Customer service agents set the tone for a customer's interactions with a company. Learn how to improve the experience with contact center management dos and don'ts, along with some proven ways to improve performance.
Good and bad service experiences die hard. Who can forget the hotel receptionist who went above and beyond the call of duty to accommodate a last-minute change in travel plans … in contrast to the sulky server at an expensive restaurant who clearly wanted to do anything but wait on you? Long-time Harvard Business School professors Jim Heskett (now emeritus), Earl Sasser, and Len Schlesinger have been studying the service sector—the good and the great as well as the bad and the ugly—for more than three decades. In their new book, What Great Service Leaders Know & Do (Berrett-Koehler), they examine the most up-to-date best practices and explain how companies can put a smile on customers’ faces and keep them coming back for more. In a recent interview, they explained some of their findings.
Attrition is the headache of almost all contact centers. It creates excessive recruiting and training costs, and prevents the operation from ever fully surpassing a learning curve to reach maturity and consistent results. While the average annual attrition for a contact center in the United State is 30%, it is common for annual attrition to surpass the 100% in Latin American centers — a huge drain on revenue considering that the average cost to recruit a new rep is about $4,000 plus training. But there are ways to increase retention and decrease those needless costs
By implementing call center speech analytics into a call center’s business strategy, managers of call centers are able to identify specific customer behaviors associated with positive outcomes, determine and resolve core issues by analyzing problematic customer-agent interactions and develop best practices standards intended to streamline overall operations of their call center.
CIOs Must Drive Technology Change For Business: IDC Study
How do CIOs view their role within their organizations? Are they the chief innovation officers that they should be? A new study by IDC looks at how these executives see themselves and how others within their organizations view them.