Rod Jones MasterClass - World Class Call Centres - The Key Strategic Issues -...C3Africa
World Class Call Centres - Strategic Issues.
Slike deck from the internationally acclaimed 2 Day Rod Jones Contact Centre MasterClass seminar. This seminar is aimed at middle to senior management involved in call centres or planning to develop or reengineer a call centre.
This document discusses key performance indicators (KPIs) for an HR & admin manager position. It provides examples of KPIs, performance appraisal methods, and steps for creating KPIs for this role. The document recommends visiting an external website for additional KPI samples and materials on topics like performance appraisal forms and review phrases. Mistakes to avoid in developing KPIs are also outlined.
Free Call Center Training | Call Center Best PracticesMetricNet
This document discusses best practices for call centers. It introduces a 4 step model for achieving excellence: 1) Measure key performance metrics, 2) Benchmark metrics and diagnose gaps against peers, 3) Prescribe actions to address gaps, and 4) Implement the action plan. Critical metrics include cost per contact, customer satisfaction, and agent utilization which are measured through ongoing benchmarking against a database of over 3,000 global call centers. World-class call centers implement best practices to provide superior customer experiences at lower costs.
The document describes the hierarchy and roles within the sales and customer service departments of a call center. It includes job descriptions for various roles such as director, team leads, floor managers, and specialists. The sales department has three team leads who manage agents in different shifts. The customer service department has a director, manager, supervisor, and specialists. Job responsibilities for the roles include ensuring performance metrics, handling call volume, communication, and training/managing agents.
This document discusses key performance indicators (KPIs) for human resources interns. It provides information on developing KPIs, including defining objectives, identifying key result areas and tasks, and determining methods to measure results. The document recommends linking KPIs to strategy, empowering employees, and noting several types of KPIs such as process, input, output, leading, and lagging. It directs the reader to an external website for additional KPI materials and samples.
The document discusses key performance indicators (KPIs) for a housekeeping manager position. It provides examples of KPIs, steps for creating KPIs, common mistakes to avoid, and how to design effective KPIs. The document recommends visiting kpi123.com for additional housekeeping manager KPI samples and other HR materials like performance appraisal forms and review phrases.
This document discusses key performance indicators (KPIs) for administration departments. It provides resources for developing KPIs, including lists of sample KPIs, performance appraisal metrics, and steps for creating a KPI system. Mistakes to avoid when developing KPIs are outlined, such as creating too many KPIs or not linking them to organizational strategy. Different types of KPIs are also defined, such as leading vs lagging indicators. More free resources on KPIs can be found by visiting the provided website.
Expertek Cyber Solutions is a business process outsourcing company that provides call center and customer service solutions both onshore and offshore. It offers inbound and outbound call center services, data processing, back office services, and customized business process outsourcing options. Expertek aims to help businesses balance tight budgets with customer demands through low-cost and effective call center strategies. It employs trained agents who are available 24/7 to handle customer questions. Expertek also offers flexibility to adapt its services as businesses change and allows clients to pay only for the services they use.
Rod Jones MasterClass - World Class Call Centres - The Key Strategic Issues -...C3Africa
World Class Call Centres - Strategic Issues.
Slike deck from the internationally acclaimed 2 Day Rod Jones Contact Centre MasterClass seminar. This seminar is aimed at middle to senior management involved in call centres or planning to develop or reengineer a call centre.
This document discusses key performance indicators (KPIs) for an HR & admin manager position. It provides examples of KPIs, performance appraisal methods, and steps for creating KPIs for this role. The document recommends visiting an external website for additional KPI samples and materials on topics like performance appraisal forms and review phrases. Mistakes to avoid in developing KPIs are also outlined.
Free Call Center Training | Call Center Best PracticesMetricNet
This document discusses best practices for call centers. It introduces a 4 step model for achieving excellence: 1) Measure key performance metrics, 2) Benchmark metrics and diagnose gaps against peers, 3) Prescribe actions to address gaps, and 4) Implement the action plan. Critical metrics include cost per contact, customer satisfaction, and agent utilization which are measured through ongoing benchmarking against a database of over 3,000 global call centers. World-class call centers implement best practices to provide superior customer experiences at lower costs.
The document describes the hierarchy and roles within the sales and customer service departments of a call center. It includes job descriptions for various roles such as director, team leads, floor managers, and specialists. The sales department has three team leads who manage agents in different shifts. The customer service department has a director, manager, supervisor, and specialists. Job responsibilities for the roles include ensuring performance metrics, handling call volume, communication, and training/managing agents.
This document discusses key performance indicators (KPIs) for human resources interns. It provides information on developing KPIs, including defining objectives, identifying key result areas and tasks, and determining methods to measure results. The document recommends linking KPIs to strategy, empowering employees, and noting several types of KPIs such as process, input, output, leading, and lagging. It directs the reader to an external website for additional KPI materials and samples.
The document discusses key performance indicators (KPIs) for a housekeeping manager position. It provides examples of KPIs, steps for creating KPIs, common mistakes to avoid, and how to design effective KPIs. The document recommends visiting kpi123.com for additional housekeeping manager KPI samples and other HR materials like performance appraisal forms and review phrases.
This document discusses key performance indicators (KPIs) for administration departments. It provides resources for developing KPIs, including lists of sample KPIs, performance appraisal metrics, and steps for creating a KPI system. Mistakes to avoid when developing KPIs are outlined, such as creating too many KPIs or not linking them to organizational strategy. Different types of KPIs are also defined, such as leading vs lagging indicators. More free resources on KPIs can be found by visiting the provided website.
Expertek Cyber Solutions is a business process outsourcing company that provides call center and customer service solutions both onshore and offshore. It offers inbound and outbound call center services, data processing, back office services, and customized business process outsourcing options. Expertek aims to help businesses balance tight budgets with customer demands through low-cost and effective call center strategies. It employs trained agents who are available 24/7 to handle customer questions. Expertek also offers flexibility to adapt its services as businesses change and allows clients to pay only for the services they use.
The document provides an operations manual for HP Hotels that outlines various policies and procedures for the company. It begins with an introduction stating that the manual establishes minimum guidelines for standardized and cost-efficient hotel operations. It then provides a mission statement focusing on profitable growth and shareholder value. The manual continues with sections covering various operational areas like accounting, administration, food and beverage, front desk, housekeeping, maintenance, sales, and human resources. It aims to standardize guidelines across hotel properties while allowing for good judgment in decision making.
This document discusses key performance indicators (KPIs) for an executive chef position. It provides information on developing KPIs, including defining objectives, identifying key result areas and tasks, and determining methods to measure results. The document recommends keeping the number of KPIs limited to 3-5, focusing them on key result areas, and ensuring they change based on goals. Examples of different types of KPIs are also given, such as process, input, output, leading, and lagging KPIs. Additional KPI materials can be found on the kpi123.com website.
The document discusses key performance indicators (KPIs) for companies. It provides a long list of potential KPIs across several categories like financial, asset management, cash flow, and market value. It recommends that determining the appropriate KPIs for a company should involve multiple stakeholders from different departments. Companies should select a focused set of around 3 important KPIs tailored to their specific business, with the goal of monitoring results more than the tools or metrics themselves. Regular use and communication of KPIs is important for long-term adoption.
ITIL is a set of best practices for managing IT services, development, and operations consisting of a series of books. A service desk provides a single point of contact for users and IT to improve customer service and support incident management, problem management, request fulfillment, and access management processes. An effective service desk is structured and staffed appropriately with trained personnel to resolve incidents quickly and at a low cost while meeting customer satisfaction metrics.
This document discusses key performance indicators (KPIs) for retail cashiers. It provides steps to create KPIs for cashiers, including defining objectives, identifying key result areas and tasks, and determining how to measure results. The document also discusses types of KPIs and common mistakes to avoid when setting KPIs, such as having too many or ones that do not change based on goals. Additional KPI materials can be found on the listed website.
This document summarizes a workshop on call center management and reporting. It discusses the key functions of a contact center including workforce management, quality management, technology management, reporting, and financial management. It also outlines the contact center process flow from workforce planning to operations to monitoring and analysis. Finally, it discusses important key performance indicators that contact centers use to measure performance, such as service level, average speed of answer, abandon rate, and adherence.
Example Call Center Work/Information Flow DiagramEquilibria, Inc.
There are bound to be times when your customer support team encounters a problem dealing with customers. You have no control over what customers say or do, but you do have control over how team members respond to questions or complaints in an efficient and productive way. With a combination of competent team members, well-written scripts and the right technology, your business can attract and retain happy and loyal customers.
Process maps (flowcharts) are one tool companies use to ensure team members know how to address customer support questions, escalate issues, and route calls. In this presentation, we begin with a process map given to employees working in a call center to screen job candidates. If you enjoy working with flowcharts, you’ll love this method to investigate your own customer service model. More process map templates are available for download at www.eqbsystems.com/shop. Thanks for watching!
This document discusses key performance indicators (KPIs) for the chief security officer position. It provides examples of KPIs, steps for creating KPIs, common mistakes to avoid, and how KPIs should be designed. The document recommends visiting an external website for additional KPI samples and materials related to performance appraisals, review phrases, and interview questions.
Crescent BPO Services provides data entry, data processing, scanning, and other business process outsourcing services. It aims to be a leading BPO provider with a vision of producing innovative and affordable IT-enabled solutions. The company is located in Lucknow, India and has over 1200 square feet of infrastructure equipped with the latest technology. Crescent BPO Services focuses on quality, accuracy, and timely delivery to provide superior outsourcing services to its clients.
This document discusses key performance indicators (KPIs) for security officers. It provides steps to create KPIs for security officers, including defining objectives, identifying key result areas and tasks, and determining methods to measure results. The document cautions against creating too many KPIs and notes that KPIs should be linked to strategy and empower employees. Various types of KPIs are defined, such as process, input, output, leading, and lagging KPIs. Resources for additional KPI materials are referenced.
The document discusses facility management best practices. It covers topics such as defining facility management, planning facilities, designing workplaces, delivering FM services, building operations and maintenance, measuring performance, technology, evolving markets, and the prospects of the FM industry. Facility management aims to integrate support services to enhance organizational performance. Effective FM requires understanding how work environments impact productivity and enabling flexible, efficient operations.
Service Desk or Helpdesk is nowdays have become an Important part of any Organization.
BPO/KPO s have maintained their own Heldesk if there is ny Technical DIfficulty.
The Project will guide you to how an Techincal officer works.
The document summarizes key metrics for evaluating call center performance. It discusses internal metrics like adherence, average handle time, abandon rate, and service level which measure agent and system performance. It also discusses external metrics like moment of truth, caller satisfaction, and surveys which measure the customer experience. A daily training schedule and objectives are also outlined which aim to familiarize participants with best practices for measuring and improving both internal and external metrics.
The document provides guidance on building an effective quality assurance program for contact centers, outlining the components and benefits of QA, best practices for developing evaluation forms, monitoring criteria, calibration processes, and mechanics like transaction selection, coaching, reporting and more. It aims to help contact center managers establish a formalized ongoing QA process to measure agent performance, improve consistency of customer interactions, and demonstrate a commitment to customers and agents.
This document discusses trends in workforce management. It begins by defining workforce management and its role within human capital management. It then discusses who utilizes workforce management systems and common applications like scheduling, attendance tracking, and analytics. The document outlines trends among workforce management vendors and applications, including a move toward mobility, optimization, and analytics. It concludes by discussing the future of workforce management, including increased use of mobile technologies, optimization algorithms, business intelligence, and data gathering through artificial intelligence.
This document discusses key performance indicators (KPIs) and how they can be used in a performance management system. It defines KPIs as quantifiable measures of an organization's performance in certain business areas. Examples are provided to illustrate how to identify objectives, KPIs, targets, owners, and timelines. A value flow analysis model is presented to show how inputs, processes, outputs, and outcomes are related. Careful selection of KPIs is important to indicate value generation across these elements.
This is an example of the 21 Call Center Best Practices that I and my staff designed, developed and deployed to Call Centers. These practices delivered increased focus on the customers, increased agent morale, improved productivity, increased revenue and reduced turn-over. Within this presentation I have only presented the marketing data but we developed procedures, and training materials to go along with all the Call Center Best Practices we deployed globally. See the attached presentation for how all the Best Practices fit together to drive Customer Delight. For additional information please feel to contact Brian Hughes.
The front office department is part of the larger accommodations or rooms division headed by a director. It coordinates with other services that support guest stays such as housekeeping, engineering, and food and beverage. The front office, also called the hotel reception, is responsible for selling rooms through reservations, registering guests and assigning rooms, serving as the first and last point of contact for guests, and helping create the property's image. It is organized into different sections to efficiently perform these roles.
Normas tecnicas de gestion de calidad vigentes para el servicio al clienteMoya Rozo
Las normas técnicas de gestión de calidad establecen pautas para facilitar el servicio al cliente de acuerdo con las políticas de la organización y evaluar su capacidad de cumplir con los requisitos del cliente. Estas normas operan recursos técnicos para atender al cliente y mejorar la calidad y competitividad mediante la medición, análisis y mejora continua de los procesos.
Alembo is wereldwijd specialist in het interpreteren en verwerken van grote hoeveelheden informatie en doet dit sinds 2005 met een zeer ervaren team van data entry professionals. Wij werken voor grote multinationals zoals Banken, Overheden, Verzekeraars, Musea en Uitgeverijen. Middels gestructureerde aanpak, high security, strikte kwaliteitssystemen en zelf ontwikkelde applicaties zijn wij iedere keer weer succesvol. Ons Gegevensverwerkers team bestaat uit 80 medewerkers en verwerkt laag-midden en hoog complexe stromen van data. Naast gegevenswerking biedt Alembo diensten op het gebied van klantenservice, virtuele assistent, boekhouding en assistent accountancy, webcontent en administratie.
Over alembo, algemene bedrijfspresentatie. Alembo is gespecialiseerd in het ontzorgen van Nederlandse en Belgische bedrijven op het gebied van operationele taken. Data-entry, administratie, klantenservice en content.
The document provides an operations manual for HP Hotels that outlines various policies and procedures for the company. It begins with an introduction stating that the manual establishes minimum guidelines for standardized and cost-efficient hotel operations. It then provides a mission statement focusing on profitable growth and shareholder value. The manual continues with sections covering various operational areas like accounting, administration, food and beverage, front desk, housekeeping, maintenance, sales, and human resources. It aims to standardize guidelines across hotel properties while allowing for good judgment in decision making.
This document discusses key performance indicators (KPIs) for an executive chef position. It provides information on developing KPIs, including defining objectives, identifying key result areas and tasks, and determining methods to measure results. The document recommends keeping the number of KPIs limited to 3-5, focusing them on key result areas, and ensuring they change based on goals. Examples of different types of KPIs are also given, such as process, input, output, leading, and lagging KPIs. Additional KPI materials can be found on the kpi123.com website.
The document discusses key performance indicators (KPIs) for companies. It provides a long list of potential KPIs across several categories like financial, asset management, cash flow, and market value. It recommends that determining the appropriate KPIs for a company should involve multiple stakeholders from different departments. Companies should select a focused set of around 3 important KPIs tailored to their specific business, with the goal of monitoring results more than the tools or metrics themselves. Regular use and communication of KPIs is important for long-term adoption.
ITIL is a set of best practices for managing IT services, development, and operations consisting of a series of books. A service desk provides a single point of contact for users and IT to improve customer service and support incident management, problem management, request fulfillment, and access management processes. An effective service desk is structured and staffed appropriately with trained personnel to resolve incidents quickly and at a low cost while meeting customer satisfaction metrics.
This document discusses key performance indicators (KPIs) for retail cashiers. It provides steps to create KPIs for cashiers, including defining objectives, identifying key result areas and tasks, and determining how to measure results. The document also discusses types of KPIs and common mistakes to avoid when setting KPIs, such as having too many or ones that do not change based on goals. Additional KPI materials can be found on the listed website.
This document summarizes a workshop on call center management and reporting. It discusses the key functions of a contact center including workforce management, quality management, technology management, reporting, and financial management. It also outlines the contact center process flow from workforce planning to operations to monitoring and analysis. Finally, it discusses important key performance indicators that contact centers use to measure performance, such as service level, average speed of answer, abandon rate, and adherence.
Example Call Center Work/Information Flow DiagramEquilibria, Inc.
There are bound to be times when your customer support team encounters a problem dealing with customers. You have no control over what customers say or do, but you do have control over how team members respond to questions or complaints in an efficient and productive way. With a combination of competent team members, well-written scripts and the right technology, your business can attract and retain happy and loyal customers.
Process maps (flowcharts) are one tool companies use to ensure team members know how to address customer support questions, escalate issues, and route calls. In this presentation, we begin with a process map given to employees working in a call center to screen job candidates. If you enjoy working with flowcharts, you’ll love this method to investigate your own customer service model. More process map templates are available for download at www.eqbsystems.com/shop. Thanks for watching!
This document discusses key performance indicators (KPIs) for the chief security officer position. It provides examples of KPIs, steps for creating KPIs, common mistakes to avoid, and how KPIs should be designed. The document recommends visiting an external website for additional KPI samples and materials related to performance appraisals, review phrases, and interview questions.
Crescent BPO Services provides data entry, data processing, scanning, and other business process outsourcing services. It aims to be a leading BPO provider with a vision of producing innovative and affordable IT-enabled solutions. The company is located in Lucknow, India and has over 1200 square feet of infrastructure equipped with the latest technology. Crescent BPO Services focuses on quality, accuracy, and timely delivery to provide superior outsourcing services to its clients.
This document discusses key performance indicators (KPIs) for security officers. It provides steps to create KPIs for security officers, including defining objectives, identifying key result areas and tasks, and determining methods to measure results. The document cautions against creating too many KPIs and notes that KPIs should be linked to strategy and empower employees. Various types of KPIs are defined, such as process, input, output, leading, and lagging KPIs. Resources for additional KPI materials are referenced.
The document discusses facility management best practices. It covers topics such as defining facility management, planning facilities, designing workplaces, delivering FM services, building operations and maintenance, measuring performance, technology, evolving markets, and the prospects of the FM industry. Facility management aims to integrate support services to enhance organizational performance. Effective FM requires understanding how work environments impact productivity and enabling flexible, efficient operations.
Service Desk or Helpdesk is nowdays have become an Important part of any Organization.
BPO/KPO s have maintained their own Heldesk if there is ny Technical DIfficulty.
The Project will guide you to how an Techincal officer works.
The document summarizes key metrics for evaluating call center performance. It discusses internal metrics like adherence, average handle time, abandon rate, and service level which measure agent and system performance. It also discusses external metrics like moment of truth, caller satisfaction, and surveys which measure the customer experience. A daily training schedule and objectives are also outlined which aim to familiarize participants with best practices for measuring and improving both internal and external metrics.
The document provides guidance on building an effective quality assurance program for contact centers, outlining the components and benefits of QA, best practices for developing evaluation forms, monitoring criteria, calibration processes, and mechanics like transaction selection, coaching, reporting and more. It aims to help contact center managers establish a formalized ongoing QA process to measure agent performance, improve consistency of customer interactions, and demonstrate a commitment to customers and agents.
This document discusses trends in workforce management. It begins by defining workforce management and its role within human capital management. It then discusses who utilizes workforce management systems and common applications like scheduling, attendance tracking, and analytics. The document outlines trends among workforce management vendors and applications, including a move toward mobility, optimization, and analytics. It concludes by discussing the future of workforce management, including increased use of mobile technologies, optimization algorithms, business intelligence, and data gathering through artificial intelligence.
This document discusses key performance indicators (KPIs) and how they can be used in a performance management system. It defines KPIs as quantifiable measures of an organization's performance in certain business areas. Examples are provided to illustrate how to identify objectives, KPIs, targets, owners, and timelines. A value flow analysis model is presented to show how inputs, processes, outputs, and outcomes are related. Careful selection of KPIs is important to indicate value generation across these elements.
This is an example of the 21 Call Center Best Practices that I and my staff designed, developed and deployed to Call Centers. These practices delivered increased focus on the customers, increased agent morale, improved productivity, increased revenue and reduced turn-over. Within this presentation I have only presented the marketing data but we developed procedures, and training materials to go along with all the Call Center Best Practices we deployed globally. See the attached presentation for how all the Best Practices fit together to drive Customer Delight. For additional information please feel to contact Brian Hughes.
The front office department is part of the larger accommodations or rooms division headed by a director. It coordinates with other services that support guest stays such as housekeeping, engineering, and food and beverage. The front office, also called the hotel reception, is responsible for selling rooms through reservations, registering guests and assigning rooms, serving as the first and last point of contact for guests, and helping create the property's image. It is organized into different sections to efficiently perform these roles.
Normas tecnicas de gestion de calidad vigentes para el servicio al clienteMoya Rozo
Las normas técnicas de gestión de calidad establecen pautas para facilitar el servicio al cliente de acuerdo con las políticas de la organización y evaluar su capacidad de cumplir con los requisitos del cliente. Estas normas operan recursos técnicos para atender al cliente y mejorar la calidad y competitividad mediante la medición, análisis y mejora continua de los procesos.
Alembo is wereldwijd specialist in het interpreteren en verwerken van grote hoeveelheden informatie en doet dit sinds 2005 met een zeer ervaren team van data entry professionals. Wij werken voor grote multinationals zoals Banken, Overheden, Verzekeraars, Musea en Uitgeverijen. Middels gestructureerde aanpak, high security, strikte kwaliteitssystemen en zelf ontwikkelde applicaties zijn wij iedere keer weer succesvol. Ons Gegevensverwerkers team bestaat uit 80 medewerkers en verwerkt laag-midden en hoog complexe stromen van data. Naast gegevenswerking biedt Alembo diensten op het gebied van klantenservice, virtuele assistent, boekhouding en assistent accountancy, webcontent en administratie.
Over alembo, algemene bedrijfspresentatie. Alembo is gespecialiseerd in het ontzorgen van Nederlandse en Belgische bedrijven op het gebied van operationele taken. Data-entry, administratie, klantenservice en content.
BUZZ Ordina - SAP SAM JOBS Ordina - Meet MichielOrdina Belgium
“Binnen de Service & Asset Management Practice
bij Ordina zijn onze competenties opgebouwd rond
service georiënteerde processen. Onze practice
bestaat dan ook uit een mix van gedreven
consultants met kennis van SAP EAM, SAP
CRM en SAP ISU. Ben jij ook gebeten door
Customer Service of zijn onderhoudsprocessen
helemaal je ding, of wil je mee
bouwen om onze nutsbedrijven in België
klaar te stomen voor het tijdperk van de
slimme meters? De SAM Practice bij
Ordina is misschien wel jouw springplank
naar toffe projecten en een hecht team
van toffe collega’s met dezelfde passies!”
- Michiel Strybol, Practice manager SAM
SEE Gemeentedag: Bas Heijckmann - Service Blue Print, de basis voor het Amste...TOPdesk
De Gemeente Amsterdam stond aan de vooravond om voor de interne dienstverlening van Bedrijfsvoering één ingang op te zetten, Het Amsterdams Service Portaal. Over drie kanalen, waarbij de interne klant centraal staat. Om te komen tot het blauwdruk van onze interne dienstverlening hebben we gebruik gemaakt van elementen van Service Design. In deze presentatie zal ik jullie meenemen hoe wij klantreizen hebben ingezet om er achter te komen wat onze interne klanten belangrijk vonden. Met behulp van deze gegevens hebben wij een Service Blue Print opgesteld. Dit vormt nu de basis voor de inrichting van het Amsterdams Service Portaal.
Service blue print - Bas Heijckman & Jacqueline EssienTOPdesk
“De collega staat centraal!”
De Gemeente Amsterdam stond aan de vooravond van het opzetten van één ingang voor de interne dienstverlening van Bedrijfsvoering, Het Amsterdams Service Portaal. Dit portaal werd verspreid over drie kanalen waarbij de interne klant centraal staat. Maar hoe moest dit eruit komen te zien? Om te komen tot de blauwdruk van onze interne dienstverlening hebben we gebruik gemaakt van elementen van Service Design. In deze presentatie zal ik jullie meenemen hoe wij klantreizen hebben ingezet om erachter te komen wat onze interne klanten belangrijk vonden. Met behulp van deze gegevens hebben wij een Service Blue Print opgesteld. Dit vormt nu de basis voor de inrichting van het Amsterdams Service Portaal.
Webinar: het stappenplan voor een toekomstbestendige omnichannelstrategievalantic NL
Een goede digitale strategie is essentieel voor iedere e-commerce organisatie. Toch blijkt vaak dat het bepalen van een passende, flexibele en toekomstbestendige strategie in de praktijk een grote uitdaging is.
Centralpoint NCCA casus final (Winnaar Technology Award 2016)Michiel Gaasterland
Op 21 april 2016 won Centralpoint.nl op het Customer First Gala een Nationale Contact Center Award gewonnen. Samen met Essent en T-Mobile was Centralpoint genomineerd in de categorie Technologie. De casus onder de titel ‘E-Commerce klantcontact: persoonlijk, proactief en real-time’ was ingediend in nauwe samenwerking met ROBIN Software B.V.
2. Over Alembo
Met geïnspireerde en hoog opgeleide teams, een
flexibele en efficiënte operatie en ervaren business
consultants, creëert Alembo vertrouwensvolle
relaties met haar klanten. Operationeel excelleren
staat centraal in alles wat we doen. Met het doel
onze klanten operationeel, maar ook strategisch op
een hoger niveau te laten concurreren. Iedere klant is
uniek. Wij geloven in het verbeteren en
vereenvoudigen van processen met lagere kosten en
hoge kwaliteit.
3. Hoe?
Dit doen wij door:
● Professionele en ervaren mensen te werven en
ontwikkelen
● Ontzorgen van onze klanten door een breed
scala aan diensten
● Snelle implementatie, testfase en begeleiding
gedurende het traject
● Heldere rapportages en inzage in resultaten on
demand te leveren
● Samen te blijven verbeteren als partners
● Flexibel in te spelen op klantwensen
6. Alembo Factsheet
Ontwikkeling
2010 - 30 medewerkers
2015 - 100 medewerkers
2017 - 150 medewerkers
2019 - 250 medewerkers
Wat we doen
- Content creatie
- Gegevensverwerking
- Klantenservice
- Financiële administratie
- Back- en midoffice
Strategische partner
- Strategisch advies
- Businesscases en analyse
- Investeren in personeel
- Langdurige klant trajecten
- Interim management
Wie we zijn
Alembo ondersteunt organisaties bij operationele processen op het gebied van dataverwerking, administratie, content en klantenservice. Met geïnspireerde en
hoog opgeleide teams, een flexibele en efficiënte operatie en ervaren business consultants, creëert Alembo vertrouwensvolle relaties met haar klanten.
Operationeel excelleren staat centraal in alles wat wij doen. Met het doel onze klanten operationeel, maar ook strategisch op een hoger niveau te laten
concurreren.
Locaties
Team Nederland: 5 fte
Accountmanagement
Team Suriname: 250 fte
Operationeel team
Pricing model
- Prijs per stuk
- Prijs per uur
- Vaste prijs per project
Highlights
2005 - Oprichting Alembo
2006 - Kantoor 10 werkplekken Paramaribo Centrum
2008 - Data entry en content voor bol.com en Vergelijk.nl
2009 - Data entry voor Internationale Bank en Picturae
2011 - Uitbreiding Klantenservice. Orderentry project KPN
2016 - Alembo Science Magazine digitaliseren Herbaria voor Smithsonian
2017 - I.v.m. groei verhuizing Plutostraat naar Tourtonnelaan
2018 - Klantenservice voor Intertoys, Koopjedeal
2019 - DETA applicatie congres Amerika , opschalen Herbaria trajecten, content
Fonq, IGM en Art & Craft. Klantenservice: Bax Music. Consumentenbond test
voor Intertoys Klantenservice beste score bereikbaarheid en service.
Alembo USP’s
- Schaalbaarheid en flexibiliteit
- Goede prijs / kwaliteit verhouding
- Gemiddelde klanttevredenheid van een 8,5
- Hoogopgeleide en ervaren professionals
- Investeren in personeel d.m.v. trainingen, doorgroeien en werkgeluk
- Transparante en open communicatie
- Laag verloop < 1 %
- Hightech internet en moderne IT applicaties, data en callcenter Software
- Consultancy en advies vanuit Nederland & Interim Management
- Empatisch, betrokken en zeer servicegerichte medewerkers
- Langdurige klant trajecten en strategische partners
10. KLANTENSERVICE
KLANTENSERVICE
▪ Moeiteloos communiceren dankzij Cloud Contact
Care software
▪ Of gebruik makend van het Contact Center Systeem
van de klant
▪ 7 dagen per, 24 uren per dag
▪ Telefonie, e-mail, tickets, chat
▪ Inbound en outbound
▪ Nederlands en Engels
▪ B2C Klanttevredenheid van 8 en hoger
▪ Continue Coaching
▪ Werken met diverse klantsystemen
○ Zendesk
○ Livecom
○ CoBrowser
○ Jira
○ Robin
○ Omnidesk
▪ Social Media ondersteuning
▪ Vanaf €18,50 per uur
▪ AVG Proof
11. ✓ USP 1: Nederlandse- en Lokale medewerkers die hoog zijn opgeleid en zowel de
Nederlandse- als de Engelse taal beheersen.
✓ USP 2: Flexibel, goede onderliggende techniek, lager tarief dan in Nederland
✓ USP 3: Top service, 24 x 7 beschikbaar
✓ USP4: Top Kwaliteit: Continue training en verbetering op individueel niveau
◆ Snel groeiend team
◆ Weinig verloop: Alembo waardeert haar medewerkers goed. Dat zien we terug
in oa een ziekteverzuim vaste medewerkers <1%; en verloop vaste
medewerkers<1%
✓ USP5: Empatisch en zeer service gerichte agents met ruime callcenter ervaring.
Gewend om met strakke targets en SLA’s te werken.
USP’s Klantenservice door Alembo
13. Geheel of gedeelte uitbesteden, beiden is mogelijk. Wij kijken naar uw wensen en bieden daarbij
oplossingen op maat.
✓ Volledig uitbesteden: 1e en 2e lijns alle klantcontactkanalen
✓ Alleen als overflow en na werktijden
✓ Voorkeur voor bepaalde klantvragen, zoals veel voorkomende vragen over leveringen,
bestellingen en 1e lijns afhandeling
✓ Voorkeur voor 1 of meerdere klantcontact kanalen
Voordeel: U blijft flexibel en kunt zo makkelijk inspelen op eventuele pieken, onderbezetting i.v.m.
drukte, ziekte of tekort aan personeel. Alembo Klantenservice combineert de mogelijkheid om uw
eigen agents op afstand te hebben, terwijl u de werkzaamheden coördineert als een eigen afdeling.
Geheel of gedeeltelijk uitbesteden
14. Alembo werkwijze
● Moderne werkomgeving
● Klanttevredenheidsonderzoek
● Strenge en grondige werving en selectie
● ISO9001, ISO27.001 in voorbereiding
● Transparante communicatie en rapportage
Coaching
● Bij start in samenwerking met de klant
● Op maat afhankelijk van competenties agent
● Procesmatig en individueel
● Stimuleren persoonlijke ontwikkeling en
doorgroeimogelijkheden
Kwaliteit Monitoring
● Kwalitatieve meting n.a.v. SLA’s en targets
● Side by side coaching
● Resultaten agents vastgelegd in QM formulier
● Meerdere gesprekken per maand met agents
Kalibreren
● Calls, chats en emails op frequente basis
● Resultaten in QM formulier per agent
Borging kwaliteit
18. Desk Services uitbesteden cashback acties naar Alembo via email
Waarom uitbesteden klantenservice?
Voor Desk Services doet Alembo sinds februari 2016 de
registratie van cashback acties. Desk Services is op zoek
naar een partij die flexibiliteit kan bieden in de pieken en
in werkaanbod. Na een succesvolle pilotperiode volgt
uitbreiding van takenpakket.
Uitbreiding met email
In juli volgt een nieuwe aanvraag. Er komen veel e-
mails binnen en hierdoor komt er een grote druk op
de organisatie. Alembo biedt een zeer interessante
prijs/kwaliteit verhouding waardoor na een
testtraject diverse email stromen naar Alembo zijn
overgebracht.
‘We zijn super tevreden over de samenwerking. Het
contact is fijn en direct. Duidelijke afspraken die
nagekomen worden en erg toegankelijk en open.’
Partnership
Desk Services heeft het team in Suriname ontmoet en
meegekeken bij de uitvoering van de werkzaamheden.
Desk Services is zeer tevreden over de dienstverlening
van Alembo. Binnen een half jaar is het team uitgebreid
naar 10 medewerkers en is een contract opgesteld van
2 jaar.
19. BVA-auctions besteedt mail en chat aan Alembo uit om piekbelasting en overloop op te
vangen
Waarom uitbesteden klantenservice?
Alembo is in januari 2014 gestart met het
beantwoorden van chatvragen als extra
ondersteuning om de grote hoeveelheid vragen op te
vangen voor BVA-auctions. Dit takenpakket wordt in
2015 aangevuld met het beantwoorden van 1e lijns
emails om ad hoc workload van 600 openstaande
tickets weg te werken.
Vaste bezetting overloop en pieken
Alembo beantwoordt chat en mail met een vaste
bezetting voor BVA-auctions. Van ma t/m vrij na
werktijden en in de weekenden. Klantvragen gaan
o.a. over productinformatie, ophaal informatie,
ontbinding van de kavel, kijk informatie en vragen
over de levering.
‘Procedures worden zeer strikt gevolgd. Zeer
flexibel in afstemming qua planning. Prettig in de
samenwerking en het verkleinen van de afstand
door verschillende communicatiemogelijkheden
zoals Slack. Een toegevoegde waarde voor onze
klantenservice’
Klanttevredenheid 8,5
Met een team van 12 fte verwerkt Alembo meer dan
4000 tickets en 1000 chats per week. Geregeld zet
BVA-auctions Alembo in om een toegenomen workload
op te vangen. Goede communicatie, een ervaren team
met gedreven en betrokken medewerkers maakt dit
wekelijks mogelijk. Met een gemiddelde
klanttevredenheid van 8 of meer.
20. Bax Music uitbesteden klantenservice naar Alembo via Email en Whatsapp
Waarom uitbesteden klantenservice?
Alembo ondersteunt de klantenservice van Bax Music
sinds 2019 via de mail en whatsapp beginnend met 10
FTE. Door het uitbesteden van de klantenservice zorgt
Bax Music ervoor dat klantvragen flexibel, professioneel
en snel worden opgepakt.
Opschalen en toevoegen telefonie
Doordat het lastig is om in Nederland goed
personeel te vinden, is Alembo de ideale partner om
stabiel en goed personeel voor Bax Music in te
zetten. Er werken zo’n 30 FTE vanuit Alembo voor
Bax Music. Er zal binnenkort worden opgeschaald
omdat er een nieuwe klantcontact kanaal wordt
toegevoegd: telefonie.
‘Bedankt voor jullie inzet...’ Binnen 2 weken waren
er 10 nieuwe medewerkers die er veel zin in
hadden. Super!
Partnership en flexibiliteit
Belangrijke overweging voor Bax Music is daarbij de
flexibiliteit die Alembo kan leveren om pieken en dalen,
zoals rond Black Friday, Sinterklaas en Kerst en de
mogelijkheid van Alembo om op afstand samen met de
agents van Bax Music te werken.
21. Intertoys zet Alembo in tijdens piek najaars drukte en vaste schil op huidige bezetting
Waarom uitbesteden klantenservice?
Intertoys heeft te maken met grote piekbelasting
gedurende september ™ januari vanwege verschillende
acties en de Sint en Kerst drukte. Gekozen is voor
outsourcing vanwege de gunstige tarieven en flexibele
inzet van ervaren callcenter personeel. In 2018 is na een
korte pilot gestart met opschalen van 15 fte tijdens
piekdrukte.
Mail en telefonie
Alembo beantwoordt mail en telefonie voor
Intertoys, 7 dagen in de week. De klantvragen
variëren: vragen over bestellingen, retouren,
productinformatie en overige zaken. Intertoys en
Alembo werken nauw samen om eerst op afstand
de agents te trainen en vervolgens in Suriname
verder op te leiden.
‘Samen met het team van Alembo in Suriname en
het eigen team in Amsterdam hebben we in een
veelbewogen periode enorme stappen weten te
maken, met zichtbaar resultaat!’
Ontzorging door Alembo
Het vinden van goed personeel wordt steeds schaarser
in Nederland. Intertoys vindt een partner in Alembo voor
de lange termijn die deze zorg weg kan nemen.
22. Comfort Partners 24x7 bereikbaar zijn door Alembo
Comfort Partners is een installatiebedrijf dat 24x7 bereikbaar is voor klanten die storingen en vragen hebben.
Alembo zorgt ervoor dat Comfort Partners 24x7 bereikbaar kan zijn en beantwoordt alle klantvragen na
werktijd via telefonie, mail en social media. Tijdens werktijd pakt Alembo klantvragen op die via door drukte
niet opgenomen kunnen worden.
‘Tijdens de implementatie van de klantenservice naar Alembo, hebben we Alembo leren kennen als een
professionele partij, op het gebied van telefonie, techniek en processen. Samen hebben wij de ambitieuze
plannen van Comfort Partners op gebied van telefonie gerealiseerd. Alembo is voor ons geen externe partij
maar eerder een verlengstuk van onze organisatie. In dat licht zien we ‘team Alembo’ als onze directe
collega’s, die samen met ons excellente klantbeleving waarmaken, 24/7/365.’
23. Bol.com besteedt klantvragen over producten aan Alembo
Op bol.com kunnen klanten via een forum op de productpagina vragen over het product stellen. Dagelijks
komen hier grote hoeveelheden vragen binnen.
In 2014 is middels een pilot onderzocht of klantvragen over product content bij Alembo belegd kunnen
worden, om kosten te besparen en de contentspecialisten van bol.com te ontlasten met deze taak. Deze pilot
is succesvol verlopen waardoor diverse productcategorieën zijn toegevoegd zoals Plaza, Games, Computer,
KTH en Sounds&Vision. Duidelijke afspraken zijn gemaakt over verwerkingstijd per klantvraag en binnen
hoeveel tijd de vragen moeten worden beantwoord.
Een team van 3 fte is wekelijks bezig met het beantwoorden van de klantvragen in het systeem van bol.com
Bazaarvoice. Per maand worden er 1000 klantvragen beantwoord.
‘Goed contact, snelle terugkoppeling en aanpassend vermogen. Ik merk niets van het tijdsverschil.
Antwoorden komen op tijd binnen. Alembo is een leuk Surinaams bedrijf waar mensen werken die goed
werk leveren.’
24. Beslist.nl uitbesteden volledige klantenservice naar Alembo: chat, email en telefonie
Waarom uitbesteden klantenservice?
Beslist.nl is in 2014 op zoek naar een kostenbesparende
en flexibele oplossing voor klantenservice. De huidige
werkzaamheden waren belegd bij een externe partij in
Nederland. Alembo start eerst met met
chatwerkzaamheden en wordt op afstand begeleid en
gecoached door beslist.nl.
Uitbreiden: email & telefonie
Nadat de werkzaamheden op de chat naar
tevredenheid verlopen, met snelle
verwerkingstijden, 6 chats per persoon en goede
KTH cijfers; is de klantenservice uitgebreid met
email en telefonie. Beslist.nl bezoekt het team in
Suriname om aanvullende trainingen te geven. Van
09-21u 7 dagen per week, is team KS beslist met
10 fte bereikbaar.
‘Ik heb veel contact met de teamleider en ze
communiceert prima! De medewerkers zijn loyaal,
gedreven en zeer flexibel. Goed prijs/kwaliteit
verhouding.’
I
Resultaat Klanttevredenheid met een 8,5
Binnen een half jaar is het overbrengen van de
klantenservice van beslist.nl Nederland naar Alembo
Suriname een feit. Door de gefaseerde aanpak zijn de
werkzaamheden gecontroleerd aangeleerd.
Consumenten die beslist.nl bezoeken waarderen de
klantenservice met een 8,5. Kostenbesparing van 50%