Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

Call center Management

10,915 views

Published on

Le cours de Annette Ammeraal
Master Marketing Opérationnel International

Published in: Education, Business
  • Be the first to comment

Call center Management

  1. 1. Call Center Management and Performance - 11 December 2009 Call Center Management and Peformance Paris Ouest – 11 December 2009 Annette AMMERAAL – NEGOCIA Paris Annette Ammeraal
  2. 2. Who is Annette Ammeraal? <ul><li>10 years working experience in Strategic Marketing Consultancy and marketing research (Ernst & Young, Science & Strategy) in the Netherlands, France and Italy </li></ul><ul><li>Teaching experience at NEGOCIA, ISG, ESG and ESP </li></ul><ul><li>Managing a master Program at NEGOCIA: Major International Business </li></ul><ul><li>Teaching areas: international marketing, CRM, marketing research, intercultural management </li></ul><ul><li>PhD Research: Relationship Marketing: Client Orientation of Call Center Agents, its impact on the loyalty chain (Benavent Paris Ouest, Leeflang/Hoekstra Rug Groningen Les Pays Bas) </li></ul>Annette Ammeraal Call Center Management and Performance - 11 December 2009
  3. 3. Call Center Management and Peformance <ul><li>Objectif :Ce cours a pour objectif de présenter les techniques et problèmes rencontrer dans la gestion des call centers, ou centres de contact, ou de relations clients…. </li></ul><ul><ul><li>role of the call center in the loyalty chain </li></ul></ul><ul><ul><li>types of call centers </li></ul></ul><ul><ul><li>research on call centers </li></ul></ul>Annette Ammeraal Call Center Management and Performance - 11 December 2009
  4. 4. Annette Ammeraal Call Center Management and Performance - 11 December 2009 - Assignment: Call Centers <ul><li>In groups of 2 students prepare some information on the following issues: </li></ul><ul><ul><li>What is a call center? </li></ul></ul><ul><ul><li>What is different? </li></ul></ul><ul><ul><ul><li>Purposes </li></ul></ul></ul><ul><ul><ul><li>P rocesses / S ystems </li></ul></ul></ul><ul><ul><ul><li>Work conditions </li></ul></ul></ul><ul><ul><ul><li>Client approach </li></ul></ul></ul><ul><ul><li>Own experience with call center </li></ul></ul>
  5. 5. Contents <ul><li>Exercise: Call Center, What is different? </li></ul><ul><li>What is a Call Center </li></ul><ul><ul><li>Processes </li></ul></ul><ul><ul><li>Monitoring/Control </li></ul></ul><ul><ul><li>KPI’s </li></ul></ul><ul><ul><li>Training/Coaching </li></ul></ul><ul><ul><li>HR issues </li></ul></ul><ul><li>Research on call centers </li></ul>Annette Ammeraal Call Center Management and Performance - 11 December 2009
  6. 6. Call Centers <ul><li>Started in the 1960’s USA </li></ul><ul><li>1-3% of the working population in EU, USA, Australia. </li></ul><ul><li>Call centers used by: telecommunication companies, banks, energy companies, insurance companies </li></ul><ul><li>Of growing importance in India, Malaysia, Philippines, Algeria, Tunisia, Martinique, etc. </li></ul><ul><li>Why?: </li></ul><ul><ul><li>Cost benefits (centralization, cheaper labor costs) </li></ul></ul><ul><ul><li>Extend and improve customer service facilities </li></ul></ul><ul><ul><li>New ways of revenue generation </li></ul></ul>Annette Ammeraal Call Center Management and Performance - 11 December 2009
  7. 7. Call Center: Definition <ul><li>A work environment in which the main business is mediated by computer and telephone-based technologies that enable the efficient distribution of calls (or allocation of outgoing calls) to available staff, and permits customer-employee interaction to occur simultaneously with the use of display screen equipment and the instant access to, and inputing of, i nformation . It includes parts of companies dedicated to this activity as well whole companies that specialise in such services (Smith & Sprigg, 2001; Waters, 1998) </li></ul>Annette Ammeraal Call Center Management and Performance - 11 December 2009
  8. 8. What is so different? <ul><li>Nature of the call centre technology </li></ul><ul><li>Customer-employee interaction is mediated by technology (telephone) </li></ul><ul><ul><li>Performance monitoring </li></ul></ul><ul><ul><li>Work and job design </li></ul></ul><ul><ul><li>HRM practices </li></ul></ul>Annette Ammeraal Call Center Management and Performance - 11 December 2009
  9. 9. Call Centre Technologies <ul><li>Automatic call distribution </li></ul><ul><li>Interactive voice recognition </li></ul><ul><li>Joint browsing </li></ul>Annette Ammeraal Call Center Management and Performance - 11 December 2009
  10. 10. Customer Employee Relation <ul><li>The customer-employee relation is mainly telephone based </li></ul><ul><li>Two types of interaction: </li></ul><ul><ul><li>Relation </li></ul></ul><ul><ul><ul><li>shared history, mutual understanding </li></ul></ul></ul><ul><ul><ul><li>customized service </li></ul></ul></ul><ul><ul><li>Encounters </li></ul></ul><ul><ul><ul><li>single, short interaction between strangers </li></ul></ul></ul>Annette Ammeraal Call Center Management and Performance - 11 December 2009
  11. 11. Relationships <ul><li>Provider and customer know each other </li></ul><ul><li>All providers not equivalent </li></ul><ul><li>Based on trust </li></ul><ul><li>Elitist: customers treated differently </li></ul><ul><li>Customized service </li></ul><ul><li>Difficult to start </li></ul><ul><li>Difficult to end, loyalty is a factor </li></ul><ul><li>Does not need infrastructure </li></ul><ul><li>Fosters emotional involvement </li></ul><ul><li>Become more effective over time (bank) </li></ul><ul><li>Call center examples; counsellor, stock broker </li></ul>Annette Ammeraal Call Center Management and Performance - 11 December 2009 Source: Gutek, 1997
  12. 12. Encounters <ul><li>Provider and customers are strangers: can be anonymous </li></ul><ul><li>Providers interchangeable, functionally equivalent </li></ul><ul><li>Based on rules </li></ul><ul><li>Egalitarian: all customers treated alike </li></ul><ul><li>Standardised service </li></ul><ul><li>Easy to enter </li></ul><ul><li>No obligation to repeat interaction </li></ul><ul><li>Is embedded in infrastructure </li></ul><ul><li>Often requires emotional expressions not felt </li></ul><ul><li>Designed to be operationally efficient,: Fast-Food, Bank teller </li></ul><ul><li>Call center examples: Telephone banking, ticket sales, telephone operator services </li></ul>Annette Ammeraal Call Center Management and Performance - 11 December 2009 Source: Gutek, 1997
  13. 13. Call center customer interactions <ul><li>Relatively short (average 5/6 minutes) </li></ul><ul><li>Employees only interact with the same customer on a relatively infrequent basis </li></ul><ul><li>Survey of 142 UK call centers: repeated interactions with the same customer occurred sometimes in 27% of the sample and never occurred in 37%. (Holman and Wood – 2002) </li></ul><ul><li>A typical interaction involves: </li></ul><ul><ul><li>Information exchange </li></ul></ul><ul><ul><li>Advice </li></ul></ul><ul><ul><li>Building relationship </li></ul></ul>Annette Ammeraal Call Center Management and Performance - 11 December 2009
  14. 14. Relationships in a call center <ul><li>Call centers develop “Pseudo-Relationships” – an instant report </li></ul><ul><ul><li>Try to discover why a customer is using a service </li></ul></ul><ul><ul><li>Use this information to express interest in customer’s affairs </li></ul></ul><ul><ul><li>Track customers interactions with the organisation and enable employees to anticipate their needs </li></ul></ul><ul><li>Encounters and pseudo-relationships are more common than relationship-type service interactions </li></ul>Annette Ammeraal Call Center Management and Performance - 11 December 2009
  15. 15. Why are the relationships like this? <ul><li>A relationship might not be needed, possible or desired for certain services </li></ul><ul><li>Work in call centers tends to be organised so that simple, short, on-off episodes. </li></ul><ul><li>It has nothing to due with the fact that the interactions are only telephone-based. </li></ul>Annette Ammeraal Call Center Management and Performance - 11 December 2009
  16. 16. Performance Monitoring <ul><li>Performance Monitoring </li></ul><ul><ul><li>Observation, examination, recording and feedback of employee work behaviours </li></ul></ul><ul><ul><ul><li>Traditional </li></ul></ul></ul><ul><ul><ul><ul><li>Observation (Side by side = supervisor Listening) </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Work Sampling </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Customer Surveys </li></ul></ul></ul></ul><ul><ul><ul><li>Electronic forms </li></ul></ul></ul>Annette Ammeraal Call Center Management and Performance - 11 December 2009 1/3 of the call centers listened to one or more of an agent’s calls each week and 1/3 listened to call centers agent’s call once every few weeks or once a month (Holman and Word 2002)
  17. 17. Monitoring <ul><li>Call quality is evaluated on criteria: </li></ul><ul><ul><li>knowledge based, </li></ul></ul><ul><ul><li>Behavioral </li></ul></ul><ul><ul><li>Attitudinal </li></ul></ul><ul><li>Examples: adherence to a script, call opening and closing, accuracy of information, product knowledge, helpfulness, empathy, enthusiasm, professional tone </li></ul><ul><li>Evaluation followed by feed back, one-to-one discussions, summated results in team meetings </li></ul><ul><li>Why Monitoring: </li></ul><ul><ul><li>Increase performance, identify training needs, reduce costs, enhance customer satisfaction, enable the correct allocation of resources by matching employee numbers to call levels </li></ul></ul>Annette Ammeraal Call Center Management and Performance - 11 December 2009
  18. 18. Job and work design <ul><li>Taylorist jobs </li></ul><ul><ul><ul><li>Unskilled, repetitive, monotonous </li></ul></ul></ul><ul><ul><ul><li>Calls of short duration, completed within specified time </li></ul></ul></ul><ul><ul><ul><li>No choice whether a call can be answered or not </li></ul></ul></ul><ul><ul><ul><li>Script has to be followed </li></ul></ul></ul><ul><ul><ul><li>Agent has little control, </li></ul></ul></ul><ul><ul><ul><li>Level of problem solving demand is low </li></ul></ul></ul><ul><li>Empowered jobs </li></ul><ul><ul><ul><li>High degree of control </li></ul></ul></ul><ul><ul><ul><li>Extensive product or service knowledge with advanced IT </li></ul></ul></ul><ul><ul><ul><li>Variety of calls and tasks and problems are handled </li></ul></ul></ul><ul><ul><ul><li>Call can last longer </li></ul></ul></ul><ul><ul><ul><li>Unscripted calls (apart from opening and closing) </li></ul></ul></ul>Annette Ammeraal Call Center Management and Performance - 11 December 2009
  19. 19. Two types of call centers <ul><li>Mass Service </li></ul><ul><ul><li>High volume, low added value </li></ul></ul><ul><ul><li>Cost minimisation </li></ul></ul><ul><ul><li>Simple or few product or service offers </li></ul></ul><ul><ul><li>Standardised service </li></ul></ul><ul><ul><li>Encounter or pseudo-relationship </li></ul></ul><ul><ul><li>Taylorist job design (low control and variety, low skill, high use of scripts, short call times) </li></ul></ul><ul><ul><li>High levels of monitoring </li></ul></ul><ul><ul><li>Emphasis on quality and quantity </li></ul></ul><ul><ul><li>Higher tendency to use monitoring to discipline and control </li></ul></ul><ul><ul><li>Recruitment minimal criteria </li></ul></ul><ul><ul><li>Pay relatively low </li></ul></ul><ul><ul><li>Training, mainly for newcomers, Little career options </li></ul></ul><ul><ul><li>High use of temporary contracts </li></ul></ul><ul><ul><li>Hierarchical Management and low trust </li></ul></ul>Annette Ammeraal Call Center Management and Performance - 11 December 2009
  20. 20. Two types of call centers <ul><li>High Commitment Service </li></ul><ul><ul><li>High-value customers (Busines, high-earning customers) </li></ul></ul><ul><ul><li>Low-volume, high added value </li></ul></ul><ul><ul><li>Customisation of service, cross selling, budling of servcies </li></ul></ul><ul><ul><li>Complex and multiple products and services </li></ul></ul><ul><ul><li>Relationships and pseudo-relationships </li></ul></ul><ul><ul><li>Job design: empowered: high control and variety, little scripting, long calls </li></ul></ul><ul><ul><li>Low levels of monitorinig </li></ul></ul><ul><ul><li>Emphasis on quality </li></ul></ul><ul><ul><li>Use of monitoring for developmental purposes </li></ul></ul><ul><ul><li>HR policy: use of selection tests and competency models </li></ul></ul><ul><ul><li>Relatively high rates of pay, higher percentage of total pay that is commission-based, good additional benefits </li></ul></ul><ul><ul><li>Good promotion prospects </li></ul></ul><ul><ul><li>Supportive, facilitative management </li></ul></ul><ul><ul><li>High trust </li></ul></ul>Annette Ammeraal Call Center Management and Performance - 11 December 2009
  21. 21. Call Center Scripts Annette Ammeraal Call Center Management and Performance - 11 December 2009
  22. 22. Call Center Scripts <ul><li>Typical parts of an outbound sales call script/call guide when one is calling qualified prospects.· </li></ul><ul><li>Opening – greeting and identification
· Statement and interest-evoking question 
  May include purpose of call or request for permission to continue
· Introduce offer
· Identify and Answer Objections 
· Trial Close
· Close
· Order/appointment confirmation, thank you and good-bye </li></ul>Annette Ammeraal Call Center Management and Performance - 11 December 2009
  23. 23. Call center scripts MISTAKES TO AVOID <ul><li>1. Avoid formatting the script in long paragraphs that promote mechanical reading.
2. Omit irrelevant information. 
3. Avoid accepting any limitation or fault on your side immediately.
4. Avoid “blaming” or criticizing the customer from the outset.
5. Don’t talk to the point; you need to proactively build relationships with customers to generate more business.
6. Don’t forget to include a proper follow-up plan. 
7. Don’t require a full agent script, because it can diminish the customer rapport.
8. Avoid a long greeting or closing. 
9. Don’t require inflated cheerfulness or an overly polite tone. 
10. Don’t repeat the same questions.. </li></ul>Annette Ammeraal Call Center Management and Performance - 11 December 2009
  24. 24. Call Center Scripts <ul><li>a script is just a guideline </li></ul><ul><li>Focus on three essential components: writing, formatting and content. </li></ul><ul><li>Make sure your script has the appropriate tone for the situation, and doesn't sound like the agent is reading a textbook. “
Your script should also be snappy and to-the-point to maintain customer interest. 
 “Most scripts are formatted in a way that doesn't provide for easy delivery — in fact, it promotes reading. Write the script in short paragraphs that can be read quickly.. </li></ul><ul><li>Script content must also be carefully revised and constantly updated. “The biggest mistake in script content is the lack of interactivity..
Audio reviews of actual interactions can also help you perfect script delivery. “Script delivery is about communication skills ... 
, the perfect script allows for appropriate response to any given customer interaction and prompts the call agent to stay consistent with the company message </li></ul>Annette Ammeraal Call Center Management and Performance - 11 December 2009
  25. 25. Call center Research - DEAN <ul><li>Dean, A.M. (2002), “ Service quality in call centres: implications for customer loyalty ” , Managing Service Quality , Vol. 12, No 6, pp. 414-423 </li></ul><ul><li>Research in two call centers: N = 284, consumers in an insurance company. N = 325, business consumers of a bank. </li></ul><ul><li>Hypotheses: </li></ul><ul><ul><li>H1: Perceived service quality of the call centre is positively related to customer loyalty to the organization </li></ul></ul><ul><ul><li>H2: Customer Orientation of the call centre is positively related to customer loyalty to the organization, </li></ul></ul><ul><ul><li>H3; Perceived service quality of the call centre mediates the link between Customer Orientation of the call centre and customer loyalty to the organization </li></ul></ul>Annette Ammeraal Call Center Management and Performance - 11 December 2009
  26. 26. Call center Research - DEAN Annette Ammeraal Call Center Management and Performance - 11 December 2009 Perceived Service Quality Customer Loyalty Customer Needs Customer Feedback + + + Customer Orientation Dean – Service quality in call centres: implications for customer loyalty (2002) n/s for consumer sample, + for buisness sample +
  27. 27. Call center Research - DEAN <ul><li>H1 supported: Perceived service quality of the call centre is positively related to customer loyalty to the organization H2 supported. H3 supported. </li></ul><ul><li>Perceived Customer Orientation (Needs and feedback dimensions) of the call center is positively related to customer’s loyalty (significant) </li></ul><ul><ul><li>The needs dimension with customer loyalty (B 0.29, t = 3.34, p = 0.0001 - consumer sample) (B 0.23, t = 3.47, p = 0.001 - business sample) </li></ul></ul><ul><ul><li>The feedback dimension with customer loyalty ( (B 0.21, t = 3.48, p = 0.001 - business sample) </li></ul></ul><ul><li>The feedback dimension is not significantly related to loyalty for the consumer sample (B 0.14, t = 1.78, p = 0.076) </li></ul>Annette Ammeraal Call Center Management and Performance - 11 December 2009
  28. 28. Call center Research - Malhotra, Mukherjee <ul><li>Malhotra, N. Mukherjee, A. (2004) “ The relative influence of organizational commitment and job satisfaction of customer contact employees in banking call centers ”, Journal of Services Marketing </li></ul><ul><li>342 employees in four call centers of a major UK retail bank </li></ul><ul><li>H1: Job satisfaction has a significant positive effect on the service quality of customer contact employees </li></ul><ul><li>H2: Organisational Commitment: Affective commitment has a significant positive effect on the service quality </li></ul><ul><li>H3: Organisational Commitment: Normative commitment has a significant positive effect on the service quality </li></ul>Annette Ammeraal Call Center Management and Performance - 11 December 2009
  29. 29. Call center Research - Malhotra, Mukherjee <ul><li>Job satisfaction (B= 0.11, t 1.76, p < 0.10) and organizational commitment (affective commitment: B = 0.313, t = 4.68, p < 0.01) of employees have a significant impact on service quality delivered. The affective component of commitment was found to be more important than job satisfaction in determining service quality of customer contact employees. </li></ul><ul><li>H1, H2 accepted, H3 marginally supported (r = 0.203, p < 0.01), </li></ul>Annette Ammeraal Call Center Management and Performance - 11 December 2009
  30. 30. Call Center Research - Jaiswal <ul><li>Jaiswal, A.K., (2008), “ Customer satisfaction and service quality measureent in Indian call centres ”, Managing Service Quality , Vol. 18, No. 4, 405-416 </li></ul><ul><li>Qualitative methodology involving in-depth interviews with senior managers belonging to quality or operation divisions in four large call centres in India. A semi-structured questionnaire. 12 in-depth interviews with senior managers from four large call centres. (45-60 minutes). </li></ul>Annette Ammeraal Call Center Management and Performance - 11 December 2009
  31. 31. Call Center Research - Jaiswal <ul><li>Service quality management in call centers not done with the customer in mind. </li></ul><ul><li>The criteria used by customer for quality assessment are different from the ones used by managers. There is a gap between perceptions of managers about service quality offered and perceptions of customer about service quality received. </li></ul><ul><li>Call centres managers overly depend on metrics comprising operational measures for service quality evaluation. Operational variables cannot provide a true picture of how customers perceive service quality. Operational measures are indicators of efficiency. Efficiency-driven approach can cause undesirable consequences such as customer defection and loss of market share. </li></ul>Annette Ammeraal Call Center Management and Performance - 11 December 2009
  32. 32. Call Center Research – Patwardhan, Noble and Nishihara <ul><li>Patwardhan, A. Noble, S.M., Nishihara, C.M. (2009), “ The use of strategic deception in relationships ”, Journal of Services Marketing , Vol. 23, Issue 5, 318 – 325 </li></ul><ul><li>Qualitative interviews over the telephone and in person with call center employees located in India </li></ul><ul><li>4 types of strategic deception (lying/deceiving customers) occurs in call centers: </li></ul><ul><ul><li>name </li></ul></ul><ul><ul><li>location of call center </li></ul></ul><ul><ul><li>pronunciation </li></ul></ul><ul><ul><li>cultural norms </li></ul></ul>Annette Ammeraal Call Center Management and Performance - 11 December 2009
  33. 33. Case study Disneyland Paris Call Center <ul><li>Mission Disneyland Paris = Generating Lifetime memories </li></ul><ul><li>Vision Call Center = Call center is preferred channel for consumer by offering superior value and product knowledge to guests when planning/booking their vacations </li></ul><ul><li>Surprise and delight our guest in order to maximize conversion and revenue </li></ul><ul><li>Create an environment that encourages leadership, risk taking, ownership to achieve results </li></ul><ul><li>Invest in training, coaching </li></ul><ul><li>Invest in effective technology </li></ul><ul><li>Collect knowledge/information of guests to better adapt sales dialogue </li></ul>Annette Ammeraal Call Center Management and Performance - 11 December 2009
  34. 34. Case study Disneyland Paris Call Center <ul><li>Team: 30 different nationalities, 10 key markets served, 6 languages </li></ul><ul><li>More than 2 millions calls a year </li></ul><ul><li>Two teams: </li></ul><ul><ul><li>Sales Force team </li></ul></ul><ul><ul><ul><li>Initial telephone contact to guest when booking/planning their vacation </li></ul></ul></ul><ul><ul><li>Guest Care </li></ul></ul><ul><ul><ul><li>Management of bookings already made </li></ul></ul></ul><ul><ul><ul><li>Resolve guest issues </li></ul></ul></ul><ul><ul><ul><li>Web/online consumer assistance </li></ul></ul></ul>Annette Ammeraal Call Center Management and Performance - 11 December 2009
  35. 35. Case study Disneyland Paris Call Center <ul><li>KPIs </li></ul><ul><ul><li>Calls offered </li></ul></ul><ul><ul><li>Calls handled </li></ul></ul><ul><ul><li>Call handle percent </li></ul></ul><ul><ul><li>Conversion percent </li></ul></ul><ul><ul><li># of bookings </li></ul></ul><ul><ul><li>Average handle time </li></ul></ul><ul><ul><li>Call Center costs </li></ul></ul><ul><ul><li>Costs per call offered </li></ul></ul><ul><ul><li>Costs per call answered </li></ul></ul><ul><ul><li>Average revenue per booking </li></ul></ul><ul><ul><li>Average per cast member </li></ul></ul><ul><ul><li>Average per work unit </li></ul></ul>Annette Ammeraal Call Center Management and Performance - 11 December 2009
  36. 36. Case study Disneyland Paris Call Center <ul><li>Training objectives </li></ul><ul><ul><li>Ensure cast member feels enough autonomous and responsible to be able to carry out his mission & role with confidence </li></ul></ul><ul><li>Training on 4 subjects: </li></ul><ul><ul><li>Mission, role and responsibility within Call Center </li></ul></ul><ul><ul><li>Brand product knowledge </li></ul></ul><ul><ul><li>Systems & process acquisition/autonomy </li></ul></ul><ul><ul><li>Sales philosophy & dialogue </li></ul></ul>Annette Ammeraal Call Center Management and Performance - 11 December 2009
  37. 37. Case study Disneyland Paris Call Center <ul><li>Coaching and rating of the Sales philosophy/approach </li></ul><ul><ul><li>Relating (during the whole call) </li></ul></ul><ul><ul><li>Discovering guest needs (beginning of the call) </li></ul></ul><ul><ul><li>Advocating (second part of call) </li></ul></ul><ul><ul><li>Supporting (last part of call) </li></ul></ul><ul><ul><li>Attitude and behavior </li></ul></ul><ul><li>Coaching </li></ul><ul><ul><li>Call identification </li></ul></ul><ul><ul><li>Call Assessment </li></ul></ul><ul><ul><li>Quality Monitoring </li></ul></ul><ul><ul><li>Side by side </li></ul></ul><ul><li>Example coaching </li></ul><ul><ul><li>If transport is offered (identify if client might be interested, propose, mention benefits) </li></ul></ul>Annette Ammeraal Call Center Management and Performance - 11 December 2009
  38. 38. Case study Disneyland Paris Call Center <ul><li>Coaching and rating of the Sales philosophy/approach </li></ul><ul><ul><li>Relating (during the whole call) </li></ul></ul><ul><ul><li>Discovering guest needs (beginning of the call) </li></ul></ul><ul><ul><li>Advocating (second part of call) </li></ul></ul><ul><ul><li>Supporting (last part of call) </li></ul></ul><ul><ul><li>Attitude and behavior </li></ul></ul><ul><li>Discovering guest needs </li></ul><ul><ul><li>Taking information regarding needs of guest </li></ul></ul><ul><ul><li>Understand guest’s motivation and intentions </li></ul></ul><ul><ul><li>Create confidence and trust (listen and take care of the interest of the guests </li></ul></ul><ul><ul><li>Show understanding and comprehension of the guest’s needs </li></ul></ul><ul><ul><ul><li>You are coming to Disneyland Paris for the first time? The children will love the parade! Are they looking forward to seeing the Disney Characters? (propose “eat n’ greet with the Disney characters”) </li></ul></ul></ul>Annette Ammeraal Call Center Management and Performance - 11 December 2009
  39. 39. Role Play <ul><li>Groups of two persons </li></ul><ul><ul><li>Prepare call center dialogue for Disneyland Paris </li></ul></ul><ul><ul><ul><ul><li>Opening of the call </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Relating </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Discover guest needs </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Advocating </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Supporting </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Closing of the call </li></ul></ul></ul></ul>Annette Ammeraal Call Center Management and Performance - 11 December 2009

×