service performance is buried in email and lost. Current CRM tools depend on users’ constant input of information and provide inconsistent data and limited reporting
    • New regulations require analysis and near real-time reporting of customer and financial related email communication — not just raw email data files

Sources: Radicati Group, IDC, Messagemind™ customer data.