Customer Service Library

The ongoing and significant pressure to continually improve customer satisfaction, despite lower budgets has led contact-center managers to move customers to self-service interactions in order to decrease costs.  Unfortunately, many self-service implementations based on customer relationship management (CRM) focus on CRM features, and fail to give sufficient consideration to the core business knowledge and processes required for a successful solution.

Whether you need a turnkey call center or sophisticated network routing, the decision to lease-vs.-buy can impact your cost structure and enhance your business focus.

One of the surest ways for a contact center to achieve improvements in both service quality and cost performance is to take advantage of economies of scale.  To gain these efficiencies, fewer, larger agent groups are often better than having many small agent groups; operating larger centers is often better than operating many small centers.

Command and control is, perhaps, the most fundamental set of processes in the contact center.  Knowing what is going on, both in real time and historically, is just plain old “good management.”  With companies struggling to gauge the productivity levels of customer service representatives (CSRs) and as long as contact centers have been a critical part of business, one would think the technologies and processes to record agent activity would be firmly understood and consistently applied.  BUT they are not!  Inconsistencies in time accounting make a mockery of benchmarking studies because no two operations record activity the same way.

The telephone lines that connect your call center to the rest of the world  are often the first link in a long chain of factors that affect the perceived service level received by your customer. It doesn’t matter how much you spend on a CRM package if customers receive a busy signal when they try to call you.

How do you take a customer care operation from nothing or very small and grow it to meet the needs of your business?  How do you avoid throwaway investments?  Careful planning to capture customer care requirements, utilizing all of the capabilities of the technologies you have, and spending your strategic technology investments on the right technology THE FIRST TIME, are the critical success factors of a growing customer care organization.

For many years, contact center managers have been searching for the perfect tool to support customer service delivery.  Unfortunately, the customer contact center is often not always the primary focus of a corporate CRM effort.  Field force management, e-mail, customer analytics and back office integration are many times the focus of CRM projects and the contact center is almost an afterthought.  Although the contact center is frequently the primary point of interface a corporation has with their customers, the contact center is very often not represented in the selection of a CRM package. 

1619 Brentford Lane    1st Floor

Fort Collins, CO 80525

To contact us:

Phone: 970-231-0098

Fax: 253-595-4559

E-mail: ike@customercaremanagement.com

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Operationalizing Customer Intelligence

What would you do differently if you knew you had a valuable customer on the line?  Operationalizing customer intelligence is a key factor in migrating the customer contact center from a cost/service oriented operation to a profit/loyalty oriented operation.  Customer service managers should be able to discuss customer defection saves, service to sales conversions, cross & up sell ratios, and what the center is doing to increase customer satisfaction and loyalty with senior management. 

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