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Call center managers today face common issues about growing operating expenses, increasing call volumes, longer talk times, and growing customer disappointment with service levels. Because service has become a vital aggressive aspect, the need to progress receptiveness and distribute high quality service is greater now and needed faster than ever before. For many companies, service is their call center.

Keeping pace with the changing market place is proving a challenge for many call centers. The need to decrease operating expenses seems contrary to improving customer service. When addressing lower costs, the immediate choices include shorter talk times and fewer employees. In other words, get customers off the phone quickly, and let them exist with longer hold times.
On the other hand, admirable consumer service requires short hold times and sufficient time spent with customers. In a traditional call center, this implies more people and less pressure on agents to get consumers off the phone. On the surface it appears that this in a no win situation and is in fact a stable battle for many call center managers.
To make difficult matters, call times are rising for many call centers as their company's products (software and hardware) grow in complication. In our various-application software rich environments, the end-user consumer requires more assistance to help resolve troubles and this translates to longer talk times and enlarged loads on call centers.
In a model of constant development, call center managers have complexity breaking out of this no win scenario. Everyday manager’s trade-off cost and customer service. Even with the best quality development techniques and special improvement teams, progress is limited to incremental improvements that do not keep pace with growing customer demands.
Call centers that have adopted reengineering have begun to break the series and expand their vision of call center operations. After reengineering their call center, they have more options than the standard trade-off between cost and customer service. The model of the call center as a "voice-only live agent" operation is being replaced by new ways to deliver excellent customer service through the call center. Business Process Reengineering is playing a key role in this evolution

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