Category Archives: Uncategorized

Culture of Quality

Traditional quality management approaches (QMS, work process design, etc.) can help companies reduce the risk for errors, but they do little in terms of creating additional value.

Building a Culture of Quality, however, can both reduce errors and help companies unlock new sources of value through improved customer experience and employee productivity. Unfortunately for many organizations, there is a big opportunity to improve. More than 60% of employees indicate their companies have a weak Culture of Quality.

CEB’s article in a recent issue of Harvard Business Review discusses the key factors that drive quality as a cultural value as well as successful tactics from companies like Seagate and Wrigley.

In a Culture of Quality, employees “live” quality in all their actions, beyond the rules laid out for them.

Our new infographic summarizes this and other findings from CEB’s research, serving as a simple guide for what to keep in mind when strengthening your quality culture.

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Let’s Talk about “Phone Support”

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Phone support is the black sheep of today’s multi-channel support world. Poorly trained staff, misguided processes, and confusing phone systems have all eroded the user experience. On the business side, legacy systems were complex, expensive, and took a long time (and a lot of help) to set up. These factors worked against small and midsize businesses, in particular, who need to be able to quickly scale as business expands.

Yet research continues to show that consumers often prefer the phone to other channels. A phone call makes consumers feel acknowledged, and it’s a sure-fire way to get their problem resolved, faster. Still, many smaller and medium-sized businesses (SMBs) shy away from offering phone support.

The truth is that phone support is both a vital and practical part of a multi-channel support strategy. And advances in Voice over Internet Protocol (VoIP) technology now make phone support both affordable and easy to manage.

In this article, we’ll look explore:

  • some of the common misconceptions people have about phone support
  • research that explains why phone support so important for SMBs
  • tips for training and coaching new phone support agents
  • the most important metrics to track to make your phone support effective

Why phone support gets a bad rap

Many people have nightmarish stories about navigating an interactive voice response (IVR) menu, or being stuck on hold only to have the call dropped. The experience makes a liar of that soothing, upbeat voice assuring them that their ‘call is very important.’ While IVRs, hold music, and menus intend to help callers navigate support options, they often have the opposite effect.

Add to these frustrations the fact that phone support is often outsourced. Staff at large call centers may not feel empowered to truly help customers, and may feel disconnected. The whole situation leaves consumers with a bad taste in their mouth.

Customer horror stories are exacerbated by old technology. A small or midsize business evaluating the potential of phone support just sees a poor user experience and difficult implementation. Phone support doesn’t seem worth it. In fact, phone support seems like a last resort.

Go for quality, not quantity

Unfortunately, many large phone support organizations focus on minimizing downside rather than maximizing satisfaction, which is why phone support is often arduous. A McKinsey Quarterly article exemplifies this strategy through its findings at a wireless telecommunications provider. After rigorous analysis, the telecommunications provider considered raising service levels to the “delight breakpoint” or reducing them to just above the “patience threshold.” Customer-lifetime-value economics pointed to the second option.

Yet for SMBs, which don’t often encounter the same volume-related challenges that large organizations do, helping customers reach the “delight breakpoint” can be a powerful weapon in the fight for market share. Great service helps create brand advocates—loyal customers who evangelize a company’s product(s) to others. Brand advocates help businesses grow without increasing sales and marketing spending. It’s a mistake a lot of companies make—under-investing in customer-retention spending. Research revealed that brands who increase customer retention rates by as little as 5% can increase profits by 25-95%.

In fact, a Deloitte study showed that brand advocates spend more than twice as much as regular consumers on average. In this way, providing exemplary service to an existing customer base can help small and midsize companies see a return on customer support investments.

Before you can create brand advocates, you must communicate with your customers on their channel of choice.

Customers (still) prefer phone conversations

In Forrester’s “Global 2011 Consumer Preference Report—Contact Centers” study, phone conversations trumped email interactions by a ratio of nearly three to one. To explain this, the study asked respondents to prioritize what they desired in a customer service interaction. Quick resolution and human interaction topped the list:

  1. “I am able to interact with a customer service representative quickly.”
  2. “My query is resolved quickly.”
  3. “I am able to interact with a person.”
  4. “I am able to access the information I need to resolve my query myself.”
  5. “The customer service representative is based in this country.”

The reasons provided by the respondents are perhaps the most revealing takeaway from this study, especially as time marches on and live chat, social media, and self-service options continue to evolve and claim larger (and fluctuating) portions of the multi-channel pie.

More recent findings confirm that voice is still the primary channel for customer service, and Convergys RD and Alorica RD revealed that the phone actually yields the highest customer satisfaction rating. Compared with service provided via email, chat, web self-service, Twitter and Facebook, a whopping 91% of customers were satisfied with service provided via phone.

How phone support should operate

We visited Alorica RD and Convergys RD and they both agreed that Effective phone support should be simple. Telephony systems should be intuitive, and help speed resolution. And operational efficiency requires a blend of well-trained, empowered staff using intelligent, well-designed tools.

Here’s a look at how phone support should ideally operate:

Calls are fielded in-house. Research shows that in-house employees are more knowledgeable, dedicated, and have less turnover than outsourced agents.

Agents have resolution authority. Research also shows that empowering agents to make crucial decisions on their own speeds resolution and increases job and customer satisfaction.

Train and coach agents for success

Taking calls for the first time can be nerve-wracking. Agents never know what a customer will say, and every call is different. That’s why the best way to train an agent for voice support is to take things slow. At Zendesk, new agents don’t answer calls for one to two months after they’re hired.

Once live, phone agents do a lot at once: actively listen, soothe customers, create tickets, and research answers—often at breakneck speed. Agents should feel confident before flying solo, so here are a few tips to help ease them in:

  • New agents should receive standard onboarding and product training, followed by more intensive training on the tools required to provide support.
  • Before diving into phone support, agents must be adept at creating tickets, searching for product information, and using your customer service software. For this reason, it’s a good idea to have phone agents begin with email support. This gives them time to learn, research, and dig into your product and tools. You want their online tasks to come as second nature as agents listen to customers.
  • Next, have agents listen in on calls and shadow other phone agents to see how they speak and respond to customers.
  • Always check in with agents before putting them on the phone and don’t push. It’s important the agent feels comfortable.
  • When the agent is ready, have them start by handling voicemails. Without the pressure of a live call, the agent can take time to listen and figure out what the customer needs. Then they can research the answer before returning the call. Someone with more experience should be listening or available to jump in with coaching or support.

Always give your agents the green light to put the customer on hold if they need more time to find an answer or to ask for help.

Once your agents are comfortable, give them the authority to make decisions. Trust agents to handle calls without having to put customers on hold to ask for a manager’s permission or approval before continuing with a resolution.

Conclusion

We live in a fast-paced, multi-channel world where customers expect an immediate response. Smaller companies have to compete with their larger competition, which underscores why phone support is an ideal tool for SMBs looking to increase customer satisfaction and drive word-of-mouth marketing. Thanks to advances in technology, it’s now possible to lower your costs and to manage multiple channels from a centralized platform. And this, in turn, makes it possible for any business of any size to offer first-class support.

To learn more about Contact Center / Call Center, Just Vitit us: http://www.callcenterrd.com

The Cost of an agent Turnover

What is Your Cost of Turnover? (and why you should know it) Do you know what your true cost of turnover is? When I ask this question to groups of call center managers, few raise their hands. Yet it is important to know how much it costs to recruit, on-board and train agents for two main economic reasons:
a) turnover often has a major negative impact on the center’s costs;
b) knowing your cost of turnover can help you get approval for upgrades you need to make in the areas of recruiting, hiring, agent satisfaction, agent dashboards, etc.
Costs you should include in your calculation are:
– Advertising in all the various media you utilize
– Initial screening for candidates, including the people who review submissions, the technology used to test applicants’ skills and aptitude, and the costs of telephone interviews to determine their phone presence
– Final selection processes, including scheduling and conducting in-person interviews, realistic job previews, background and reference checks, etc.
– Training costs, including salary and benefits paid to new hires during training, allocated trainer costs, costs of training facilities and technology, as well as costs of on-demand training programs.
– Transition or “nesting”, including expert help needed during this phase
– You can also estimate a cost for getting to full competence, which often takes a year or more.Some of these are hard, variable costs, while others are semi-fixed costs that take a bit more thought to quantify. Certain positions may also require added costs, such as paid preparation time for employees who must pass licensing exams in the insurance or brokerage sector.When added together, these costs often total more than $5,000 per employee lost.
Recall that these do not include “soft” costs, such as the loss of institutional knowledge, negative impact on productivity and morale of high turnover, and impact on caller satisfaction from dealing with less experienced agents.Every manager should know his or her cost of turnover, and then put that knowledge to work computing ROIs on intelligent outlays for things that will secure and retain the best agents, such as improved screening tools and procedures, increased training, better knowledge management systems, agent performance dashboards, etc.
Remember, you count on your people. You should be able to count the costs that result when they leave.

Thanks for reading 😉
Pm