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Call Center Innovation | eBook

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We asked 15 of our great Call Center Week speakers: What are your most innovative ideas? We’re proud to share their insights in our complimentary Call Center Innovation | Speaker eBook. Their ...

We asked 15 of our great Call Center Week speakers: What are your most innovative ideas? We’re proud to share their insights in our complimentary Call Center Innovation | Speaker eBook. Their answers touch on employee engagement, customer service, new technologies, sales tactics and what the call center of the future will look like.

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    Call Center Innovation | eBook Call Center Innovation | eBook Presentation Transcript

    • The largest, most comprehensive call center event in the world is back for2013. Our 70+ high-level speakers will present innovative and practical casestudies to our 1200+ attendees. To introduce you to our speakers, weasked them to share their insights on the most pressing call centerquestions. Here’s what they had to say..Powered by b
    • 1CallCenterWeek.com ● 1-800-882-8684 ● info@iqpc.comTable of ContentsLeading ExecutivesMarc Bernica | Bright Horizons…………………………..…………….… 3Shawn Castle | Valvoline Support Center…………….……………… 5Lisa Church | 1stAdvantage Federal Credit Union…………..…… 6Alexandra da Silva | NH Hotels……………………………………….…… 7Jamie Haenggi | Protection 1……………………………………..……….. 9Toni-Ann Mills | Fenwal, a Fresenius Kabi Company…………… 11Meg Neafsey | American Water………………………………………….. 12Lynn O’Neill | New York Life……………………………….………………. 14Jane Pearson-Wray | Electrolux…………………………..……………… 15Kevin Wilde | General Mills…………………………………….………….. 16Jonathan Wolske | Zappos.com………………………………………….. 17Call Center Thought-LeadersMike Ashe | Mattersight…………………………………………….……….. 19John Bardamill | TMG International…………………………………….. 20Bradley Baumunk | Genesys………………………………………………… 22Mike Burke | IQ services……………………………………………….…..… 23Neil Hooper | Plantronics………………………………………………..….. 25Umesh Jain | NowAnalytics…………………………………………………. 27Tara Kelly | SPLICE Software……………………………………………….. 29About Call Center Week……………………..………………….……….. 30Sponsorship……………………..…………………………………….……….. 31Editor’s WelcomeOne of the great perks of working on CallCenter Week, the largest Call Center eventin the world, is that I get to talk with theindustry’s leading executives. Everyexecutive in our Call Center Innovation |Speaker eBook has an impressive knowledgeset, whether it is about customerexperience, operations, marketing, technicalapplications, process management or company culture.Each of the speakers in the eBook was kind enough to share theirinsight ahead of their speaking engagements at Call Center Week.They will share their knowledge with over 1,200 attendees, and thisis just a small preview of the lessons you’ll take from Las Vegas.I hope you enjoy.- Shawn Siegel
    • 2CallCenterWeek.com ● 1-800-882-8684 ● info@iqpc.com
    • 3CallCenterWeek.com ● 1-800-882-8684 ● info@iqpc.comMarc BernicaVP Back-Up Care Advantage& Contact CenterOperationsBright HorizonsFortune Top 100 Places to Work14 straight years2012 Center of Excellence,BenchmarkPortalAt Call Center Week:Creating a Winning Call Center CultureWhen families call looking for care for their loved ones, they need to beserved by people who do more than process a transaction; they needpersonal service from someone ready to provide a customized caringsolution. Bright Horizons is a 2012 recipient of the Center of ExcellenceAward and has been on the Fortune Top 100 Places to Work for 14straight years. Find out how the company’s guiding principles areengrained in the culture to the point where every employee is living andbreathing its core values. You’ll hear outstanding results caused by theiremployee engagement including 80% of their new hires are employeereferrals and their customer satisfaction averages 97.3%.MARC’S INSIGHT:What are some of the biggest challenges of keeping employeesengaged and excited about their work?Marc Bernica: I think how you frame someone’s job isimportant. If people feel like what they do is valuable andimportant, they are far more likely to invest themselves in it. Ina vacuum, many of the things that we measure people on incontact centers imply that they are just cogs in a call-answeringmachine. Efficiency and productivity are important, but “beingproductive” isn’t really the type of mission that get’s people outof bed excited to go to work in the morning. We try to helppeople understand the important role they play in providingservice to our customers, explain why the products and servicesour company provides are important, and reinforce this bysharing examples where good service made a difference for acustomer. Additionally you can’t ask for people to be engagedwithout providing an outlet for that engagement. We ask fortheir input on how things can improve for both employees andcustomers and act on it. We ask them to use their brains, notjust process and procedure, to solve customer problems.Continued..
    • 4CallCenterWeek.com ● 1-800-882-8684 ● info@iqpc.comMARC CONTINUED:How does superior customer service impact your company’sbottom line?Marc Bernica: We can directly correlate a customer’s serviceexperience with both their likelihood to reuse our service andlikelihood to recommend it to others. For example, one of thebusinesses supported by our call center is back-up childcare. Customers using this service are in need of spur-of-the-moment care for their children. In many cases this meansleaving their child with someone they have not met before or ata child care center that they have never visited. As you canimagine, parents don’t do that if they don’t trust you. We havefound that our initial interaction with them over the phone isthe single biggest way to build their trust andconfidence. When we are empathetic, responsive, and cover allthe bases, the parent comes away reassured that their child willbe in good hands.
    • 5CallCenterWeek.com ● 1-800-882-8684 ● info@iqpc.comShawn CastleManagerValvoline Support CenterAt Call Center Week:Revolutionizing Customer Experience Across MultipleChannelsDiscover how to deliver a personalized customer experience bytaking a multichannel approach to your call center. Walk awaywith strategies for customer data that converts feedback fromphone calls, e-mails, chats, and social media into actionableinsights.SHAWN’S INSIGHT:Has new technology radically transformed your call center in the last5 years?Shawn Castle: Yes, recently, we upgraded our Incident Managementsystem that enabled us to eliminate non-value added work. Our teamcan function at a higher level of efficiency and can spend more timewith internal and external customers instead of performingadministrative tasks. Additionally, we enhanced our ComputerTelephone Integration software to included chat as an interactiontype. This has allowed us to offer additional channels to ourcustomers.Call centers can be overwhelmed with analytics. How do you figureout how to turn the data into actionable ideas?Shawn Castle: We utilize analytics to provide direction on ourstrengths and our opportunities. It is easy to get lost in the vastmajority of data that is available to most organizations. First, we listento what the data is revealing. We use several sources to verify thatthe data that we are evaluating is valid. Next, we identify sustainabletrends opposed to noise. This allows us to spend our time and effortson big issues opposed to making knee jerk reactions that are notsustainable. After trends are identified, we choose the item that willyield our biggest return. We may choose our top call driver orsomething that will significantly reduce customer effort. Once thetarget is in sight, we assemble the cross-functional team to develop amitigating strategy.
    • 6CallCenterWeek.com ● 1-800-882-8684 ● info@iqpc.comLisa ChurchChief Experience Officer1stAdvantage FederalCredit UnionBest Customer Experience in SpainAmongst All SectorsBest Customer Experience in TourismSector in Spain and Latin AmericaBest Unified Call Center Technology inSpainAt Call Center Week:Engraining Customer Experience into CultureCredit unions like 1st Advantage are not-for-profit financial co-ops. The focus is on members, not outside investors, andprofits are reinvested into the credit union. Find out how 1stAdvantage Federal Credit Union engages front-line and seniormanagement employees to provide exceptional customerexperience. Learn how to create the cultural environment forinnovation through your values and the experience you want toprovide to both employees and customers.LISA’S INSIGHT:How much do you rely on training to ensure your employees fully buyinto the importance of customer experience?Lisa Church: A lot! We “set the stage” on day one at our New EmployeeOrientation program, where part of the day is set aside for an overviewof our core values and how they affect the way we interact with ourcustomers, vendors and fellow colleagues. We follow that up with a 2-day 1A Academy program that every employee attends to cover ourcore values and our “Member Declaration” in detail. This training helpsemployees understand our service philosophy and see the practicalways it can be applied day-to-day. Each year we refresh service skillsfor the entire staff with our Academy Reunion class, covering a newapproach to different facets of customer service and the member andcolleague experience. Our service values are also reinforced in all skilland product sessions as well as through ongoing coaching by managers.Have new technologies changed your approach to customer service?Lisa Church: Definitely. Technology has created brand new channelslike mobile and tablets and improved access to customer data. It alsocaused a steady rise in online transactions and instant access toinformation that reduces the number of opportunities for us to speakto our customers. This has caused us to sharpen our focus on makingthe most of every interaction. We understand that customers who dotake the time to speak with us expect more from the conversation thanthey have in the past.
    • 7CallCenterWeek.com ● 1-800-882-8684 ● info@iqpc.comAlexandra da SilvaVP Reservations &Contact Center OperationsNH HotelsBest Customer Experience in SpainAmongst All SectorsBest Customer Experience in TourismSector in Spain and Latin AmericaBest Unified Call Center Technology inSpainAt Call Center Week:Increase Sales in a Multi-Language, Multi-ChannelContact CenterNH Hotels ranks third among European business hotels andcurrently has 400 hotels with around 60,000 rooms in 25countries in Europe, America and Africa. In this session,Alexandra will present a case study about how NH Hotelsincreased sales in the contact center.ALEXANDRA’S INSIGHT:What does the call center of the future look like to you?Alexandra da Silva: It seems that the trend of new call centers isgoing more towards a self-service center without having a “real”agent available on the phone. We do live in a world in which thingsare changing in an extremely fast manner, and in which peopleexpect to have an answer immediately at any time (24 x 7). Nearlyeverybody is nowadays connected through their mobiles or tabletsin any place. It is for that reason that the trend and the customerexpectations are changing.The customer of the future will be connected through social mediaand therefore will not be disappointed to receive an answer froman automatic Voice. For that reason companies should restructuretheir assets with the focus on being able to decrease Call CentreCost: Less Employee’s, less Infrastructure, less variable & fixed costetc.But, human intervention is still and will be really importantHow do you try and reduce employee turnover in your contactcenter?Continued..
    • 8CallCenterWeek.com ● 1-800-882-8684 ● info@iqpc.comALEXANDRA CONTINUED:Alexandra da Silva: One of the most important points to me is tohire the right people, not only with the right skills but also who fitinto the company culture and the existing team. I think creating apositive working environment, in which the employees feel part ofthe company - which in the call center is obviously quite challengingto do – is also an extremely important issue. How can they feel partof the company?Through communication by mailing, internal meetings, informingabout daily -, weekly -, monthly -, quarterly -, yearly results; creatingAction Plans together with the Agent and yearly appraisals so thatthey know where they stand. The team leader should have an eyefor detail and a proactive way of approaching and encouraginghis/her employees. The Call Center Agents needs to understand inwhich direction the company wants to go, what is important andwhat are the KPI’s and their own Goals. Those Goals and KPI’s mustbe achievable, but not as easy.Another point which does not affect in any way the cost of running aCall Center is the advanced planning of the employees holidays orworking schedule.I’m sure every Agent feels more motivated and appreciated if his/herwishes are being addressed.Also creating special incentives – playing different motivating gamesthroughout the working day will help them to achieve their goals in amore enjoyable environment.Congratulations from the manager for a team member should be visibleto the whole team.
    • 9CallCenterWeek.com ● 1-800-882-8684 ● info@iqpc.comJamie HaenggiChief Marketing & CustomerExperience OfficerProtection 1At Call Center Week:Ensuring a Clear and Consistent Message AboutCustomer ExperienceProtection 1 has over 65 locations but actively ensures thecompany thinks and acts like one team. Protection 1’s culturecan be described as a demanding, yet caring, environment. Thecompany believes that setting high expectations inspiresemployees to be the best they can be. Find out how Protection1 has created a culture that allows for employees to reach theirtrue potential.JAMIE’S INSIGHT:How does superior service impact Protection 1’s bottomline?Jamie Haenggi: The strategy for our call centers is to ensure thatwe create a differentiated customer experience that is beyondwhat the rest of the security industry has to offer and incorporatesthe “ideal experience we would want when dealing with acompany.” By keeping our strategy based on “how we would wantto be treated,” it allows all front line employees to understand whywe do certain things and creates a company-wide alignment in ourcustomer and employee experiences. That’s why our employeesembraced our “perfect day” measurement, which they havemet >97% of the time in 2012.How customer service has delivered on the company’s bottom lineis by helping to reduce customer attrition year over year whilemaintaining the lowest attrition in the industry. We reduced callvolume and handle times through a Six Sigma focused approach toprocess improvement and delivered a 4% decrease on ouroperating budget, while the company grew 11%.Continued..
    • 10CallCenterWeek.com ● 1-800-882-8684 ● info@iqpc.comJAMIE CONTINUED:How do you keep your employees engaged and excited abouttheir work?Jamie Haenggi: In all of our centers, we engage our employees tohelp create the culture they want to be a part of. Through theseefforts, we have employee led initiatives that include:• A welcome committee that helps new team members feel“plugged in” and part of the P1 family• A mentor program that helps build employee leadership andaids the development of newer employees• An employee speakers bureau that provides an outlet foremployees to share their interests with others as well as developtheir public speaking and presentation skillsWe also have other clubs that include interests such as local art,biking and running—all employee led, fueled by team membercommunication and support. This level of employee engagementhelps encourage employees to not just be here, but want to behere and impact the lives of their customers and peers in apositive way.Secondly, we engage our employees through training and coaching.Because of our standard of less than 10% of calls being transferred,cross-training has been a core element of our culture for the past twoyears. Employees enjoy the empowerment that comes from crosstraining and often seek out additional training. We enable employeesto cross train not just in other departments within the call center, butalso outside the call center in our field offices. Our BranchEngagement programs allow selected call center representatives tospend a day with a technician in customer homes, a day with a salesrep knocking on doors and designing security systems or sitting with abranch administrator understanding the issues they deal with. Thiscross education also helps develop a culture of “one team” vs. “centeragainst field office.”These efforts have led to a 22% drop in absenteeism and a 50%decrease in turnover, year over year.
    • 11CallCenterWeek.com ● 1-800-882-8684 ● info@iqpc.comToni-Ann MillsGlobal Director – Learning &DevelopmentFenwal, a Fresenius Kabi CompanyAt Call Center Week:Competency-Based Learning and DevelopmentCompetency–based training allows consistency and standardson a global basis, while at the same time ensuring that localneeds our met. Our distinguished speaker from Fenwal, aFresenius Kabi Company, which is a diversified medicalequipment company based in Germany, has over 12 yearsexperience managing global operations.TONI-ANN’S INSIGHT:How do you keep employees engaged and excited abouttheir work?Toni-Ann Mills: We are all challenged by one or more of thefollowing motivators - ego (I did it), task (satisfaction from thecompletion of the job), social solidarity (being member of anidentified group), external rewards (certificates, gifts etc.).We make sure that we are focusing on these motivators on aregular basis. Publicly recognizing individual performers,undertaking group celebrations and fun events, ensuring thatpeople can complete the task and it is measured in a way thatprovides them with satisfactory feedback.What are the biggest challenges of reducing employeetunover?Toni-Ann Mills: Being able to provide personal professionaldevelopment in the fast pace of having to get things done.People move on to find new challenges or a place that willallow them to develop as individuals.
    • 12CallCenterWeek.com ● 1-800-882-8684 ● info@iqpc.comMeg NeafseyVP Customer ServiceAmerican WaterWinner IQPC 2012 Call Center Excellence – Bestin Class (over 200 staff)At Call Center Week:Driving Performance with Solid Operating Principlesand ObjectivesAmerican Water employs approximately 6,700 dedicatedprofessionals and provides an estimated 14 million people in 30states with water and wastewater service. Their success can beattributed, in part, to investment in technology as well as aculture of performance, accountability and measurement. Getan inside look into their key operating principles.MEG’S INSIGHT:What are the biggest challenges of reducing employee turnover inthe call center environment?Meg Neafsey: The biggest challenges of reducing employeeturnover in call centers are finding the best recruits and offering aworthwhile career path.To find the best recruits we utilize local recruiting channels toidentify potential candidates. We have a well-defined candidateprofile and predictive testing tools to support identification of thecandidates most likely to be successful in our environment. Wealso work with local temporary agencies/vendors to keep thecandidate pipeline full to help reduce cycle time for fillingpositions.In order to offer employees a worthwhile career path and ensurethe long term viability of the staff, we utilize a talent reviewprocess to identify key talent and then work to create developmentplans to help the individuals develop skills/knowledge/experiencefor future roles. We also utilize special assignments and/orprojects to continually challenge individuals to grow within theircurrent roles. Finally, we give our internal candidates preferentialtreatment "key candidate" status when filling positions beforeseeking external candidates.Continued..
    • 13CallCenterWeek.com ● 1-800-882-8684 ● info@iqpc.comMEG CONTINUED:How do you keep your employees engaged and excited about theirwork?Meg Neafsey: American Water uses strategic efforts and goodcommunications to ensure that all department projects and activitiessupport the overall corporate mission, vision and values and that allemployees are engaged in the effort to achieve them. Each year, ourcompany’s executive leadership team communicates itstargets. Using these, our CSC management team works to developan action plan that will ensure we meet standards set for customersatisfaction, quality, first contact resolution, and other performancemeasures. To make sure all employees understand and support thetargets, we hold short overview meetings and ask for employees’input and support in brainstorming ways to achieve success in keyareas. This process has helped us to identify areas of opportunity forimprovement and has helped employees engage in the process ofbringing value to our customers.The management team works together and with their teams to makesure they are able to look at projects and opportunities to assess thereal value to American Water and our customers. We work hard tomake sure we are doing the right things and that we are doing themwell, all while trying to make our center a fun environment.Transparent open communications, collaboratively seeking input andideas, balanced feedback recognition and celebration of successes areimportant to keeping employees engaged.Our employees are empowered to make decisions and encouraged toask questions and challenge the process. For example, customer servicerepresentatives were involved in determining methods for awardingovertime. They helped develop the policies for swapping of overtime,volunteering for overtime, and a policy change that includes rest periods.This created mechanisms for them to make decisions on their own work-life balance. By working together we were able to identify andimplement practices that help support individual needs.Our employees enjoy and feel very engaged when our supervisors createhealthy and fun performance competitions. Our CSRs hold themselvesto high standards and like to showcase what they can accomplish as ateam. We take time to celebrate our successes. Individual, team andoverall center recognition is frequent. We find that a often a simple“thank you” for a job well done goes a long way to keeping employeesengaged and excited about their work.
    • 14CallCenterWeek.com ● 1-800-882-8684 ● info@iqpc.comLynn O’NeillCorporate VicePresidentNew York LifeAt Call Center Week:Finding the Best Fit: Recruiting for Your Culture &Hiring Assessments for Talent DevelopmentFind out how New York Life reduced turnover from 2.5% to 1%and firmly believes that you “should never settle” with yourhiring selections. During this session you’ll learn about NewYork Life’s hiring assessment process and how they’vestreamlined it for top efficiency. You’ll have a chance to see theactual hiring assessment dashboards used by the New York Life.Walk away with strategies for uncovering the right fit for theright jobs - all in accordance with your overall culture andmission.LYNN’S INSIGHT:What are the biggest challenges of reducing employeeturnover in the call center environment?Lynn O’Neill: We are very lucky and have low turnover. Wealways want to focus on our attrition levels and the keydrivers. Its important to set realistic, achievable metrics andto ensure that employees clearly understand theexpectations. Additionally, our recognition program rewardstop performers for their achievements. This keeps all of usfocused on a common vision.Can you discuss a successful recruiting program that NewYork Life has initiated within the past few years?Lynn O’Neill: We typically recruit 10-20 associates at a time.We cast a wide net to identify candidates through internal andexternal recruiting efforts. Weve fine tuned our interviewprocess and the questions we ask to ensure a right fit for thecandidate to our culture. We really want the candidate to seethe environment, understand the expectations and get a clearvision of what a real day will consist of
    • 15CallCenterWeek.com ● 1-800-882-8684 ● info@iqpc.comJane Pearson-WrayCSG – Sr. Manager,Continuous ImprovementElectroluxAt Call Center Week:Transitioning from Service to SalesThis session will focus on improving your agents’ ability tostrengthen customer relationships and drive more revenue for yourorganization. Electrolux Major Appliances, a global leader inhousehold appliances selling more than more than 40 millionproducts to customers in 150+ markets, manufacturer’s strongbrands including Electrolux and Frigidaire products. In 2011, a newCEO started and launched 10 “smart initiatives” with one directed tothe contact center – generate revenue dollars for after marketneeds. Find out how the company converted calls into a salesopportunity and achieved a 325% growth in consumable goodsrevenue in just one year.JANE’S INSIGHT:What are some of the biggest challenges of keeping employeesengaged and excited about their work?Jane Pearson-Wray: Working in a call center by nature ischallenging. Most consumers are not contacting you to tell youhow great you are (although we do occasionally get thosecalls). Most are contacting you because they have an issuerequiring your attention and resolution. So this means, as a leader,you are often faced with attrition, absenteeism and moraleissues. With this in mind, we often have team and individualcontests. We have monthly and quarterly rewards and recognitionprograms. When special projects come up, we reward highperforming agents with an opportunity to work on those projects.This presents a huge opportunity for cross-functional learning. Andwhen we hear or see an agent doing a good job, we make an effortto acknowledge it right then and thereCan you briefly discuss the success Electrolux has had convertingcalls into sales opportunities?Jane Pearson-Wray: The obvious success was the increase inrevenue. In 2012, we delivered almost $5M in revenue due to thefocus on converting calls into sales (up over $3M YOY). Agents areable to earn additional money through commissions. Additionalfunding is provided for rewards and recognition programs.
    • 16CallCenterWeek.com ● 1-800-882-8684 ● info@iqpc.comKevin WildeChief Learning OfficerGeneral Mills@GeneralMills2012 #1 Learning Elite company, CLOmagazine2012 #2 Leadership Development, FortuneAt Call Center Week:Dancing with the Talent Stars : Tapping into Talent forGrowthWheaties is an iconic brand. The world’s most prominent athletes haveendorsed “the breakfast of champions.” Our distinguished keynote’sprimary job as a practitioner in the field of talent management hasbeen to nurture the internal champions – dedicated employees. Thisthought provoking session will draw on Kevin Wilde’s years ofexperience at two companies renowned for talent development –General Electric and General Mills. Talent has become a natural rhythmof the business, developing a mindset where the employees are aproduct which to invest and build for the future.KEVIN’S INSIGHT:How do you keep your employees engaged?Kevin Wilde: Engagement is a matter of connection to the job,the company and the mission, but also the immediatemanager. And we have had an initiative here for a number ofyears now from going from a company with good managers togreat. And we have done some internal studies that show thedifference between good and great and show the enormoushigh levels of engagement. So we have been spreading thenews, and doing training and encouraging managers to taketheir good skills about being a good boss and being great. Wehave seen traction on that. We have seen employeesreporting higher levels of having a great manager experience.And all that translates to engagement, innovation, and extramotivation.
    • 17CallCenterWeek.com ● 1-800-882-8684 ● info@iqpc.comJonathan WolskeCulture EvangelistZappos.com@ZapposInsightsAt Call Center Week:Zappos.com Site TourJoin us for a tour at the Henderson, Nevada corporateheadquarters to learn about the Zappos Family approach tocustomer loyalty, human resources, recruiting, training, andculture creation. During this tour, you’ll get to experience theinner workings of the Zappos Family of companies, learn thehistory of Zappos.com and find out how $1 billion dollars in grossmerchandise sales was achieved in less than 10 years. You’ll alsoexperience how a values’ based organization uses strong cultureto live out every day.JONATHAN’S INSIGHT:How does superior customer service impact your company’sbottom line?Jonathan Wolske: We are very lucky and have low turnover. Wealways want to focus on our attrition levels and the key drivers. Itsimportant to set realistic, achievable metrics and to ensure thatemployees clearly understand the expectations. Additionally, ourrecognition program rewards top performers for theirachievements. This keeps all of us focused on a common vision.How do you go about keeping employees engaged and excitedabout their work?Jonathan Wolske: We hire people who are aligned with ourcompany’s values and vision. We are a service company that justhappens to sell clothing and shoes, so everyone fully understandswhat we are all about. The culture includes the value ‘Create funand little weirdness’, which means that our individual personalitiesshine through all we do, so there is the sense of ownership in thecustomer experience. We also celebrate lots of ‘wins’ and sharegreat customer responses with everyone, which helps to reinforcethe importance of ‘Delivering WOW through Service’ and remindscontact center reps that we truly value the work they do.
    • 18CallCenterWeek.com ● 1-800-882-8684 ● info@iqpc.com
    • 19CallCenterWeek.com ● 1-800-882-8684 ● info@iqpc.comMIKE ASHEVice PresidentMattersight@MattersightAt Call Center Week:Personality MattersEach person has different behavioral characteristics thatdefine their world view, psychological needs and the waythey interact with the world around them. The way theycommunicate and the language they use, on a second-by-second basis, are advertisements that provide a clear windowinto their personality and behavior. Knowing how importantpersonality and behavior are to human interaction,behavioral connection can advance Customer RelationshipManagement to the next level.MIKE’S INSIGHT:How does superior customer service directly impact a call center’sbottom line?Mike Ashe: Every customer interaction is an opportunity to catapult ordamage your brand and business. Call Center Agents are often acompany’s primary touch point for customer service needs. Agents serveas the bridge between their company’s customers and the managementteam, which ultimately affects the bottom line since a good or a badexperience in the call center can have a direct impact uponretention/renewal, additional sales, cost of service, brand loyalty or othermetrics. And with today’s social media environment, the result can beamplified from one interaction to millions of customers and prospects.What does the call center of the future look like to you?Mike Ashe: We see a future where call center agents have moreinformation to satisfy customers and avoid customerfrustration. Solutions like our Behavioral Analytics are built upon thepremise that a multi-channel view of the customer is critical. Forinstance, knowing that your caller is contacting you because he just triedto complete a mobile transaction, and failed, is important. We also seethe information at hand going beyond transactional and demographicdata. It is now possible to know the callers state of mind, likely intent,personality and communication style. Even among friends, you engageone person differently than another, based upon what you know abouttheir personality. The same will be possible with callers in the futurewhen Behavioral Analytics is more widespread.
    • 20CallCenterWeek.com ● 1-800-882-8684 ● info@iqpc.comJOHN BARDAWILLManaging DirectorTMG InternationalAt Call Center Week:When Training Isn’t Enough: An Agent DevelopmentMethodology that Improves Business ResultsHear how TMG International Inc. developed a uniquecompetency framework and methodology to help Aeroplanre-engage and re-orient its agents around theorganization’s new vision and mission. Key components ofthis methodology will be explored including how to developan organizational model that allows for sufficient and ongoingcoaching.JOHN’S INSIGHT:What are the biggest challenges of reducing employee turnover inthe call center environment?John Bardawill: Creating a caring culture that allows for constantgrowth is a critical staple in today’s call centers. Typically today,there are three types of people working in these operations: Theyare baby boomers, gen X’s, and gen Y‘s. Each of these groups hasdifferent needs, goals and life objectives. Contact centers, as theyhave become more sophisticated, need employees who arecommitted for the long-term due to the need for greater product,systems, and sales knowledge and the associated training andrelated costs. In addition, over time, consumers and businesscustomers have come to expect a higher level of service, whichmeans that employee retention becomes even more important.Against this backdrop, gen x and y have greater expectations forpromotion, income, and job expectations than their predecessors(the baby boomers), creating in essence a perfect storm. Insummary, while there is always a challenge to find good people, it isgoing to get considerably more difficult to find great people, trainthem well and then retain them.Continued..
    • 21CallCenterWeek.com ● 1-800-882-8684 ● info@iqpc.comJOHN CONTINUED:What does the call center of the future look like to you?John Bardawill: The call center of the future will be only referredto as a contact center. It will be smaller in size, more technologycentric, and be composed of multiple channels including socialmedia (blogs, twitter, facebook, linkedin, etc.). In addition, it willsupport sophisticated transactionally focused websites. The skillsets of agents will be expanded to accommodate and managethese multiple channels. All contact centers will be viewed asprofit centers and managers will be trained to act as true generalmanagers. Critically, these operations will have an overridingrevenue focus relative to customer experience and efficiencywhich will be driven through ongoing technology enhancementsthat drive lower cost, and more time-sensitive ways ofcommunicating.
    • 22CallCenterWeek.com ● 1-800-882-8684 ● info@iqpc.comBRADLEY BAUMUNKSolution MarketingGenesys@GenesysLabAt Call Center Week:Complete Customer ExperienceThe key to taking your business to the next level in today’sworld is through positive customer interactions. Find out howto implement solutions for winning new customers,increasing customer loyalty and achieving key business goals.BRADLEY’S INSIGHT:What are the biggest challenges of reducing employeeturnover?Bradley Baumunk: Pay is always important, but pay forperformance is more important. Give your employees theopportunity to earn more based on their performance and makesure you have a solid performance review plan in place. But,turnover is primarily driven by poor leadership. FromSupervisors to Managers to Directors, make sure you have theright training plan in place for your leadership. Without greatleaders, you will have high attrition.How do you keep employees engaged and excited about theirwork?Bradley Baumunk: First and foremost, include top performers inthe decision making process. Your front line employees knowmore about your systems and customers than anyone in yourorganization. Engage them early and often for their feedback toensure a smooth transitions to new systems and processes.
    • 23CallCenterWeek.com ● 1-800-882-8684 ● info@iqpc.comMike BurkeVP Sales & MarketingIQ ServicesAt Call Center Week:Interactive RoundtablePeer-to-Peer experiences, led by subject matter experts. Mikewill lead a discussion on “Optimizing Customer ExperienceManagement.”MIKE’S INSIGHT:What does the call center of the future look like to you?Mike Burke: Though each and every C2B interaction won’thave to be multi-modal, those that should be will be. Myfavorite example is “My furnace isn’t working and it’s coldhere in Minnesota – help me please!” Imagine, if you will,waking up some January morning to discover a very coldhouse & your boiler leaking water. You call your servicecompany and when the agent asks what the issue is, you tapthe camera icon on you smartphone and show the agentwhat’s leaking, and then pan over to the boiler label so there’sno doubt about the age or type of boiler. The agent makes aneducated guess as to what’s needed to repair your system andplaces the order so the tech will have the right parts on thetruck, and then pushes a list of possible appointment times toyour phone. You bring up your calendar to figure out whenyou’ll be home in the next 12 hours and pick a timeslot thatfits your schedule with the tap of a finger. That’s where callcenters are going.Continued..
    • 24CallCenterWeek.com ● 1-800-882-8684 ● info@iqpc.comMIKE CONTINUED:How do you keep employees engaged and excited about theirwork?Mike Burke: We’re really unique at IQ Services because we have alot of fun doing what we do every day. Our company was started17 years ago by call center people for call center people, to provideour colleagues in the industry with three things that were missingin the good old days:a) Real data from the customer perspective regarding contactcenter performance under load before a new solution is putinto productionb) Factual information & real-time alerts regarding availability &performance of customer-facing self-service solutions 7x24post-cutoverc) The confidence that comes from knowing you can “Go live”without the fear of catastrophic failures day 1, as well “Gohome” every day following cutover knowing you will find outimmediately when something goes sidewaysOur team is pumped up every day because we know that what wedo really helps our clients take care of their customers.We provide the information we wanted way back when that would havemade us confident we could cut a system into production without fear ofa meltdown.
    • 25CallCenterWeek.com ● 1-800-882-8684 ● info@iqpc.comNeil HooperSenior Marketing Manager,Contact CentersPlantronicsAt Call Center Week:Interactive RoundtablePeer-to-Peer experiences, led by subject matter experts. Neilwill be discussing “Home Agent Best Practices.”NEIL’S INSIGHT:What new technologies have transformed call centers over thelast 5 to 10 years?Neil Hooper: Social media as both a technology and a culturalphenomenon created new threats to companies’ brand value. Thesocial media monitoring tools which emerged in response haveenabled companies to spot and constructively engage in ill-informed or potentially damaging public discussions, protectingtheir brand. The net result has been to morph the role andheighten the importance of the contact center in the context of acompany’s highest level business goals.The shift of analytics capability from retrospective to real-time hasenabled monitoring to be more effective, and prompt, proactiveintervention to become practical, helping protect the company’sbrand and improve the customer experience.Cloud/SaaS is not a new technology, but over the last half decadethe level of sophistication, reliability and security available hasmatured to the point that it has become a credible solution forCustomer Care, the most sensitive aspect of any company’sbusiness.Continued..
    • 26CallCenterWeek.com ● 1-800-882-8684 ● info@iqpc.comNEIL CONTINUED:What will the call center of the future look like?Neil Hooper: On a business level, the call center of the future willbe much more tightly integrated with marketing efforts, both as akey brand promise element by delivering a competitively superiorcustomer experience, and as a source of information to guidecompany strategy through data mining of interactions to revealtrends in customer behaviors, preferences, etc.Operationally, the use of remote agents will have stabilized with in-house full-time personnel a (substantial) minority. The degree ofsophistication and empowerment of all agents will be higher.Use of cloud-based resources, whether as a total solution or atactically scalable extension to in-house infrastructures, will beprevalent. This will also drive adoption of thin-client or hybridagent end-point solutions.Technically, use of wireless to provide the now more highlyempowered agent freedom of movement will be prevalent. Deskphones will be a minority legacy choice for voice path.Sensors in equipment such as screens and headsets will enhance agentproductivity by automating processes such as updating agent login statusbased on if they are connected or not, choosing between screen andvoice-based agent-alerts depending on if they are looking at or even neartheir terminal or not, gestures will replace common menu/mouse clicks,and so on.A reasonable crystal ball would be to look at new interface and contextenablers that appear on smartphones and assume they will later appearas a business process enhancer.
    • 27CallCenterWeek.com ● 1-800-882-8684 ● info@iqpc.comUmesh JainCEONowanalyticsAt Call Center Week:Interactive RoundtablePeer-to-Peer experiences, led by subject matter experts.UMESH’S INSIGHT:What are the biggest ways technology has impacted callcenters?Umesh Jain: The biggest impact of technology in the contactcenter has been driven by the growth of SaaS technologiesthat have created a level playing field for small and mediumsized contact centers to benefit from leading edge solutions toimprove performance and customer service. Companies nolonger have to accept manual processes for reporting andanalyzing customer and in-house or outsourced contactcenter data; they can adopt the best technologies for routingand at-home agent support without having to spend millionsof dollars building infrastructure to support these; and theycan incorporate social media monitoring and servicing for afew hundred dollars a month. SaaS based solutions with theirlow cost, rapid implementation cycles and standards basedintegration options, have leveled the playing field for all.Continued..
    • 28CallCenterWeek.com ● 1-800-882-8684 ● info@iqpc.comUMESH CONTINUED:What will the call center of the future look like?Umesh Jain: The next decade in call centers will be driven by threeprimary trends shaped by changing customerbehaviors. Companies will need to embrace these changing trendsto keep up with customer expectations.The first is the growth in integrated multi-channel interactions,specifically the use of mobile technologies. Customers will demanda multi-touch, multi-channel threaded interaction to resolve asingle issue. For example, the customer will start an issue by self-serving themselves via the mobile device or web, and then expectto continue the resolution process via chat and eventually via aphone call. Throughout this process, they will expect the companyto be able to combine the data across these different channels andnot be required to repeat the information already provided.The second major trend will be the use of analytics in the contactcenter, where business intelligences tools will drive bettercustomer services by integrating the analysis into the operationaland issue resolution processes. In particular, the use of proactiveand predictive analysis will be incorporated as a part of operationalefficiency and issue resolution processes to enhance customerexperience in the most efficient manner.The third trend will be the continuing growth in the integration of socialmedia channels in the contact center, where the call center will be able toproactively identify an issue and resolve it based on customer’s socialnetwork comments and interactions.
    • 29CallCenterWeek.com ● 1-800-882-8684 ● info@iqpc.comTara KellyPresident & CEOSPLICE SoftwareAt Call Center Week:Key Steps for a Successful Mult-Channel MarketingCampaignThis case study will explore a real-world example of how callcenter solutions play a critical role in the success of multi-channel marketing campaigns. This presentation willdetail all the steps of a successful multi-channel campaignfrom development to implementation.TARA’S INSIGHT:How does superior customer service increase a call center’sbottom line?Tara Kelly: Giving good service can appear to cost moreinitially by adding time and complexity, but having thepatience to listen and deliver value will always save youmoney in the end.How do you keep employees engaged and excited abouttheir work?Tara Kelly: Once youve worked hard to hire an A Player intoyour organization, make sure that when they show up to worktheyre working with other A Players or mentoring others tobecome one. Give people room to be awesome and ensurethat they understand how their job contributes to the missionand goals of the organization.
    • 30CallCenterWeek.com ● 1-800-882-8684 ● info@iqpc.comCustomer Management IQ : a division of IQPC, is a forum for sharingideas, best practices and solutions within the business community.Simply put, you can interact, share solutions to your businessproblems with an incredible network of authoritative sources andpracticing professionals. Its easy. Its fast. Its free.Customer Management IQ enables you to find from your peers amethod, a solution, a proven best practice that solves your specificproblems when you need it solved. We offer a steady stream of front-line content that is timely, relevant, practical and has been validatedby practitioners.By becoming a member of Customer Management IQ you will receivecomplimentary access to resources that will keep you at the forefrontof industry change. You will receive access to our growing library ofmulti-media presentations from industry leaders, an email newsletterupdating you on new content that has been added, and specialmember only discounts on events.Customer Management IQ and IQPC provide educational conferences,training courses and expositions for Customer Management executives tonetwork and learn the latest Customer Management developments andtrends occurring in organizations today. Customer Management IQconcentrates on creating an interactive experience featuring practical,objective and up-to-date insight from leading practitioners.Celebrating its 12th successful year, the call center community’s fastestgrowing call center conference returns! The 14th Annual Call Center Week,taking place June 10 - 14, 2013 joins call center leaders and gurus for a weekof unforgettable knowledge-sharing and networking.What Makes this Event UniqueThe largest event with senior level practitioner speakers providingreal world insight on what it takes to achieve worldclass call centerstatus.The event will include: 6 Keynotes; 32 Unique Tracks, 9 Workshops; 2Master Classes, 2 Site Tours and a dozen hours of NetworkingExpansive Exhibit Hall, allowing attendees to better evaluate thelatest product & service offerings that will improve your operationsand resultsHere is a breakdown of who attended Call Center Week 2011 and who youcan expect to meet in 2012.
    • 31CallCenterWeek.com ● 1-800-882-8684 ● info@iqpc.com