The document provides details about the contact center supervisor position held by the author from December 2011 to March 2011. It includes responsibilities like executing telecommunication tools, measuring team productivity, applying correctives, and qualitative and quantitative statistical analysis. It also discusses competencies around team building, coaching, managing conflicts, training, and contributing to performance. The software and systems used are described, including CMS Avaya, SOFI, GARM, and specific criteria for call and mail evaluations.
The document summarizes a presentation on call center management and performance given by Annette Ammeraal. It discusses key aspects of call centers including their purpose, processes, performance monitoring, job design, types of call centers, and research on factors that influence customer loyalty and service quality. Examples of call center scripts are also provided.
Call Center Statistics or Performance Metricsguest14c061
An article on the differences between call center statistics and call center performance metrics. Which of these should a call/ contact center use? Which is better?
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.
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!
Outbound Call Centers: 5 Key Features You Should Know Vipul Srivastav
The outbound call centers are the most essential customer care solutions to ensure a solid customer base for your business. Let's look at the various features of the outbound call centers.
Apollo Business Technologies provides outsourced customer service and business process outsourcing solutions. They have 10 years of experience in customer lifecycle management across voice and non-voice contact centers. Their services include inbound and outbound customer support, back office support, and sales services across the US, UK, India and Australia. Apollo aims to optimize resources, reduce costs, build committed relationships and maximize revenue for their clients.
The document provides an overview of call center operations in the Philippines. It discusses the business process outsourcing model and types of BPO services. It describes the hiring process, training program, production floor environment, qualifications for employee regularization, key performance metrics used in the industry like average handling time and customer satisfaction, and the importance of meeting service level agreements. The presentation aims to present a general understanding of how call centers function based on quality and metrics.
The document summarizes the services provided by Adserve Contact Center, an outsourcing contact center company in Saudi Arabia. It describes the common problems faced by customer service departments, such as long wait times and unanswered calls. It then introduces Adserve Contact Center as a solution that can completely outsource and manage a company's customer service operations using trained staff and technology. This allows companies to focus on their core business while improving customer service and reducing costs.
The document summarizes a presentation on call center management and performance given by Annette Ammeraal. It discusses key aspects of call centers including their purpose, processes, performance monitoring, job design, types of call centers, and research on factors that influence customer loyalty and service quality. Examples of call center scripts are also provided.
Call Center Statistics or Performance Metricsguest14c061
An article on the differences between call center statistics and call center performance metrics. Which of these should a call/ contact center use? Which is better?
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.
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!
Outbound Call Centers: 5 Key Features You Should Know Vipul Srivastav
The outbound call centers are the most essential customer care solutions to ensure a solid customer base for your business. Let's look at the various features of the outbound call centers.
Apollo Business Technologies provides outsourced customer service and business process outsourcing solutions. They have 10 years of experience in customer lifecycle management across voice and non-voice contact centers. Their services include inbound and outbound customer support, back office support, and sales services across the US, UK, India and Australia. Apollo aims to optimize resources, reduce costs, build committed relationships and maximize revenue for their clients.
The document provides an overview of call center operations in the Philippines. It discusses the business process outsourcing model and types of BPO services. It describes the hiring process, training program, production floor environment, qualifications for employee regularization, key performance metrics used in the industry like average handling time and customer satisfaction, and the importance of meeting service level agreements. The presentation aims to present a general understanding of how call centers function based on quality and metrics.
The document summarizes the services provided by Adserve Contact Center, an outsourcing contact center company in Saudi Arabia. It describes the common problems faced by customer service departments, such as long wait times and unanswered calls. It then introduces Adserve Contact Center as a solution that can completely outsource and manage a company's customer service operations using trained staff and technology. This allows companies to focus on their core business while improving customer service and reducing costs.
This document provides an overview of call center process management. It discusses managing business processes and activities to common goals like reducing costs and improving customer satisfaction. The presentation covers objectives like improving performance, productivity and revenue. It identifies challenges like integrating processes, products, channels and technology. It presents a customer interaction framework and discusses metrics like interaction performance. The overall aim is understanding customer needs and optimizing processes to enhance the customer experience.
Inbound Call Centre: Best Way to Handle Customer Inquiries and ComplaintsGo4customer-UK
Inbound call centres are the best way to handle customer queries and issues.Inbound call centres provide prompt customer support and provide wide range of services such as technical support, telephone answering, customer help desk and order taking support. Apart from offering these essential call handling services, the inbound call centre also provide web-enabled services, remote receptionist and toll-free call answering services.Also Inbound call centres are the best for those companies that do not have enough time and resources to deal with customer queries & issues.
This document provides an overview of training programs offered by Kaflat, including foreign language training, IT training, HR training, business communication skills training, and call center training. Call center training includes introductions to call centers and careers in call centers, as well as modules on management, quality assurance, training contents, and free training tools. Training is offered through classroom, online, and on-site personalized formats.
Riddhi Corporate Services Pvt Ltd (RCSPL) provides business support services to telecom, banking, and financial companies in India. Its vision is to be the most admired business partner for digitization, documentation, call center, field verification, and warehousing services. RCSPL aims to achieve growth through superior customer service, innovation, quality, and commitment. It has over 4,000 square feet of its own call center facility in Ahmedabad with capabilities like CRM integration, field operations integration, and support for English, Gujarati, and Hindi languages.
This document outlines a project to develop a call center management system. The system will maintain information about employees and customers, including phone numbers and customer services. It will track employee schedules and inventory. The current manual system is problematic because data is saved on paper or disks without sharing capabilities. The new system will use a spiral model SDLC approach with n-tier architecture. It will have modules for administration, users, customers, employees and reports. Hardware requirements include a Pentium PC with 1GB RAM and 40GB disk. The system will use Windows XP, .NET 3.5, SQL Server 2005, IIS and IE6/7. E-R diagrams, use cases, context diagrams and DFDs are included.
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.
The document provides 7 tips for more effective call center scheduling: 1) Implement a flexible shift model to better match staffing to call volumes, 2) Track and reduce shrinkage to improve service levels and save costs, 3) Improve schedule adherence through education, measurement, and incentives, 4) Cross-train multi-skilled agents to handle multiple call types with fewer staff, 5) Ensure agent log-in times match schedules, 6) Include all agent activities in schedules and forecasts, and 7) Rank agents and match personalities to teams to retain top performers. The tips are aimed at simplifying scheduling, improving service levels, and reducing costs for call centers.
Managers focus on call center metrics like Customer Service Satisfaction Score, Telephone Service Factor, and First Call Resolution Rate to define contact center success because good metrics translate to quality customer care and either build or destroy the image of a company's products and services. Regular monitoring and applying corrective actions can improve these performance metrics to ensure an exceptional customer experience.
The document discusses metrics for measuring first contact resolution (FCR) in customer contact centers. It notes that FCR, which aims to resolve customer issues on the initial contact, is important for customer satisfaction but is often poorly measured. The document recommends measuring FCR through quality monitoring, technology tools, and customer surveys to assess resolution from the customer's perspective. It also provides tips on measuring FCR for different contact channels and notes that centers should aim for continuous improvement through training and process changes rather than focusing only on a high FCR percentage.
Companies outsource call center operations to reduce costs and increase flexibility. Outsourcing allows companies to avoid the high fixed costs of operating their own call centers. It provides expertise and quality service at a lower variable cost. While outsourcing improves productivity and cuts equipment and facility costs, it can also lack quality if the outsourced call centers do not fully understand the company's products and services. Overall, the document concludes that the cost savings and productivity gains of outsourcing call centers outweigh the potential negative effects.
The document discusses reducing average handle time (AHT) for a business credit services process at Genpact. The current AHT is 405 seconds, exceeding the target of 300 seconds set by the client, General Electric. Analysis found 46.61% of agents had AHT above the target. To improve AHT, the document defines a project charter to analyze causes of high AHT and identify improvements. Key metrics like AHT will be measured and potential factors like trainers, process knowledge, shift timing, gender and more will be analyzed to understand their impact on AHT. The goal is to improve AHT to the target of 300 seconds by November 30th without impacting quality.
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.
Performance Based First Contact ResolutionUpstream Works
This document discusses improving call center performance through first call resolution (FCR) based management. It recommends tracking every call, identifying the caller and call reason. This allows assessing agent performance based on their solve rates for specific call types. Agents can then be coached based on best and worst examples. Tracking all interactions provides a comprehensive view to identify patterns and opportunities to improve customer experience, agent satisfaction and business processes through FCR.
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 call center agents. It provides information on developing KPIs, including identifying key result areas, tasks, and methods for measuring performance. The document outlines steps for creating call center agent KPIs and discusses common mistakes, such as having too many KPIs or ones that do not change based on goals. Finally, it describes different types of KPIs, such as process, input, output, leading, lagging, outcome, qualitative, and quantitative KPIs.
Talkdesk Call Center KPI & Benchmarking ReportTalkdeskInc
https://www.talkdesk.com/resources/webinars/
Is your call center up to snuff? View this slideshow to find out:
- How to measure and track critical call center KPIs.
- How your call center stacks up against KPI benchmarks.
- Tips on how to improve your call center KPIs.
A call center management system was presented to manage inbound and outbound call centers. Call centers are centralized offices that receive and make large volumes of phone calls. They provide vital customer service solutions for many companies that rely on call centers to support products, provide technical assistance, and improve customer service. The presented management system includes features like login validation, password retrieval, a home page to handle customer calls and route calls to employees, updating customer details, and analyzing calls by employees to prevent misuse of company resources.
The document discusses the importance of first contact resolution (FCR) for customer service. It provides definitions of FCR and FLR (first level resolution) and notes that a 1% increase in FCR can result in a 0.64% increase in customer satisfaction. It also discusses how to improve FCR rates through tools like knowledge management systems, self-service options, and empowering front-line agents to resolve issues independently. Regular measurement of metrics like FCR, customer satisfaction, and cost per call is emphasized to continuously improve service delivery.
Increasing Call Center Effectiveness with First Call ResolutionUpstream Works
First call resolution is the home run of call center measurements, but most people still don't do a very good job of understanding it and measuring it in an actionable way. This presentation will give you an introduction to the concepts and soem ideas for how you can start to measure things.
These slides all have recorded webinars with more detail. Feel free to contact me at Upstream Works for access.
Hemant Raha has over 15 years of experience in customer service, operations management, and complaint resolution. He has worked at various telecom companies handling customer relationship management, activations, quality assurance, and team leadership. Currently, he is an Assistant Manager at Taj Television India focusing on service delivery, customer database management, and inventory control. He has a track record of successfully improving processes and reducing complaints through data-driven projects.
Darwin J. Melgar is seeking a position as a Maintenance Secretary or Document Controller where he can utilize his exceptional communication, secretarial, and problem solving skills. He has over 2 years of experience in secretarial roles and is highly skilled in tasks like greeting customers, answering phones, handling multiple priorities, and maintaining records. His technical expertise includes office equipment, spreadsheets, databases and typing 60 WPM. He has experience creating maintenance procedures, forms, and reports as well as handling purchase requests, inventory, and utility consumption monitoring.
This document provides an overview of call center process management. It discusses managing business processes and activities to common goals like reducing costs and improving customer satisfaction. The presentation covers objectives like improving performance, productivity and revenue. It identifies challenges like integrating processes, products, channels and technology. It presents a customer interaction framework and discusses metrics like interaction performance. The overall aim is understanding customer needs and optimizing processes to enhance the customer experience.
Inbound Call Centre: Best Way to Handle Customer Inquiries and ComplaintsGo4customer-UK
Inbound call centres are the best way to handle customer queries and issues.Inbound call centres provide prompt customer support and provide wide range of services such as technical support, telephone answering, customer help desk and order taking support. Apart from offering these essential call handling services, the inbound call centre also provide web-enabled services, remote receptionist and toll-free call answering services.Also Inbound call centres are the best for those companies that do not have enough time and resources to deal with customer queries & issues.
This document provides an overview of training programs offered by Kaflat, including foreign language training, IT training, HR training, business communication skills training, and call center training. Call center training includes introductions to call centers and careers in call centers, as well as modules on management, quality assurance, training contents, and free training tools. Training is offered through classroom, online, and on-site personalized formats.
Riddhi Corporate Services Pvt Ltd (RCSPL) provides business support services to telecom, banking, and financial companies in India. Its vision is to be the most admired business partner for digitization, documentation, call center, field verification, and warehousing services. RCSPL aims to achieve growth through superior customer service, innovation, quality, and commitment. It has over 4,000 square feet of its own call center facility in Ahmedabad with capabilities like CRM integration, field operations integration, and support for English, Gujarati, and Hindi languages.
This document outlines a project to develop a call center management system. The system will maintain information about employees and customers, including phone numbers and customer services. It will track employee schedules and inventory. The current manual system is problematic because data is saved on paper or disks without sharing capabilities. The new system will use a spiral model SDLC approach with n-tier architecture. It will have modules for administration, users, customers, employees and reports. Hardware requirements include a Pentium PC with 1GB RAM and 40GB disk. The system will use Windows XP, .NET 3.5, SQL Server 2005, IIS and IE6/7. E-R diagrams, use cases, context diagrams and DFDs are included.
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.
The document provides 7 tips for more effective call center scheduling: 1) Implement a flexible shift model to better match staffing to call volumes, 2) Track and reduce shrinkage to improve service levels and save costs, 3) Improve schedule adherence through education, measurement, and incentives, 4) Cross-train multi-skilled agents to handle multiple call types with fewer staff, 5) Ensure agent log-in times match schedules, 6) Include all agent activities in schedules and forecasts, and 7) Rank agents and match personalities to teams to retain top performers. The tips are aimed at simplifying scheduling, improving service levels, and reducing costs for call centers.
Managers focus on call center metrics like Customer Service Satisfaction Score, Telephone Service Factor, and First Call Resolution Rate to define contact center success because good metrics translate to quality customer care and either build or destroy the image of a company's products and services. Regular monitoring and applying corrective actions can improve these performance metrics to ensure an exceptional customer experience.
The document discusses metrics for measuring first contact resolution (FCR) in customer contact centers. It notes that FCR, which aims to resolve customer issues on the initial contact, is important for customer satisfaction but is often poorly measured. The document recommends measuring FCR through quality monitoring, technology tools, and customer surveys to assess resolution from the customer's perspective. It also provides tips on measuring FCR for different contact channels and notes that centers should aim for continuous improvement through training and process changes rather than focusing only on a high FCR percentage.
Companies outsource call center operations to reduce costs and increase flexibility. Outsourcing allows companies to avoid the high fixed costs of operating their own call centers. It provides expertise and quality service at a lower variable cost. While outsourcing improves productivity and cuts equipment and facility costs, it can also lack quality if the outsourced call centers do not fully understand the company's products and services. Overall, the document concludes that the cost savings and productivity gains of outsourcing call centers outweigh the potential negative effects.
The document discusses reducing average handle time (AHT) for a business credit services process at Genpact. The current AHT is 405 seconds, exceeding the target of 300 seconds set by the client, General Electric. Analysis found 46.61% of agents had AHT above the target. To improve AHT, the document defines a project charter to analyze causes of high AHT and identify improvements. Key metrics like AHT will be measured and potential factors like trainers, process knowledge, shift timing, gender and more will be analyzed to understand their impact on AHT. The goal is to improve AHT to the target of 300 seconds by November 30th without impacting quality.
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.
Performance Based First Contact ResolutionUpstream Works
This document discusses improving call center performance through first call resolution (FCR) based management. It recommends tracking every call, identifying the caller and call reason. This allows assessing agent performance based on their solve rates for specific call types. Agents can then be coached based on best and worst examples. Tracking all interactions provides a comprehensive view to identify patterns and opportunities to improve customer experience, agent satisfaction and business processes through FCR.
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 call center agents. It provides information on developing KPIs, including identifying key result areas, tasks, and methods for measuring performance. The document outlines steps for creating call center agent KPIs and discusses common mistakes, such as having too many KPIs or ones that do not change based on goals. Finally, it describes different types of KPIs, such as process, input, output, leading, lagging, outcome, qualitative, and quantitative KPIs.
Talkdesk Call Center KPI & Benchmarking ReportTalkdeskInc
https://www.talkdesk.com/resources/webinars/
Is your call center up to snuff? View this slideshow to find out:
- How to measure and track critical call center KPIs.
- How your call center stacks up against KPI benchmarks.
- Tips on how to improve your call center KPIs.
A call center management system was presented to manage inbound and outbound call centers. Call centers are centralized offices that receive and make large volumes of phone calls. They provide vital customer service solutions for many companies that rely on call centers to support products, provide technical assistance, and improve customer service. The presented management system includes features like login validation, password retrieval, a home page to handle customer calls and route calls to employees, updating customer details, and analyzing calls by employees to prevent misuse of company resources.
The document discusses the importance of first contact resolution (FCR) for customer service. It provides definitions of FCR and FLR (first level resolution) and notes that a 1% increase in FCR can result in a 0.64% increase in customer satisfaction. It also discusses how to improve FCR rates through tools like knowledge management systems, self-service options, and empowering front-line agents to resolve issues independently. Regular measurement of metrics like FCR, customer satisfaction, and cost per call is emphasized to continuously improve service delivery.
Increasing Call Center Effectiveness with First Call ResolutionUpstream Works
First call resolution is the home run of call center measurements, but most people still don't do a very good job of understanding it and measuring it in an actionable way. This presentation will give you an introduction to the concepts and soem ideas for how you can start to measure things.
These slides all have recorded webinars with more detail. Feel free to contact me at Upstream Works for access.
Hemant Raha has over 15 years of experience in customer service, operations management, and complaint resolution. He has worked at various telecom companies handling customer relationship management, activations, quality assurance, and team leadership. Currently, he is an Assistant Manager at Taj Television India focusing on service delivery, customer database management, and inventory control. He has a track record of successfully improving processes and reducing complaints through data-driven projects.
Darwin J. Melgar is seeking a position as a Maintenance Secretary or Document Controller where he can utilize his exceptional communication, secretarial, and problem solving skills. He has over 2 years of experience in secretarial roles and is highly skilled in tasks like greeting customers, answering phones, handling multiple priorities, and maintaining records. His technical expertise includes office equipment, spreadsheets, databases and typing 60 WPM. He has experience creating maintenance procedures, forms, and reports as well as handling purchase requests, inventory, and utility consumption monitoring.
Darwin J. Melgar has over 2 years of experience in secretarial and document controller roles. His skills include customer service, record maintenance, transcribing, correspondence handling, and office procedures. He is proficient in MS Office applications and has experience creating maintenance procedures, forms, reports, and tracking systems. Melgar's most recent role was as a Maintenance Secretary where he handled maintenance systems, purchasing, and utility consumption monitoring. He aims to utilize his communication, secretarial, and problem-solving skills.
This document contains the resume of Sheerin Fathima. It summarizes her contact information, 3+ years of experience in team development and client interaction for telecom and network planning projects. She has strong problem solving, analytical and communication skills. Her contributions include process improvement projects using Lean Six Sigma that reduced costs. She has experience managing teams and ensuring quality and performance standards are met. Her career highlights include roles with Tata Consultancy Services, Sulekha.com, and Consim Info Pvt Ltd with responsibilities like managing teams, quality checks, training, and attending to client queries.
Ramesh has over 10 years of experience in procurement, supply chain management, and customer support. He currently works as a Team Leader managing master data for Flextronics in Chennai. Previously he held roles at HP, Dell, and E2E SerWiz Solutions handling procurement, order coordination, customer service, and supplier management. He has expertise in ERP systems like SAP, Baan, Oracle, and PeopleSoft.
Product Management And Service Delivery Process - FlackVentures ExampleKate Pynn
A lifecycle methodology enforces some very important processes that deliver critical value to Service Delivery. Some key contributions are:
Business driven goals (e.g. profit, performance, credible schedules, resource effectiveness….)
Roles and responsibility clarification (e.g. delegation, decision making, optimization….)
Organizational effectiveness (e.g. resource structure for task, enable cross functional efforts….)
Planning enforcement at the beginning before major resources committed
Continuous learning enabled that builds core competency in credible delivery plans.
The document discusses key metrics for service industry support centers, including who is responsible for metrics, why metrics are reported, and what metrics should be measured. It covers common metrics like call volume, abandonment rates, average speed to answer, and financial metrics. It also provides formulas for calculating metrics like abandonment rates, average speed to answer, cost per call, and first call resolution. Tools for reporting metrics include reporting from service management systems, Crystal Reports, and Excel pivot tables.
This resume is for Akil Kumar Edla, who has over 6 years of experience in project management and operations management. He is currently a Manager of Operations responsible for managing projects, personnel, budgets, and quality standards. Prior to this, he held roles as an Assistant Manager, Siebel Administrator, Quality Assurance Analyst, and Trainer. He has a background in information technology and holds several certifications.
The document describes several projects related to process improvement and automation for clients like AT&T and Cognizant Technology Solutions. The first project created a central repository to track contractual commitments and provide insights. Responsibilities included documenting processes, creating workflow diagrams, and testing the tool. The second project created a specialized team to handle escalated customer issues and exceptions for AT&T U-Verse. A third Six Sigma project improved the multi-level order management process for AT&T, yielding a benefit of 10 FTEs. A fourth Lean project led to a 4.3 FTE benefit by identifying and removing non-value-added activities through techniques like value stream mapping.
2 wks
3 wks
Generate
Quote
SQO
Customer
Contact Customer
Conduct POC
Conduct Sales Mtg / Demo
Sales / Technical
Review Special Bid
Deliver
Quote
Execute Proposal
Finalize Procurement
PT = 5 days
LT = 2 wks
PT = 3 hrs
LT = 1 wk
PT = 2 wks
LT = 3 wks
Total PT = 138 Hrs (3.4 wks)
Total LT = 605 Hrs (15.1 wks)
5 days
2 wks
Current State Value Stream Mapping for Sales Conversion
PT = 3.5 hrs
LT = 4 wks
2 hrs
2 wks
3.5 hrs
4 wks
1
2
3
4
5
6a
7
8
9
PT = 2 hrs
LT = 2 wks
Sales
Technical
Pricers
Review Standard Bid
PT = 20 min
LT = 1 hr
6b
Pricers
Sales
PT = 3 hrs
LT = 3 hrs
Sales
Sales
PT = 2 hrs
LT = 2 hrs
PT = 4 hrs
LT = 3 wks
Sales
25
10
2
2
10
5
1
1
2
5
7
12
7
10
7
7
7
2 hrs
2 hrs
3 hrs
1 wk
3 hrs
3 hrs
4 hrs
3 wks
Current State Metrics for Sales Conversion
Overview of the Process
The Sales Conversion Process begins with contact with the customer and includes the activities to understand their requirements, present a solution (both in concept and to prove out), provide pricing proposals through to procuring the software and executing a PO. The Sales Process has not been traditionally included when mapping operations within an organization; thus, there are no defined metrics for the steps of the process. The PT and LT times shown are anecdotal and should be more formally assessed by “going to the gemba.”
Challenges
As a workforce, Sales reps are likely one of the hardest groups to map as many Sales Reps would argue that what they do is more art than science. Typically, Sales Reps have not been required to account for their time to any detail. This makes the Sales Process challenging in that there have not been any true time studies to use a foundation. The Sales Process needs to be studied at the process level, not at an individual customer level.
There are categories of waste within the areas of waiting, extra processing, correction, etc. Much of the process is manual, and likely to continue to be manual, which means you are relying on human action which is prone to error, distraction, etc. This is further support to study in detail.
Variability is a third challenge. The variability across reps (personalities and skills), customers, industries, and geographic locations makes it harder to determine what is value add and what is wasteful which will be critical in establishing a process on a large, repeatable scale. There is also variability in the execution of the process (what steps are taken, in what order, etc.) which causes variability in the process times.
Bottlenecks
Within Sales, the customer is heavily involved. There is a lot of external wait time spent waiting for the customer to respond, be available, etc. As an example, the Meeting noted is on average 2 hours; however, the elapsed time is 2 weeks. This time is waiting for the customer to respond and to find available time on their calendar that matches your own. Another example is the procurement process. At this point, the Sales Rep is waiting .
This document provides a summary of Ketan Mehta's professional experience and qualifications. Ketan Mehta has over 5 years of experience in accounting and finance and currently works as a Senior Billing & Collections Specialist at Zones Corporate Solutions Pvt. Ltd. He has also previously worked as a Senior Process Associate at Tech Mahindra Ltd and as an Office Assistant at Gajendra Aggarwal & Associates. Ketan Mehta holds an MBA in Finance and a BBA in Marketing & HRM.
This document outlines a 5-step methodology for implementing business process reengineering (BPR). The steps are: 1) Developing a process vision and objectives, 2) Defining the processes to reengineer, 3) Understanding and measuring existing processes, 4) Identifying IT levers, and 5) Designing and building a prototype. The methodology focuses on understanding current processes, creating a vision for improved processes, identifying how IT can help, and testing changes through prototypes before full implementation.
Manish Bhatt has over 13 years of experience in finance and operations management. He currently works as a FinOps Manager at Amazon, where he manages a team of 55 employees and is responsible for complex finance processes involving over $100 billion in annual sales. Previously, he held management roles at Capgemini, Symphony Teleca, and Genpact, where he improved processes like invoice processing and payment times. He has a proven track record of process optimization, cost savings, and team leadership.
The Regional Services Manager is responsible for ensuring cloud services delivered by Dimension Data's Cloud Business Unit (CBU) to specific regions meet contractual obligations. This includes managing relationships between the CBU and regional teams, analyzing service level reports to identify improvements, and leading a team of Service Delivery Managers. The ideal candidate has at least 2 years of managing IT managed services contracts, ITIL Foundation certification, and experience with cloud technologies and managing client relationships.
This document contains a resume for Sachin Kumar, who has over 12 years of experience in back-end operations and team management. Currently, he works as an Operation Lead for TCS Ltd., overseeing a team of 45 people providing IT support for ONGC Ltd. Prior to his current role, he held similar leadership positions at other companies such as CMC Ltd. and PCS Technology Ltd., where he was responsible for managing teams and ensuring customer satisfaction. His experiences include incident and problem management, process implementation, team management, and customer relationship management in accordance with ITIL frameworks.
This document is a resume for Biju Aravind, who has over 6 years of experience in business process outsourcing and quality management roles. He currently works as a Unit Lead for Quality & Operations at Hinduja Global Solutions, where he supervises teams and ensures quality standards and productivity metrics are met. Prior experience includes roles as a Quality Analyst and Acting Team Leader. The resume outlines Biju's areas of expertise, professional skills, accomplishments, education history and personal details.
Radhika Maheshwari is a senior associate with over 10 years of experience in finance, accounts, operations support, and people management. She has extensive experience in accounts receivable, accounts payable, invoice processing, financial reporting, and data analysis. Currently she is responsible for ensuring smooth operational support and compliance for client facing teams at Sapient Consulting. Previously she worked as an accounts officer at J.K. Cement Limited where she managed accounts receivable, payable, stock reconciliation, and vendor payments. She holds a PGDM and has expertise in SAP FICO, Oracle, Salesforce, and Microsoft Excel.
Umadevi S. has over 9 years of experience in MIS reporting, revenue assurance, and general ledger reconciliation. She has worked in finance roles for companies in Dubai and India, including her current role as an MIS Executive at Al Bayan Purification & Potable Water LLC in Dubai where she generates reports and analyzes sales data. Prior to that, she held roles at HSBC and TATA Consultancy Services, working with tools like TM1, SAP, and PeopleSoft. She has a MBA in Finance and is proficient in Hindi, English, and Tamil.
Amarjeet Singh Arora has over 8 years of experience in IT roles such as troubleshooting, SAP administration, and incident management. He currently works as a Senior Systems Engineer at Atos India Pvt. Ltd. in Mumbai, where he is responsible for problem management, incident management, and knowledge management. He has experience working with various companies and has received several awards and nominations for his work.
Amarjeet Singh Arora has over 8 years of experience in IT roles such as troubleshooting, SAP administration, and incident management. He currently works as a Senior Systems Engineer at Atos India, where he is responsible for problem management, incident management, and knowledge management. He has experience working with various companies such as Tata Teleservices, Reliance BPO, and ATOS IT Solutions.
Similar to Contact Center Quality Management . (20)
If you’re at all interested in digital
marketing and in making a name for
your brand online, then it is crucial that
you understand how to properly make
use of content marketing. Content
marketing is currently one of the
biggest trends in digital marketing as a
whole and is an area that many website owners and brands are investing in
heavily right now thanks to the impressive returns that they are seeing.
Basic Management Concepts., “Management is the art of getting things done thr...DilanThennakoon
The managers achieve organizational objectives by getting work from
others and not performing in the tasks themselves.
Management is an art and science of getting work done through people.
It is the process of giving direction and controlling the various activities
of the people to achieve the objectives of an organization Management is a universal process in all organized, social and economic activities. Wherever
there is human activity there is management.
Management is a vital aspect of the economic life of man, which is an organized group activity. A
central directing and controlling agency is indispensable for a business concern. The productive
resources –material, labour, capital etc. are entrusted to the organizing skill, administrative ability
and enterprising initiative of the management. Thus, management provides leadership to a
business enterprise. Without able managers and effective managerial leadership the resources of
production remain merely resources and never become production. Management occupies such an
important place in the modern world that the welfare of the people and the destiny of the country
are very much influenced by it.
1.2 MEANING OF MANAGEMENT
Management is a technique of extracting work from others in an integrated and co-ordinated
manner for realizing the specific objectives through productive use of material resources.
Mobilising the physical, human and financial resources and planning their utilization for business
operations in such a manner as to reach the defined goals can be benefited to as management.
1.3 DEFINITION OF MANAGEMENT
Management may be defined in many different ways. Many eminent authors on the subject have
defined the term "management". Some of these definitions are reproduced below:
In the words of George R Terry - "Management is a distinct process consisting of planning,
organising, actuating and controlling performed to determine and accomplish the objectives by the
use of people and resources".
According to James L Lundy - "Management is principally the task of planning, co¬ordinating,
motivating and controlling the efforts of others towards a specific objective",
In the words of Henry Fayol - "To manage is to forecast and to plan, to organise, to command, to
co-ordinate and to control".
According to Peter F Drucker - "Management is a multipurpose organ that manages a business and
manages managers and manages worker and work".
In the words of J.N. Schulze - "Management is the force which leads, guides and directs an
organisation in the accomplishment of a pre-determined object".
In the words of Koontz and O'Donnel - "Management is defined as the creation and maintenance
of an internal environment in an enterprise where individuals working together in groups can
perform efficiently and effectively towards the attainment of group goals".
According to Ordway Tead - "Management is the process and agency which directs and guides the
operations of an organisation in realising of established aim
AI Best Practices for Marketing HUG June 2024Amanda Farrell
During this presentation, the Nextiny marketing team reviews best practices when adopting generative AI into content creation. Join our HUG community to register for more events https://events.hubspot.com/sarasota/
Lily Ray - Optimize the Forest, Not the Trees: Move Beyond SEO Checklist - Mo...Amsive
Lily Ray, Vice President of SEO Strategy & Research at Amsive, explores optimizing strategies for sustainable growth and explores the impact of AI on the SEO landscape.
Title: Making Money the Easy Way: A Quick Guide to Generating IncomeWilliamZinsmeister
Welcome to "Making Money the Easy Way: A Quick Guide to Generating Income." This book is designed to provide you with practical, actionable strategies to generate income with minimal effort. Whether you’re looking to supplement your current income or create a full-time revenue stream, this guide covers a variety of methods to help you achieve your financial goals. We will explore opportunities available online, various investment strategies, profitable side hustles, creative approaches, and essential financial tips to ensure sustainable income growth.
In the face of the news of Google beginning to remove cookies from Chrome (30m users at the time of writing), there’s no longer time for marketers to throw their hands up and say “I didn’t know” or “They won’t go through with it”. Reality check - it has already begun - the time to take action is now. The good news is that there are solutions available and ready for adoption… but for many the race to catch up to the modern internet risks being a messy, confusing scramble to get back to "normal"
Breaking Silos To Break Bank: Shattering The Divide Between Search And SocialNavah Hopkins
At Mozcon 2024 I shared this deck on bridging the divide between search and social. We began by acknowledging that search-first marketers are used to different rules of engagement than social marketers. We also looked at how both channels treat creative, audiences, bidding/budgeting, and AI. We finished by going through how they can win together including UTM audits, harvesting comments from both to inform creative, and allowing for non-login forums to be part of your marketing strategy.
I themed this deck using Baldur's Gate 3 characters: Gale as Search and Astarion as Social
Advanced Storytelling Concepts for MarketersEd Shimp
Every marketer knows you’re supposed to tell a story, but do you know how to tell a story? Do you know why you’re supposed to tell a story? Do you even truly know what a story is? While many marketing presentations emphasize the value of mythic storytelling, the nuts and bolts of actually constructing a story are never explored.
The goal of marketing may be to achieve specific KPIs that drive sales, which is very objective, but the top of the marketing funnel requires a softer approach. In our data-driven results-oriented fast-paced world, marketers must quantify results, but those results will never be achieved unless prospects are first approached with humanity.
There is a common misunderstanding that the so-called “soft skills” of marketing such as language and art are unmeasurable and subjective, but while the objective measures of market research are merely 100 years old, the rules of aesthetics have been perfected over the last 2,500 years.
Great story construction is a skill that requires significant knowledge and practice. This presentation will be a review of the ancient art of story construction.
We will discuss:
• Rhetoric – The art of effective communication
• The Socratic Method – You cannot teach, but you can persuade people to learn
• Plato’s Cave – You sell products, but you market ideas
• Aristotle’s Six Dramatic Elements – The secret recipe for marketing stories
This is for senior marketers who are tasked with creating effective narratives or guiding others in the process. By the end of the session, attendees will have gained the knowledge needed to work storytelling into all phases of the buyer’s journey.
We’ve entered a new era in digital. Search and AI are colliding, in more ways than one. And they all have major implications for marketers.
• SEOs now use AI to optimize content.
• Google now uses AI to generate answers.
• Users are skipping search completely. They can now use AI to get answers. So AI has changed everything …or maybe not. Our audience hasn’t changed. Their information needs haven’t changed. Their perception of quality hasn’t changed. In reality, the most important things haven’t changed at all. In this session, you’ll learn the impact of AI. And you’ll learn ways that AI can make us better at the classic challenges: getting discovered, connecting through content and staying top of mind with the people who matter most. We’ll use timely tools to rebuild timeless foundations. We’ll do better basics, but with the most advanced techniques. Andy will share a set of frameworks, prompts and techniques for better digital basics, using the latest tools of today. And in the end, Andy will consider - in a brief glimpse - what might be the biggest change of all, and how to expand your footprint in the new digital landscape.
Key Takeaways:
How to use AI to optimize your content
How to find topics that algorithms love
How to get AI to mention your content and your brand
THE STORY COMMUNICATION Credential 2024.pptxhuyenngo62
The Story Communication là công ty quảng cáo truyền thông tích hợp (IMC) được xây dựng trên thế mạnh về Digital & Performance.
#Assemble #Integrity #Transformation #Initiative
The Strategic Impact of Storytelling in the Age of AI
In the grand tapestry of marketing, where algorithms analyze data and artificial intelligence predicts trends, one essential thread remains constant — the timeless art of storytelling. As we stand on the precipice of a new era driven by AI, join me in unraveling the narrative alchemy that transforms brands from mere entities into captivating tales that resonate across the digital landscape. In this exploration, we will discover how, in the face of advancing technology, the human touch of a well-crafted story becomes not just a marketing tool but the very essence that breathes life into brands and forges lasting connections with our audience.
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Mastering Local SEO for Service Businesses in the AI Era"" is tailored specifically for local service providers like plumbers, dentists, and others seeking to dominate their local search landscape. This session delves into leveraging AI advancements to enhance your online visibility and search rankings through the Content Factory model, designed for creating high-impact, SEO-driven content. Discover the Dollar-a-Day advertising strategy, a cost-effective approach to boost your local SEO efforts and attract more customers with minimal investment. Gain practical insights on optimizing your online presence to meet the specific needs of local service seekers, ensuring your business not only appears but stands out in local searches. This concise, action-oriented workshop is your roadmap to navigating the complexities of digital marketing in the AI age, driving more leads, conversions, and ultimately, success for your local service business.
Key Takeaways:
Embrace AI for Local SEO: Learn to harness the power of AI technologies to optimize your website and content for local search. Understand the pivotal role AI plays in analyzing search trends and consumer behavior, enabling you to tailor your SEO strategies to meet the specific demands of your target local audience. Leverage the Content Factory Model: Discover the step-by-step process of creating SEO-optimized content at scale. This approach ensures a steady stream of high-quality content that engages local customers and boosts your search rankings. Get an action guide on implementing this model, complete with templates and scheduling strategies to maintain a consistent online presence. Maximize ROI with Dollar-a-Day Advertising: Dive into the cost-effective Dollar-a-Day advertising strategy that amplifies your visibility in local searches without breaking the bank. Learn how to strategically allocate your budget across platforms to target potential local customers effectively. The session includes an action guide on setting up, monitoring, and optimizing your ad campaigns to ensure maximum impact with minimal investment.
Conferences like DigiMarCon provide ample opportunities to improve our own marketing programs by learning from others. But just because everyone is jumping on board with the latest idea/tool/metric doesn’t mean it works – or does it? This session will examine the value of today’s hottest digital marketing topics – including AI, paid ads, and social metrics – and the truth about what these shiny objects might be distracting you from.
Key Takeaways:
- How NOT to shoot your digital program in the foot by using flashy but ineffective resources
- The best ways to think about AI in connection with digital marketing
- How to cut through self-serving marketing advice and engage in channels that truly grow your business
From Subreddits To Search: Maximizing Your Brand's Impact On RedditSearch Engine Journal
The search landscape is undergoing a seismic shift, and Reddit is at the epicenter. Google's Helpful Content Update and its $60 million deal with Reddit, coupled with OpenAI's partnership, have catapulted Reddit's real-time content to unprecedented heights.
Check out this insightful webinar exploring the newfound importance of Reddit in the digital marketing landscape. Learn how these changes make Reddit an essential platform for getting your brand and content in front of evolving search audiences.
You’ll hear:
- The evolution of Reddit as a major influencer on SERPS over the years.
- The impact of recent changes and partnerships on Reddit’s place in search.
- A comprehensive look at Reddit, how it works, and how to approach it.
- Unique engagement opportunities presented by Reddit.
With Brent Csutoras, a Reddit expert with over 18 years of experience on the platform, we’ll delve into the intricacies of Reddit's communities, known as Subreddits, and how to leverage their power without compromising authenticity or violating community guidelines in the age of AI-driven search experiences.
Don't miss this opportunity to stay ahead of the curve and leverage Reddit for your brand's success.
Top Strategies for Building High-Quality Backlinks in 2024 PPT.pdf1Solutions Pvt. Ltd.
As we move into 2024, the methods for building high-quality backlinks continue to evolve, demanding more sophisticated and strategic approaches. This presentation aims to explore the latest trends and proven strategies for acquiring high-quality backlinks that can elevate your SEO efforts.
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Build marketing products across the customer journey to grow your business and build a relationship with your customer. For example you can build graders, calculators, quizzes, recommendations, chatbots or AR apps. Things like Hubspot's free marketing grader, Moz's site analyzer, VenturePact's mobile app cost calculator, new york times's dialect quiz, Ikea's AR app, L'Oreal's AR app and Nike's fitness apps. All of these examples are free tools that help drive engagement with your brand, build an audience and generate leads for your core business by adding value to a customer during a micro-moment.
Key Takeaways:
Learn how to use specific GPTs to help you Learn how to build your own marketing tools
Generate marketing ideas for your business How to think through and use AI in marketing
How AI changes the marketing game
How to Start Affiliate Marketing with ChatGPT- A Step-by-Step Guide (1).pdfSimpleMoneyMaker
Discover the power of affiliate marketing with ChatGPT! This comprehensive guide takes you through the process of starting and scaling your affiliate marketing business using the latest AI technology. Learn how to leverage ChatGPT to generate content ideas, create engaging articles, and connect with your audience through personalized interactions. From building your strategy and optimizing conversions to analyzing performance and staying updated with industry trends, this eBook provides everything you need to know to succeed in affiliate marketing. Whether you're a beginner looking to start your online business or an experienced marketer wanting to take your efforts to the next level, this guide is your roadmap to success in the world of affiliate marketing.
2. Special thanks to
Hélène Portail, General Manager of the contact
center and internship advisor.
Supervisor Linda and to the german team for
the daily management.
Supervisors-trainer and trained,the new team,
for taking part in the Client CRM training.
The general manager and the Client’s
representative Romain S. for the statistics
analysis .
6. First activity:
Executing Telecommunication
and measuring tools
The supervisor is in charge of these
instruments and has the access to the
necessary technical and human
resources.
Follow teams’ productivity in real time
thanks to performance indicators.
Apply correctives.
7. Quantitative stats
DMT= ACD +ACW
Average treating time per call per day for an agent
Call duration per agent per day,
ACW (After Call Work): register information during
the call.
Service Quality: Taited / received
Service Level:
BACKOFFICE PRODUCTIVITY: number of treated
request per agent and per day.
9. Indicateurs de
Dimensionnement
Taux d’utilisation:
Taux d’emploi:
D’opérabilité:
D’occupation:
Temps production/ ( pauses+attente
+temps de production)
Dossier Synthèse Professionelle
10. Indicateur de
dimensionnement
Dossier Synthèse Professionelle
0%
5%
10%
15%
20%
25%
30%
absence:
congéspayés
support:
encadrement,f
ormation
pauseshors
déjeuner
attente
production
backoffice
production
frontoffice
temps de présence
temps de présence
11. Depuis le lancement
EURACOM
Dans le cadre du secret professionnel, l’analyse statistique est
compromise, néanmoins:
QS taux d'évolution mensuel
meilleure progression entre le mois 2 et 3è mois.
meilleure taux progression entre le premier mois et le maximum, 2 mois
plutard. 11.6
taux de progression moyen 1,8%
SL taux de progression mensuel
meilleure progression entre le mois 2 et 3.
meilleure évolution entre le 1er et le max, 2 mois plutard. 4.9
taux de progression moyen 0,6%
DMC diminution conséquente
Dès le 2nd mois de démarrage l'ACD chute de 16% => la nouvelle activité
pourrait suivre la même tendance au mois de mars.
Dossier Synthèse Professionelle
12. Cadre règlementaire de la
plannification
usage
Contract
(typologies des
plages horaires,…)
Accords Entreprises.
Convention collective
Code du travail
Dossier Synthèse Professionelle
14. Méthodologie globale
d’affectation (2)
Gestion en temps réel et réajustement.
Distribution aux téléconseillers.
Validation avec le management.
Optimisation et lissage.
Affectation des horaires par conseillers.
Dossier Synthèse Professionelle
15. Methodologie
d’affectation des
ressources(3)
1. mise à jour1: informations effectifs
Type de contracts
Contraintes horaires
Base de compétences
Mouvements de personnel
2. Mise à jour 2:ressources techniques
Nombre de positions équipées.
Locaux.
3. Inventorier les disponibilités ressources.
périodes de formation
Demandes de repos compensateurs.
Absences longue durée ( maladie, congé parental,
formation…)
Dossier Synthèse Professionelle
16. Methodologie
d’affectation des
ressources(3)
Affecter nominativement les ressources.
Intégrer le dimensionnement par activité et par ¼
d’heure.
Positionner d’abord les contrats à horaires fixes.
Affecter les autres contrats selon
Disponibilité, les ressources techniques.
Les règles d’équité.
Roulements ( repos/horaires/type d’activité) et les
équipes.
Souhaits de colaborateurs.
Dossier Synthèse Professionelle
17. Methodologie
d’affectation des
ressources(4)
Optimiser et valider le lissage des ressources avec le chef de
plateau.
Période de sureffectif:
planifier les débriefs,
les formations,
les campagnes d’appel sortant,
Activités de backoffice,
préconiser les RTT, congés
Sous-effectif
Analyser les possibilités de mutualisation ponctuelle avec les autres
services
Décider d’action terrain pour l’amélioration DMT et la qualié.
S’appuyer sur le volontariat pour les heures supplémentaires.
Dossier Synthèse Professionelle
19. Gestion
temps réel et encadrement
opérationnel
Modification d’horaires ponctuels
Diminuer la DMT en supprimant les tâches
Réaffecter les activités pour palier les aléas de la
production journalière
absences,
pics d’appels
imprévus, surstaff ponctuel=> organisation de brief
(exemple du problème de PABX avec Orange).
Ces plans doivent être étudiés et anticipés pour accroître
la réactivité le jour J, à l’instant t ( voir démarrage nouvelle
activité et annexe + commentaires nouvelle activité Call )
Dossier Synthèse Professionelle
20. Règles d’équité
1. Nature des tâches à éxécuter ( back office/ compétences
langues )
2. La pénibilité des tâches
3. Les horaires contraignants
1. Roulement de repos.
2. Roulement d’horaires.
3. Roulement d’activités.
Remarque: ces règles se définissent:
1. Au niveau global
2. Au sein d’un même plateau
3. Au sein d’une même équipe.
Dossier Synthèse Professionelle
21. Daily measuring tools (1)
Task Frequen
cy
Duratio
n
Goals
Log in Log out
observations
Daily 5 min Checking login of staff,
adjustment of competences
Editing CMS-
AUX reports
Daily 5 min Follow up break durations.
Editing last
day’s stats
Daily 5 min Following the daily
progression
Editing stat
totals for the
week
Daily 5 min Following the weekly
progression
Backlog Daily 3*5 min Look into the volume of
remaining emails.
22. Daily measuring tools (2)
Task Frequen
cy
Duratio
n
Objectives.
Calculation of
email
productivity
D-1
Daily 10 min Checking and noticing the
productivity figures and
comparison to the effective
Skills’ login per agent.
Updating the
production fills
Daily 10 min Stacking up the scores that
will be used for individual
and collective diagnostics.
Updating sales’
files
In real
time
Informing staff continuously
Evaluation of
recorded call
Daily 30 min Controlling quality and
transmitting scores to
Client.
Picking daily 10 min Id.
23. Second activity: Team
building
Managing human resource activities.
Calculation and animation of marketing campaigns
according to client’s needs.
Real time listening and briefing
Evaluation and professionalism development of each
team member.
Apply code of practice and discipline on a call floor.
26. Managing conflicts
In particular case, take decisions for the
colaborator.
Re-define if necessary the colaborator
behavior on the call floor.
Re define individual action plan.
27. Specific actions (1)
Task Frequenc
y
duratio
n
objectives
Transmiting
treatment
beyond
compétences
In real
time
Informating the hierarchy
and following call
treatments.
Paperboard
updating
daily Informing, implicating,
motivating and
congratulating the agents.
Be present Sharing , animating and
motivating.
Collective
briefing
15 min
preparing
+15 min
animating
Weekly Sharing information, tools
and methods
28. Specific actions (2)
Tasks Frequenc
y
Duratio
n
Objectives
Individual
scores briefing
Weekly 10 min Developing individual skill
Finding mutual improving
ways.
Planning
transmiting
weekly 10 min Informing.
Real time
listening
weekly 10 min Quality monitoring.
Real time
briefing
weekly 10 min Immediately afterwards.
29. Third activity:
contribution to team
performance
In this frame, he has certain autonomy to
act on his own.
Hierarchy reporting
Integrate workshop with other managers,
instructors and supervisor and external
profesional, clients.
Realizing supports activities,dialogues
and letters’ patterns
30. Hierarchy reporting
Team results.
Tasks achieved
Success and difficulties.
Necessities for continues improvement
Requirement of specific tools.
Suggestions for punctual animation on matters
of organisation and operations on the call floor.
31. MANAGING CHANGE
Identification of purposes and clarification
of their nature.
determine the combinative solutions.
simplify the dialog.
communicate effectively.
facilitate the deployment.
32. VP supervisor training
Skills required for the Client CRM.
Specific software: SOFI and GARM
Framing of CRM procedures.
33. Fourth activity
E-commerce interface
1- Basics and functioning of the website
2- Different areas of the site ( help & contact / my account)
3- Member registration and invitations.
4- Sales (General and special event sales, Rosedeals, VP Voyage)
5- Placing an order (delivery options and details)
6- VP Voucher / VP Gift / One click payment
7-
8- Cancelling an order.
9- Change of address / Adding to or modifying an order.
34. Fourth Activity
CRM Software: SOFI – GARM (1/2)
1- NPAI / SIPS.
2- Delivery details and parcel tracking / Investigation
3- Return requests: GARM
- Modifying, printing and sending (post, E-mail) of return
documents: return label and return slip.
- CRM Decisions.
4- Missing and undelivered parcels
36. Fourth Activity
MEMBER DIALOGUE AND COMPARISON OF EVALUATIONS
Identification
Reformulation
Conclusion
Loyalty expression
Call Transfering and call backs
Putting on Hold
Completion of tickets
37. SOFTWARES REQUIRED
Powerpoint
Reports
Project presentations
Excel
Planning
Monitoring data traffic.
Calculation of provisional figures for inbound and
outbound activity ( AFPA training)
38. Software required (2)
CMS AVAYA
DMT,QS,SL
Real time listening to calls
Daily reports
Productivity of incoming calls
Time of effective production per agent.
Real time visualization of production per
competences per agent.
Checking coffee break.
39. Software required (3)
NICE Performer: recorded inbounds listening.
SOFI – GARM: CRM treatment
OUTLOOK: daily reports
INTRANET: interface between advisors,
managers and the Client.
44. Call for tender
VP, leader on the market of online event sales
Range of exclusive products proposed online
requires adequate personnel and service.
Since 2007, launch of business on the German
and Spanish markets and since 2008,
continuous development in Italy and UK.
45. Arvato Services
Specialised in Client Relationship Management.
Major challenger among Contact centers
worldwide.
The partnership between VP and Arvato Services
is not exclusive. ( Commearth)
46. Commitments of
the services’ provider
Transmission of know how on which it has built
its reputation according to specifications
Leading the activity
Maintening and updating tools and other
resources.
Continuous improvement of all the actors.
Reportings.
47. Aims of externalisation.
Why entrusting the CRM to a specialist?
Process and the added constrains:
Secure the service
Guarantee the accessibility to the service
Insure flexibility in the management
Strategy for an Europe-wide development