When it comes to training folks to be successful contact center representatives, you know that itís more than imparting product knowledge or processing details. Often the people we hire to interact with our customers donít initially have the necessary affinity for our product or perhaps the life experience to understand our customersí needs, correct a misunderstanding, make a sale or resolve an issue. In order for our agents to be effective and engaging with our customers, we must also provide our people with Ďcontextí to apply what they learn in a meaningful way.
Executive buy-in has long been a central challenge in transforming an organization from product-centric to service-centric or customer-centric. Organizations, and quite often the executives at the helm, continue to invest heavily in differentiation via product features or pricing, with a lower priority given to customers who will actually use, adopt, and advocate interest in the products.
One of the hallmarks of a great customer service rep is someone who knows his/her customers so well, s/he can understand what the customer may need, often before the customer does. This is not an easily taught skill. I learned some of what it took from various jobs.
DMG is frequently asked if itís better to purchase a suite of fully integrated applications or to invest in multiple best-of-breed solutions that have to be integrated at the customerís site. While the answer may seem obvious, particularly given the shrinking amount of internal IT resources in many companies, itís not always a simple decision.