The document provides information about a webinar on translating call quality into better customer satisfaction. It includes details about the webinar such as the dial-in information and participant code. It discusses how call monitoring can help improve customer satisfaction and identifies factors that drive customer satisfaction. The document also presents an agenda that covers call monitoring best practices, linking call monitoring results to customer satisfaction surveys, and case studies.
This document summarizes key points from a chapter on attaining total customer satisfaction through effective service recovery. It discusses the importance of doing things right the first and second time to exceed customer expectations. It also addresses getting customers to complain, using internal and external service contracts, implementing service guarantees, and asking questions to facilitate effective service recovery. The overall focus is on understanding customer dissatisfaction and implementing strategies to improve satisfaction through complaint resolution.
The document summarizes a presentation on quality assessments for a call center. It discusses what quality assurance (QA) is, the importance of monitoring calls to identify both problems and best practices. It provides recommendations for an effective QA process, including having independent evaluators, clear criteria, and using results to provide feedback and training to improve agent performance and the overall customer experience. The presentation also discusses best practices other companies use for QA, such as involving agents in the evaluation and recruitment process, focusing on strengths rather than scores, and using mystery callers and technology to supplement monitoring.
The document discusses quality assurance best practices for call centers. It recommends live call monitoring, short and long call analysis, predictive customer satisfaction scores, feedback on every call, trend analysis, training needs analysis, calibration, and speech analytics to monitor 100% of calls. Outsourcing quality assurance provides access to leading methodologies and technologies, while keeping quality in-house allows more control but requires developing quality systems. Case studies show how quality assurance improved a telecom company's contact rate and sales introduction by focusing on data cleansing, and improved an insurance company's net promoter score and first call resolution through driving issue resolution in calls. The presentation emphasizes using quality assurance to continuously improve customer satisfaction.
Improve Your Customer Service Standards With PEPI MethodBornevia
This document discusses customer service standards and how to improve them using the PEPI method. It defines what customer service standards are and provides examples of good standards. It explains why standards are important for meeting customer expectations, gaining trust, and helping teams internally. The document then outlines the PEPI method for improving standards, which focuses on purpose, enforcement, peer pressure, and input. The overall message is that setting clear and measurable standards can help companies deliver better customer service.
21 Best Practices for Effective Call Quality MonitoringTentacle Cloud
The quality of the call has a direct impact on the customer experience. Many companies do not even have any idea how the quality of the calls is affecting their bottom line. This results in customers getting irritated and chances are they might not come back to you.
www.tentaclecloud.com/signup.php
This document discusses the financial and economic impact of service quality. It examines how improving service quality can increase profits through both offensive and defensive marketing effects. Offensive marketing can help attract new customers and increase market share, while defensive marketing helps retain existing customers. The key drivers of service quality, customer retention, and profits are positive service encounters. A balanced scorecard can be used to measure performance across financial, customer, operational, and innovation/learning perspectives. Tracking the right metrics ensures an organization's vision and strategies are properly aligned.
The document outlines 13 leading practices that every quality management program should adopt. It discusses identifying strategic objectives, analyzing costs of quality, documenting policies and procedures, developing evaluation criteria, defining program logistics, establishing closed-loop training, providing feedback, ensuring consistency through calibration, facilitating communication between agents and reviewers, incorporating customer experience, sharing information, embracing continuous improvement, and recognizing top performers. Adopting these practices can improve consistency, lower costs, enhance employee development and customer satisfaction.
How to improve call center quality and performance - InfographicPointel Inc
Improving call center quality and performance means looking at the way each employee handles calls. The employee must treat each customer with respect and take all the appropriate steps in order to ensure that the call is handled correctly. Poor quality can upset customers and reduce your profit.
This document summarizes key points from a chapter on attaining total customer satisfaction through effective service recovery. It discusses the importance of doing things right the first and second time to exceed customer expectations. It also addresses getting customers to complain, using internal and external service contracts, implementing service guarantees, and asking questions to facilitate effective service recovery. The overall focus is on understanding customer dissatisfaction and implementing strategies to improve satisfaction through complaint resolution.
The document summarizes a presentation on quality assessments for a call center. It discusses what quality assurance (QA) is, the importance of monitoring calls to identify both problems and best practices. It provides recommendations for an effective QA process, including having independent evaluators, clear criteria, and using results to provide feedback and training to improve agent performance and the overall customer experience. The presentation also discusses best practices other companies use for QA, such as involving agents in the evaluation and recruitment process, focusing on strengths rather than scores, and using mystery callers and technology to supplement monitoring.
The document discusses quality assurance best practices for call centers. It recommends live call monitoring, short and long call analysis, predictive customer satisfaction scores, feedback on every call, trend analysis, training needs analysis, calibration, and speech analytics to monitor 100% of calls. Outsourcing quality assurance provides access to leading methodologies and technologies, while keeping quality in-house allows more control but requires developing quality systems. Case studies show how quality assurance improved a telecom company's contact rate and sales introduction by focusing on data cleansing, and improved an insurance company's net promoter score and first call resolution through driving issue resolution in calls. The presentation emphasizes using quality assurance to continuously improve customer satisfaction.
Improve Your Customer Service Standards With PEPI MethodBornevia
This document discusses customer service standards and how to improve them using the PEPI method. It defines what customer service standards are and provides examples of good standards. It explains why standards are important for meeting customer expectations, gaining trust, and helping teams internally. The document then outlines the PEPI method for improving standards, which focuses on purpose, enforcement, peer pressure, and input. The overall message is that setting clear and measurable standards can help companies deliver better customer service.
21 Best Practices for Effective Call Quality MonitoringTentacle Cloud
The quality of the call has a direct impact on the customer experience. Many companies do not even have any idea how the quality of the calls is affecting their bottom line. This results in customers getting irritated and chances are they might not come back to you.
www.tentaclecloud.com/signup.php
This document discusses the financial and economic impact of service quality. It examines how improving service quality can increase profits through both offensive and defensive marketing effects. Offensive marketing can help attract new customers and increase market share, while defensive marketing helps retain existing customers. The key drivers of service quality, customer retention, and profits are positive service encounters. A balanced scorecard can be used to measure performance across financial, customer, operational, and innovation/learning perspectives. Tracking the right metrics ensures an organization's vision and strategies are properly aligned.
The document outlines 13 leading practices that every quality management program should adopt. It discusses identifying strategic objectives, analyzing costs of quality, documenting policies and procedures, developing evaluation criteria, defining program logistics, establishing closed-loop training, providing feedback, ensuring consistency through calibration, facilitating communication between agents and reviewers, incorporating customer experience, sharing information, embracing continuous improvement, and recognizing top performers. Adopting these practices can improve consistency, lower costs, enhance employee development and customer satisfaction.
How to improve call center quality and performance - InfographicPointel Inc
Improving call center quality and performance means looking at the way each employee handles calls. The employee must treat each customer with respect and take all the appropriate steps in order to ensure that the call is handled correctly. Poor quality can upset customers and reduce your profit.
Service guarantees force organizations to explicitly define customer needs, understand service delivery processes, and determine root causes of operational problems. A good service guarantee is unconditional, meaningful, easy to understand and invoke, provides quick compensation, and is credible. While some see guarantees as only minimizing costs, they are actually an investment in improving customer satisfaction and loyalty by identifying areas for improvement. Guarantees provide higher benefits when service prices are high, customer expertise is low, failure consequences are high, or the company relies on repeat customers.
This document outlines Jupiter Management Services' consultancy process for improving customer service operations. They use a 9-component model to evaluate key areas like strategy, culture, channels, systems and staffing. Jupiter conducts an initial analysis and preliminary report, then provides an in-depth review and change management plan. Optional further services include training, interim management and ongoing support. The goal is to transform customer service from a cost center to a profit center through improved satisfaction, efficiency and staff retention.
Customer Satisfaction measurements - SEE 2016, DenmarkTOPdesk
This document discusses approaches to measuring customer satisfaction internally, including focus groups, periodic surveys, and continuous feedback. It describes the goals of gaining insight into performance and customers' service experiences. Periodic surveys measure satisfaction with reliability, responsiveness, assurance, empathy, and tangibles on an annual basis. Continuous measurement collects immediate feedback on customer effort after specific services. Results are used to communicate areas for quick wins and formulate complex changes to improve customer satisfaction over time.
Want to differentiate yourself from your competitors? Are your customers important to you? Want to prove it?
Customer Service Excellence is a practical tool that will be an invaluable assest to your company. A tool that enables continuous improvement by assessing and identifying your business capabilities allowing you to improve and deploy a more customer focussed delivery.
Start your journey in Excellence today!
This document discusses good customer service and the purpose of customer feedback. It states that good customer service should be fast, accurate, and better than competitors. Customer feedback is used to determine customer satisfaction, quality of agent service, and agent performance metrics. The feedback process can be optimized to improve delivery, response rates, and comments.
Service guarantees are marketing tools used by service firms to reduce customer risk, signal quality, differentiate offerings, and institutionalize complaint management. Guarantees pledge that a service will perform as promised and provide reparation if not. For customers, guarantees alleviate purchase risk and facilitate complaining since they expect resolution and compensation. For companies, guarantees help understand what satisfies customers. An effective guarantee should fully cover failures, be easy to invoke and collect from, and satisfy customers.
The document discusses quality assurance (QA) within call centers and identifies common issues that prevent QA from being effective. It notes that QA is often seen as a compliance exercise rather than a way to develop skills. Other issues include a lack of alignment on standards, variances across languages and customer types, and QA not focusing on customer needs. The document provides recommendations for improving QA, such as ensuring stakeholders understand standards, evaluating soft skills, and using QA to enhance processes, benchmark, and provide coaching. It suggests outsourcing QA may help gain independent feedback and reduce costs.
B&B Transport is a transportation company based in Fresno, CA with additional offices. Their core values include vision, teamwork, communication, leadership, and passion. They invest in high quality equipment and technology to meet customer needs across the US. B&B has grown significantly since 2010 in equipment, drivers, and customers served. They provide on-time delivery over 98% of the time with professional drivers and 24/7 support.
Suneel Kumar Reddy is an Associate Manager at Shriram Value Services with over 6 years of experience in customer service, relationship management, and team leadership. He currently manages a team of 76 associates across 4 processes. Previously he worked at Shriram Value Services and First Source Solutions as a Team Leader, where he was responsible for teams of 25-28 employees. He aims to leverage his skills in customer satisfaction, analytics, and team management for a challenging career in telecom or finance.
The document discusses customer journeys at the UK Department for Work and Pensions (DWP). It aims to identify touchpoints across benefit processes, recognize dependencies on suppliers, and focus on improvements. Customer journeys map the customer experience through DWP to establish requirements, provide information, and understand customer value in order to create shared responsibility for customer experience. DWP uses customer journeys to prioritize improvements and engage stakeholders and suppliers in testing changes before national implementation.
The document discusses customer satisfaction and delivering customer value. It states that satisfied customers will be repeat customers and loyal customers. Customer value is the difference between total customer value and total customer cost, which includes factors like product value, service value, personnel value, and image value, versus monetary price, time cost, and psychic cost. Customer satisfaction is the level of a person's state from comparing a product's perceived performance to their expectations. Companies can deliver customer value through their value chain and core business processes like product development, inventory management, and customer service. Maintaining customers reduces attrition costs and maintaining partnership-level customer relations is most profitable. Total quality management requires that quality be perceived by and reflected in all company activities to continuously improve
The document discusses an approach called LEO (Listen, Enrich, Optimize) to achieve delivery excellence. It involves listening to customers and employees, enriching products and services, and continuously optimizing processes. LEO is presented as a sustainable change model to build quality into an organization's DNA. Key steps include understanding resistance, teaching quality methodology, applying it through projects, and communicating progress. The approach aims to make employees feel passionate and accountable by focusing on customer needs, rewarding quality work, and creating an environment for new ideas.
This document is a resume for Stephanie Heater that summarizes her experience in customer service management roles over 15 years. She has a proven track record of leading teams to meet performance goals and provides strengths in people management, task prioritization, training, and problem resolution. Her experience includes quality assurance, Avaya systems, Microsoft Office, and performance management.
Wendell L. Wright provides a summary of his experience in sales management, operations, business development, inventory control, and customer service. He increased revenues at one company by 10% in a year by implementing a new rental equipment program. As office manager at another company, he reduced waste and improved productivity by 20% by automating equipment. In his first year as manager, he increased customer satisfaction ratings by 50% by revamping customer service processes. He also implemented a new CRM database within six months that provided significant process improvements.
The document outlines a 5-step process for coaching organizations to improve performance: 1) Analyze hard data and form initial opinions, 2) Gather individual and organizational intelligence, 3) Define the scope of work, 4) Conduct discovery interviews and assessments, 5) Provide feedback and recommendations. It recommends developing a defined, consistent customer journey across all delivery sites aligned with contractual outcomes to optimize performance. Interviews found inconsistencies in customer journeys and a lack of understanding of how journeys lead to sales. A consistent journey would improve understanding of key performance indicators and allow for continuous quality improvement.
Bentley Moore Executive is an ethical management consultancy and managed services provider. They specialize in delivering high quality consultancy and services, underpinned by trust, reliability, and transparency. Their core aim is to deliver value to clients by earning their trust, genuinely helping clients, ensuring high quality delivery, and helping clients avoid risks and issues. They offer a range of consultancy, transformation, behavioral change, managed print, and training services.
Mkt - achieving service recovery and obtaining customer feedbackTahsin Noor
1) Service recovery occurs when an organization addresses a customer problem following a service failure to regain trust.
2) Common causes of service failures include human, organizational, and customer factors.
3) Effective service recovery through complaint resolution can increase customer loyalty and advocacy. Gathering customer feedback is important for continuous service improvement.
This document outlines a Lean Six Sigma project undertaken by Sk. Noor Mohammad to increase the customer satisfaction percentage (CSAT%) for Digicon Technologies Ltd.'s (DTL) Airtel Inbound process. The current CSAT% is 79-81% but the goal is to increase it by 2% to over 83% by August 31, 2015. Key issues identified that contribute to low CSAT include unorganized conversations, dead air time, arguments, hurriedness, and unhelpful attitudes by customer service representatives. The project will involve defining the problem, measuring key aspects, analyzing the data, improving processes, and controlling the new processes. Improvement plans include refresher trainings, increased call monitoring, sharing
1) The document summarizes key concepts from Chapter 25 of a Physics textbook about electric potential and potential energy. It includes example problems calculating work done by electric fields, potential energy, electric potential, and the relationships between charge, distance, and potential energy.
2) The chapter discusses how electric potential energy depends on the positions of charges. It can be calculated from the potential energy of a charge or the electric potential at a point in space.
3) Sample problems demonstrate calculating potential energy for various charge configurations and distances, and determining electric potential, work done by fields, and changes in potential energy when charge positions are altered.
A Pecha Kucha sessions - 6 mins and 20 slides, on how data should be at the heart of your marketing - before you start to think about message and channels, think about data
The document provides guidance on proper verb tense usage in Norwegian. It discusses:
1) The challenges of avoiding tense shifts, especially in writing about novels, short stories, or films.
2) Events in a story have their own timeline, but readers experience them in the present, so writers must check the tenses used.
3) Common tenses include past, present, and future, as well as more complex forms like the perfect and pluperfect tenses.
Service guarantees force organizations to explicitly define customer needs, understand service delivery processes, and determine root causes of operational problems. A good service guarantee is unconditional, meaningful, easy to understand and invoke, provides quick compensation, and is credible. While some see guarantees as only minimizing costs, they are actually an investment in improving customer satisfaction and loyalty by identifying areas for improvement. Guarantees provide higher benefits when service prices are high, customer expertise is low, failure consequences are high, or the company relies on repeat customers.
This document outlines Jupiter Management Services' consultancy process for improving customer service operations. They use a 9-component model to evaluate key areas like strategy, culture, channels, systems and staffing. Jupiter conducts an initial analysis and preliminary report, then provides an in-depth review and change management plan. Optional further services include training, interim management and ongoing support. The goal is to transform customer service from a cost center to a profit center through improved satisfaction, efficiency and staff retention.
Customer Satisfaction measurements - SEE 2016, DenmarkTOPdesk
This document discusses approaches to measuring customer satisfaction internally, including focus groups, periodic surveys, and continuous feedback. It describes the goals of gaining insight into performance and customers' service experiences. Periodic surveys measure satisfaction with reliability, responsiveness, assurance, empathy, and tangibles on an annual basis. Continuous measurement collects immediate feedback on customer effort after specific services. Results are used to communicate areas for quick wins and formulate complex changes to improve customer satisfaction over time.
Want to differentiate yourself from your competitors? Are your customers important to you? Want to prove it?
Customer Service Excellence is a practical tool that will be an invaluable assest to your company. A tool that enables continuous improvement by assessing and identifying your business capabilities allowing you to improve and deploy a more customer focussed delivery.
Start your journey in Excellence today!
This document discusses good customer service and the purpose of customer feedback. It states that good customer service should be fast, accurate, and better than competitors. Customer feedback is used to determine customer satisfaction, quality of agent service, and agent performance metrics. The feedback process can be optimized to improve delivery, response rates, and comments.
Service guarantees are marketing tools used by service firms to reduce customer risk, signal quality, differentiate offerings, and institutionalize complaint management. Guarantees pledge that a service will perform as promised and provide reparation if not. For customers, guarantees alleviate purchase risk and facilitate complaining since they expect resolution and compensation. For companies, guarantees help understand what satisfies customers. An effective guarantee should fully cover failures, be easy to invoke and collect from, and satisfy customers.
The document discusses quality assurance (QA) within call centers and identifies common issues that prevent QA from being effective. It notes that QA is often seen as a compliance exercise rather than a way to develop skills. Other issues include a lack of alignment on standards, variances across languages and customer types, and QA not focusing on customer needs. The document provides recommendations for improving QA, such as ensuring stakeholders understand standards, evaluating soft skills, and using QA to enhance processes, benchmark, and provide coaching. It suggests outsourcing QA may help gain independent feedback and reduce costs.
B&B Transport is a transportation company based in Fresno, CA with additional offices. Their core values include vision, teamwork, communication, leadership, and passion. They invest in high quality equipment and technology to meet customer needs across the US. B&B has grown significantly since 2010 in equipment, drivers, and customers served. They provide on-time delivery over 98% of the time with professional drivers and 24/7 support.
Suneel Kumar Reddy is an Associate Manager at Shriram Value Services with over 6 years of experience in customer service, relationship management, and team leadership. He currently manages a team of 76 associates across 4 processes. Previously he worked at Shriram Value Services and First Source Solutions as a Team Leader, where he was responsible for teams of 25-28 employees. He aims to leverage his skills in customer satisfaction, analytics, and team management for a challenging career in telecom or finance.
The document discusses customer journeys at the UK Department for Work and Pensions (DWP). It aims to identify touchpoints across benefit processes, recognize dependencies on suppliers, and focus on improvements. Customer journeys map the customer experience through DWP to establish requirements, provide information, and understand customer value in order to create shared responsibility for customer experience. DWP uses customer journeys to prioritize improvements and engage stakeholders and suppliers in testing changes before national implementation.
The document discusses customer satisfaction and delivering customer value. It states that satisfied customers will be repeat customers and loyal customers. Customer value is the difference between total customer value and total customer cost, which includes factors like product value, service value, personnel value, and image value, versus monetary price, time cost, and psychic cost. Customer satisfaction is the level of a person's state from comparing a product's perceived performance to their expectations. Companies can deliver customer value through their value chain and core business processes like product development, inventory management, and customer service. Maintaining customers reduces attrition costs and maintaining partnership-level customer relations is most profitable. Total quality management requires that quality be perceived by and reflected in all company activities to continuously improve
The document discusses an approach called LEO (Listen, Enrich, Optimize) to achieve delivery excellence. It involves listening to customers and employees, enriching products and services, and continuously optimizing processes. LEO is presented as a sustainable change model to build quality into an organization's DNA. Key steps include understanding resistance, teaching quality methodology, applying it through projects, and communicating progress. The approach aims to make employees feel passionate and accountable by focusing on customer needs, rewarding quality work, and creating an environment for new ideas.
This document is a resume for Stephanie Heater that summarizes her experience in customer service management roles over 15 years. She has a proven track record of leading teams to meet performance goals and provides strengths in people management, task prioritization, training, and problem resolution. Her experience includes quality assurance, Avaya systems, Microsoft Office, and performance management.
Wendell L. Wright provides a summary of his experience in sales management, operations, business development, inventory control, and customer service. He increased revenues at one company by 10% in a year by implementing a new rental equipment program. As office manager at another company, he reduced waste and improved productivity by 20% by automating equipment. In his first year as manager, he increased customer satisfaction ratings by 50% by revamping customer service processes. He also implemented a new CRM database within six months that provided significant process improvements.
The document outlines a 5-step process for coaching organizations to improve performance: 1) Analyze hard data and form initial opinions, 2) Gather individual and organizational intelligence, 3) Define the scope of work, 4) Conduct discovery interviews and assessments, 5) Provide feedback and recommendations. It recommends developing a defined, consistent customer journey across all delivery sites aligned with contractual outcomes to optimize performance. Interviews found inconsistencies in customer journeys and a lack of understanding of how journeys lead to sales. A consistent journey would improve understanding of key performance indicators and allow for continuous quality improvement.
Bentley Moore Executive is an ethical management consultancy and managed services provider. They specialize in delivering high quality consultancy and services, underpinned by trust, reliability, and transparency. Their core aim is to deliver value to clients by earning their trust, genuinely helping clients, ensuring high quality delivery, and helping clients avoid risks and issues. They offer a range of consultancy, transformation, behavioral change, managed print, and training services.
Mkt - achieving service recovery and obtaining customer feedbackTahsin Noor
1) Service recovery occurs when an organization addresses a customer problem following a service failure to regain trust.
2) Common causes of service failures include human, organizational, and customer factors.
3) Effective service recovery through complaint resolution can increase customer loyalty and advocacy. Gathering customer feedback is important for continuous service improvement.
This document outlines a Lean Six Sigma project undertaken by Sk. Noor Mohammad to increase the customer satisfaction percentage (CSAT%) for Digicon Technologies Ltd.'s (DTL) Airtel Inbound process. The current CSAT% is 79-81% but the goal is to increase it by 2% to over 83% by August 31, 2015. Key issues identified that contribute to low CSAT include unorganized conversations, dead air time, arguments, hurriedness, and unhelpful attitudes by customer service representatives. The project will involve defining the problem, measuring key aspects, analyzing the data, improving processes, and controlling the new processes. Improvement plans include refresher trainings, increased call monitoring, sharing
1) The document summarizes key concepts from Chapter 25 of a Physics textbook about electric potential and potential energy. It includes example problems calculating work done by electric fields, potential energy, electric potential, and the relationships between charge, distance, and potential energy.
2) The chapter discusses how electric potential energy depends on the positions of charges. It can be calculated from the potential energy of a charge or the electric potential at a point in space.
3) Sample problems demonstrate calculating potential energy for various charge configurations and distances, and determining electric potential, work done by fields, and changes in potential energy when charge positions are altered.
A Pecha Kucha sessions - 6 mins and 20 slides, on how data should be at the heart of your marketing - before you start to think about message and channels, think about data
The document provides guidance on proper verb tense usage in Norwegian. It discusses:
1) The challenges of avoiding tense shifts, especially in writing about novels, short stories, or films.
2) Events in a story have their own timeline, but readers experience them in the present, so writers must check the tenses used.
3) Common tenses include past, present, and future, as well as more complex forms like the perfect and pluperfect tenses.
Media Trendy 2007 Innowacyjne podejście do planowania internetu
Przenieśliśmy pasek z ekranu TV na ekran komputera – jednoznaczne skojarzenie z TVN24
Dokładnie ten sam format i te same treści, aktualizowane na żywo.
1,3 mln osób dostało dzięki reklamie aktualne informacje, których brakuje na stronach najczęściej przez nich odwiedzanych
Kreacja przydatna i nie przeszkadzająca.
This document explores concepts and practices of e-learning micro-innovation. It begins by defining micro-innovation and discussing its limits in current approaches. It then presents five case studies of micro-innovations from the VISIR database that use interactive and technology-enabled approaches to motivate students and encourage learning by doing. Emerging observations note that innovators are not replicating current approaches, prize interactive learning, use technology as an enabler rather than an end, and that public-private partnerships and integration across areas encourage innovation.
Priority setting for EU-Caribbean coopertion in Science and TechnologyFabio Nascimbeni
The document discusses priority setting workshops between the EU and Caribbean countries from 2011 to 2014 to identify key research areas for cooperation such as health, environment, renewable energy, ICT, and bioeconomy. Workshops were held in the Dominican Republic, Guadeloupe, Antigua, Brussels, Panama, Costa Rica, Brazil, and Colombia. A working group on health was also launched. The document encourages advocating for continued EU-Caribbean cooperation using the mapping results of priority research areas available on the listed website.
El documento contiene tres registros anecdóticos de un profesor de matemáticas sobre situaciones en el aula. En el primer registro, el profesor decide hacer sesiones de refuerzo después de clase para los estudiantes que no aprueban las prácticas calificadas. En el segundo registro, el profesor lleva a dos estudiantes a salones vacíos para que completen sus tareas sin distraer a otros. En el tercer registro, el profesor ofrece apoyo adicional después de clase a un estudiante distraído para que pueda
The document discusses using a log-based approach with Cassandra to track state changes of entities like orders more efficiently than the typical entity-based approach. It describes implementing a log where each update is appended with a timestamp as a key-value pair. This allows querying the current state or tracking state changes over time more easily with functions like getNext versus dealing with tombstones from soft deletes in a traditional entity-based approach.
Skaidrių ruošimas - asist. Dainius Jakučionis, VU Medicinos fakultetasDainius Jakučionis
Konferencijos "Šiuolaikiškas medicinos dėstytojas" metu skaitytas pranešimas. Konferencija vyko 2016 04 22, VU Medicinos fakultete.
Pranešimą skaitė:
asist. Dainius Jakučionis, VU Medicinos fakultetas
Paskaitos konspektas - https://goo.gl/wkCsDv
Konferencijos įrašas: https://youtu.be/PpRj_Ig0GPM
Daugiau informacijos rasite: www.mededukologija.wordpress.com
The document provides tips for living a better life in 2010, including recommendations to take daily walks while smiling, meditate for 10 minutes each day, sleep 7 hours per night, embrace energy, enthusiasm and empathy, play games, read books, drink water, eat more natural foods and less processed foods, spend time with both the elderly and young children, forgive others and past mistakes, and focus on the present moment rather than things outside of one's control. The overall message is about maintaining a positive outlook, taking care of one's physical, mental and social well-being, being mindful, and letting go of negativity, comparisons and past issues.
Instructional design is the process of developing effective and efficient learning experiences through research and theory. It focuses on learning outcomes rather than technology. The instructional designer analyzes learning needs and designs a system to deliver required instruction. Instructional design bridges the gap between education and technology to ensure concepts are properly designed for e-learning platforms. It involves continuous assessment and applies principles from educational psychology and cognition research. The goal is to organize learning resources and interactions to enhance learning and achieve defined objectives.
Alexandra created her first blog to write about dancing, one of her favorite activities. She explains that she chose this topic because she enjoys dancing and finds blogging about computers classes to be fun and easy. While most of her posts will relate to dancing, she may occasionally write about other subjects. She has already posted a welcome message and discussed what music means to her and its role in her life. She also shared details about "The Nutcracker", a famous Christmas ballet.
The document discusses optimizing websites for mobile users. It begins by outlining how mobile usage is growing rapidly and most users now expect mobile-optimized sites. It then provides best practices for mobile site design, such as keeping layouts simple, prioritizing important content, and leveraging unique mobile features. Finally, it outlines steps companies can take to fully optimize their sites, including creating mobile-friendly landing pages and microsites before optimizing the whole site based on iterative testing and user feedback.
Ionic bonding occurs when a metal reacts with a non-metal, resulting in the metal atom donating electrons to form cations while the non-metal accepts electrons to form anions. These oppositely charged ions bond together into giant ionic structures rather than molecules. For example, when magnesium reacts with chlorine, each magnesium atom donates two electrons to form Mg2+ ions while each chlorine atom accepts one electron to form Cl- ions, combining together in a 1:2 ratio to form the ionic compound magnesium chloride with the formula MgCl2.
Digitizing all Dutch books, newspapers & magazines - 730 million pages in 20 ...Olaf Janssen
In the next 20 years, the Dutch national library will digitize all printed publications since 1470, some 730M pages. To realize the first milestone of this ambition, KB made deals with Google and Proquest to digitize 42M pages.
Since 2003 KB has operated its e-Depot, a system for permanent digital object storage. KB is now replacing it with a new solution to better deal with future demands, allowing improved storage of its mass digitization output.
To meet user demand for centralized access, KB is also replacing its scattered full-text online portfolio by a National Platform for Digital Publications, both a content delivery platform for its mass digitization output and a national domain aggregator for publications. From 2011 onwards, this collaborative, open and scalable platform will be expanded with more partners, content and functionalities.
The KB is also involved in setting up a Dutch cross-domain aggregator, enabling content exposure in Europeana.
The document discusses various slogans, warnings, and instructions found on various products from around the world. It also discusses abbreviations commonly used in advertisements and jargon. The document emphasizes that language is about communication and learning comes from practice, effort, and visual memory rather than being "clever" or getting high scores. It provides some Old English proverbs, examples of how emphasis changes meaning in speech, and examples of tongue twisters to practice pronunciation.
This study examined the effects of daily antenatal micronutrient supplementation on biochemical indicators of micronutrient status and infection in pregnant women in rural Nepal. Blood samples were taken from pregnant women before and during supplementation to analyze concentrations of various micronutrients and markers of infection. Supplementation with folic acid alone or with iron decreased folic acid deficiency and improved status of some other micronutrients, but adding additional micronutrients like zinc did not further improve status. Multiple micronutrient supplementation most improved micronutrient status but had little effect on infection markers. The study suggests antenatal micronutrient supplementation can help address deficiencies in this population.
The Victorian Era in England was defined by Queen Victoria's long reign from 1837 to 1901 and strict social values. Victoria married Prince Albert and had nine children, influencing European royal families. Victorian society was shaped by social class divisions and strict moral codes, especially concerning sexuality and gender roles. While Victorian values promoted prudishness, the reality of life for different classes, especially the working class and poor, was much harsher.
The document discusses the importance of quality and reliability in services marketing. It argues that quality and reliability are the foundations of services marketing excellence. When services are similar, performance and customer experience become the core differentiators. Delivering high quality services that meet or exceed customer expectations is crucial to gaining competitive advantage and building customer loyalty. The key aspects of quality services discussed are reliability, responsiveness, assurance and empathy from the customer's perspective.
Customer satisfaction is essential for business success. It is measured by the number of satisfied customers, how much and how often they buy. Total quality management uses customer satisfaction as a measure of quality. A successful TQM program defines quality from the customer's perspective in terms of meeting their expectations for a quality product, reasonable price, on-time delivery, and outstanding service. Customer feedback enables organizations to discover satisfaction levels and priorities for quality improvements.
The document discusses the need for a "service revolution" to improve customer service. It notes that 95% of dissatisfied customers will never complain and 90% will never return due to a negative service experience. Poor service costs companies billions annually in lost revenue. The top three reasons for customer defection are feeling unrecognized, unhelpful staff, and ineffective call centers. It advocates capturing customer feedback through "voice of the customer" programs to understand expectations and drive continuous improvement. When service meets expectations based on real-time feedback, it can increase customer and employee retention while differentiating companies in the marketplace.
Customer orientation and satisfaction are key priorities. Dissatisfied customers often migrate without protest, damaging a company's image. New customer acquisition is five times more expensive than retaining existing customers. Companies must see their business through the customers' eyes and focus on authenticity, honesty, and delivering what is promised to satisfy customers. There are various levels of quality that can be provided, from basic quality to "surprise quality" that exceeds customers' expectations. Effective complaint management includes responding to complaints within set timeframes and having a clear escalation process without delays. The goal is to understand complaints to improve products, services and customer loyalty over time.
How happy are your customers measure customer satisfactionladylouuu
The document discusses the importance of customer satisfaction and lifetime value to businesses. It provides strategies for measuring customer satisfaction such as surveys, focus groups, and feedback forms. Companies should identify key drivers of satisfaction, address issues, and track metrics to link customer satisfaction to financial results. Case studies show how gathering customer feedback can improve retention, sales, and profits.
This document discusses total quality management (TQM) and key quality concepts. It covers the evolution of quality approaches from custom to mass production. TQM aims to enhance organizations through quality techniques. Key aspects of TQM include management commitment, customer focus, quality at all levels, and continuous improvement. The document also discusses quality definitions, dimensions of quality, effects of poor/good quality, Deming's philosophy, quality costs, customer satisfaction, feedback, and service quality.
This is a high level introduction to First Call Resolution basics. These slides all have recorded webinars with more detail. Feel free to contact me at Upstream Works for access.
2Ring Staffino Feedback Service helps to boost your contact center performance and optimize your approach to Quality Assurance. It has been developed to provide contact center supervisors with authentic feedback on specific staff members in a new, engaging way - your customers will be sent an e-mail or a text message after each call/chat conversation.
Case studies prove that real-time sharing of positive feedback with each agent improves working morale and boosts agents' motivation.
The document outlines a webinar on creating an aggressive customer service system. It discusses 9 steps for getting started, including identifying the value of customers, empowering customer service teams to resolve issues, and aggressively soliciting customer complaints to uncover problems. The webinar argues that fewer complaints does not necessarily mean better customer satisfaction, and that retaining existing customers is cheaper than acquiring new ones. It promotes fixing response processes, giving customer service representatives the ability to resolve issues, and piloting an aggressive approach to customer service.
How to measure customer experience to improve satisfaction and loyaltydigbyj
This document discusses how to improve customer experience to increase satisfaction and loyalty. It recommends measuring customer experience through real-time feedback to identify issues and opportunities. Customer experience management focuses on individual customer needs rather than just sales and profits. Metrics and feedback should guide how the company redesigns customer interactions. Technology can also optimize experiences if used to enhance service quality rather than just monitor compliance. The key is using feedback to change employee behaviors to better satisfy customers.
The document discusses customer perceptions of service quality and key factors that influence customer satisfaction. It outlines the five dimensions of service quality as defined by SERVQUAL: reliability, responsiveness, empathy, assurance, and tangibles. Critical service encounters are described as moments that can determine customer satisfaction and loyalty, with common themes around recovery, adaptability, coping, and spontaneity identified from research.
New Era Prospects is a lead generation company that uses live phone call transfers to connect interested consumers with sales professionals. They screen calls according to client-provided filters and qualifications, then introduce the consumer directly to the salesperson on the call so the sales process can begin immediately. This live transfer process ensures a 100% contact rate with motivated, pre-qualified prospects. Recordings of all calls are provided for quality assurance.
This document provides information about pricing strategies, package options, and the order and service processes for a company called BizCentral USA. It discusses offering package deals and a la carte options to provide flexibility for clients. The order process involves clients signing terms agreements, completing questionnaires, and interviews. The service process takes 10-15 days on average and involves drafts, reviews, revisions, quality control, and shipping once paid. Partners will receive weekly updates on client order statuses and upsell opportunities. The goal is to clearly outline the process to set expectations and provide excellent customer service.
The document discusses Customer Relationship Management (CRM). It covers topics like the evolution of customer interactions over time, customer loyalty levels and retention rates, identifying touchpoints and moments of truth, differentiating and customizing interactions for different customer segments, and using different media like face-to-face, phone, and internet for interactions.
Increasing profitability through marketing.AsHra ReHmat
This document discusses how companies can increase profitability through marketing and improving service quality. It argues that service quality leads to both offensive and defensive marketing benefits. Offensive marketing benefits include gaining market share, a positive reputation, and the ability to charge higher prices through attracting new customers. Defensive marketing benefits come from retaining existing customers, such as lower costs from customer loyalty, increased purchase volume, and price premiums. The document advocates measuring key drivers of service quality and using balanced scorecards to track financial, customer, operational, and innovation metrics. Overall, it presents the perspective that higher service quality drives greater customer retention and acquisition, leading to increased profits.
Client Opinions, Market-Driven Thinking
Our market research firm, Client Opinions, offers a full-service client feedback program to help businesses gather actionable insights to grow their business.
Enser Communications provides customer interaction and outsourced consumer services. Its mission is to be the preferred partner for clients by offering cost-effective and scalable solutions. It treats each client as a business partnership and focuses on understanding objectives, customizing models, and delivering maximum return on investment. Enser's services include marketing tools, customer service, technology solutions, and data management. It aims to offer clients the best programs through overcoming challenges in technology, geography, or operating model.
Company Overview Ppt From Jim Loveless@Affinitas Corporationjimloveless
Affinitas is a full-service telesales and customer care solutions company with over 15 years of experience. They have three call centers in the US and one opening in Argentina, capable of handling 1-2 million calls per month. Affinitas prides itself on hiring and training the best talent in the industry to provide excellent customer service and achieve high customer satisfaction scores for its clients.
The document discusses how focusing on improving the customer experience through programs like MShop and CSAT can increase customer lifetime value, reduce churn, and gain competitive advantages. It describes how these programs address important drivers of customer satisfaction like sales representatives having product knowledge, offering customized solutions, and resolving issues in a single visit. The document also provides insights into areas that can be strengthened like representative knowledge and friendliness, and gives examples of questions used to gather customer feedback on their experience.
This document summarizes the findings of a survey on quality management practices in contact centers. The survey elicited information from quality, customer service, and contact center managers around the world in order to understand current practices and what best practices look like. Key findings include that most centers evaluate 10 or more calls per agent per month, place high importance on service quality, and want more emphasis on quality monitoring, coaching, and data reporting. Challenges include low coaching frequencies and inconsistencies in call evaluation. The document provides tips and resources for improving quality management.
Industry report home agent adoption 2010 print versionDaniel Willis
This document summarizes the results of a survey about home agent adoption in the North American contact center industry in 2010. Some key findings include:
1) 46% of surveyed companies had adopted a home agent model, and of those adopters, 90% found the program successful.
2) Successful programs cited benefits like expanding their geographic reach for agents, adding capacity, and realizing cost savings.
3) Of those who did not adopt, 31% planned to implement a home agent program within 12 months.
4) Adoption rates and realized benefits were generally consistent across industries surveyed.
Agent repatriation social myth or boardroom realityDaniel Willis
1) The document discusses a survey and social media discussions about companies repatriating call center jobs from offshore locations back to domestic locations.
2) The survey found that while most regions were open to offshoring call center jobs, most would also consider repatriating those jobs. European companies had the strongest preference for repatriating.
3) Social media discussions touched on issues like cultural differences, customer service quality, and corporate values when discussing offshoring and repatriating call center jobs.
Ten Questions Every Call Center Manager Should AnswerDaniel Willis
The document outlines 10 questions that every call center manager should be able to answer about their call center operations. These questions address understanding the call center's role in the larger corporate strategy, the reasons for customer calls, service level objectives, costs of running the call center, employee satisfaction, future planning, relevant legislation, impact of technology, disaster recovery plans, and ongoing improvement initiatives. Being able to clearly answer these 10 questions is important for call center managers to effectively manage their operations.
The document discusses myths around implementing a home agent network for contact centers and dispels them. It argues that home agents can provide the same or better security, commitment, training, productivity and culture as fixed-facility agents. Key criteria for selecting a home agent vendor include ensuring rigorous security, hiring employees, robust training programs, strong management structures, and ongoing team building. Home agents are shown to generate better quality and productivity statistics than fixed facilities.
The document summarizes a presentation about reducing costs in contact centers through a three-layered approach. It identifies strategic, operational design, and execution layers that can be optimized to cut costs by 10-20%. Key recommendations include prioritizing efforts that have high impact and return on investment, developing a phased plan, and focusing on proactive trimming rather than reactive cuts to avoid damaging customer experience and employee engagement.
Building Your Employer Brand with Social MediaLuanWise
Presented at The Global HR Summit, 6th June 2024
In this keynote, Luan Wise will provide invaluable insights to elevate your employer brand on social media platforms including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok. You'll learn how compelling content can authentically showcase your company culture, values, and employee experiences to support your talent acquisition and retention objectives. Additionally, you'll understand the power of employee advocacy to amplify reach and engagement – helping to position your organization as an employer of choice in today's competitive talent landscape.
Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.AnnySerafinaLove
This letter, written by Kellen Harkins, Course Director at Full Sail University, commends Anny Love's exemplary performance in the Video Sharing Platforms class. It highlights her dedication, willingness to challenge herself, and exceptional skills in production, editing, and marketing across various video platforms like YouTube, TikTok, and Instagram.
Event Report - SAP Sapphire 2024 Orlando - lots of innovation and old challengesHolger Mueller
Holger Mueller of Constellation Research shares his key takeaways from SAP's Sapphire confernece, held in Orlando, June 3rd till 5th 2024, in the Orange Convention Center.
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How MJ Global Leads the Packaging Industry.pdfMJ Global
MJ Global's success in staying ahead of the curve in the packaging industry is a testament to its dedication to innovation, sustainability, and customer-centricity. By embracing technological advancements, leading in eco-friendly solutions, collaborating with industry leaders, and adapting to evolving consumer preferences, MJ Global continues to set new standards in the packaging sector.
Unveiling the Dynamic Personalities, Key Dates, and Horoscope Insights: Gemin...my Pandit
Explore the fascinating world of the Gemini Zodiac Sign. Discover the unique personality traits, key dates, and horoscope insights of Gemini individuals. Learn how their sociable, communicative nature and boundless curiosity make them the dynamic explorers of the zodiac. Dive into the duality of the Gemini sign and understand their intellectual and adventurous spirit.
Recruiting in the Digital Age: A Social Media MasterclassLuanWise
In this masterclass, presented at the Global HR Summit on 5th June 2024, Luan Wise explored the essential features of social media platforms that support talent acquisition, including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok.
Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
1. In North America Please dial toll free 1.866.779.1231 From outside North America dial +1.905.323.4800 (Long Distance Charges will apply) When prompted please enter Participant code 7247571 Welcome We will begin in a few minutes Translating Call Quality into better Customer Satisfaction.
2. In North America Please dial toll free 1.866.779.1231 From outside North America dial +1.905.323.4800 (Long Distance Charges will apply) When prompted please enter Participant code 7247571 Welcome Translating Call Quality into better Customer Satisfaction. Did you know you can access all our Webinars ON DEMAND? Go to www.transcom.com/northamerica and click on “Solutions”
3. In North America Please dial toll free 1.866.779.1231 From outside North America dial +1.905.323.4800 (Long Distance Charges will apply) When prompted please enter Participant code 7247571 Welcome Translating Call Quality into better Customer Satisfaction.
4. In North America Please dial toll free 1.866.779.1231 From outside North America dial +1.905.323.4800 (Long Distance Charges will apply) When prompted please enter Participant code 7247571 Welcome Translating Call Quality into better Customer Satisfaction.
5. Daniel Willis Corporate Marketing and Sales Transcom North America & Asia Transcom presents… [email_address] Translating Call Quality into better Customer Satisfaction.
13. Increases in customer satisfaction Attract new customers Identify cross-sales opportunities Discover ideas for new products and services Prioritize performance improvement initiatives Improve customer service Attribute sales performance
14. Define Customer Requirements Design Products and Services that meet Customer Expectations Deliver Products and services free of problems defects Provide Excellent Customer Service Fix any Problems Maximum Customer Satisfaction and Loyalty Maximum Customer Satisfaction and Loyalty
15. Define Customer Requirements Design Products and Services that meet Customer Expectations Deliver Products and services free of problems defects Provide Excellent Customer Service Maximum Customer Satisfaction and Loyalty Fix any Problems Effective Customer Contact Management Resolve Customer Problems and Complaints Effectively Identify Sources of Dissatisfaction Root Cause Analysis Implement Changes Feed Back for Eliminating Sources of Dissatisfaction and for Satisfying Customers
16. Define Customer Requirements Design Products and Services that meet Customer Expectations Deliver Products and services free of problems defects Provide Excellent Customer Service Maximum Customer Satisfaction and Loyalty Fix any Problems Effective Customer Contact Management Resolve Customer Problems and Complaints Effectively Identify Sources of Dissatisfaction Root Cause Analysis Implement Changes Feed Back for Eliminating Sources of Dissatisfaction and for Satisfying Customers + + =
24. More than 20 years Treated poorly Service Doesn’t work Tech calls always rescheduled I want a refund
25. More than 20 years Treated poorly Service Doesn’t work Tech calls always rescheduled I want a refund Price Quality of Service Past Experience Non-Agent Drivers
26. More than 20 years Treated poorly Service Doesn’t work Tech calls always rescheduled I want a refund Price Quality of Service Time Frames CRM History Past Experience Sub Drivers Non-Agent Drivers
27. More than 20 years Treated poorly Service Doesn’t work Tech calls always rescheduled I want a refund Price Service Calls Not Booked Technician Schedule Adherence No Technicians Available Reason For Rescheduling Quality of Service Time Frames CRM History Past Experience Sub Drivers Non-Agent Drivers
28. More than 20 years Treated poorly Service Doesn’t work Tech calls always rescheduled I want a refund Provide Equal Time Free Make Refund Can’t Use Service Price Service Calls Not Booked Technician Schedule Adherence No Technicians Available Reason For Rescheduling Quality of Service Time Frames CRM History Past Experience Sub Drivers Non-Agent Drivers
30. Telecommunications Food Service Appliance – Parts and Repair Issue First Call Resolution Solution Super Agent Outcome Improved Client, Customer and Employee Satisfaction
31. Telecommunications Food Service Appliance – Parts and Repair Issue Soft Skills Solution T one, compassion, appreciation, empathy, active listening, sensitivity, professionalism, loyalty, and word choices Outcome 10% increase in Customer Satisfaction
32. Telecommunications Food Service Appliance – Parts and Repair Issue Knowledge, Confidence Dead air, Hold times Missed Appointments Lack of Parts Solution Recursive Training, Empathy Outcome Opened communications from Agents to Client departments
Hello and Welcome to our CRM series. My name is Marta Wisniewski, Business Manager for Transcom’s On Call Program. We at Transcom, a world leader in CRM Solutions and Outsourcing, are pleased today to present Daniel Willis , to bring you a webinar designed to provide you the practical knowledge you need to affect your bottom line. Dan’s unique experience includes a long history in the development of business process outsourcing solutions to Global 500 clients. I hope you find the information presented today very helpful and (I hope I don’t spoil the surprise for you Dan), but I encourage everyone to view our entire presentation today because the takeaways you will receive at the end are very valuable. Over to you, Dan.
Agenda
Conduct a poll – What Call Center method are you using to survey your Customers’ Satisfaction? IVR – Press one etc or a Recorded call out. Advantages and disadvantages?
There is a call center specialist company whose prime concern is for the benchmarking, improving, and certifying world class companies for First Call Resolution, Employee Satisfaction and Customer Satisfaction Called SQM Group A study conducted by SQMgroup, shows that 95% of call centers use call monitoring, yet very few can empirically say that as a result of their call monitoring practices their customer satisfaction has improved. In fact, only 4% of the 150 call centers surveyed were attaining world class levels of customer satisfaction. While 77% of call centers provided average or below average customer service despite their call monitoring practices.
Some call centers we work with believe using quality teams to monitor call quality is the best practice. Some think having the CSRs direct supervisor monitor calls is best practice. Others think having peers monitor calls is the best practice. Most often, we see the CSR’s direct supervisor providing call monitoring feedback, if feedback is provided at all.
Other areas that are in much debate are how many calls to monitor and how to ensure the call monitor raters are consistent in their rating and giving feedback to CSRs. Is side by side call monitoring and then coaching the best approach or is call recording and then coaching the best approach? Other areas of debate are what system to use for call recording and screen capture and what the right measures are to use for call monitoring? While all these areas are worth thinking about in choosing the right practice for your organization.
In order to be providing the best practice, the real discussion should be around the central question of whether or not your customers are benefiting from your call monitoring practices. what customers want and what their concerns are…………………..for this company.
There are benefits for conducting Customer Satisfaction Surveys or Customer Opinion Surveys even before you tie them to QA and Call Monitoring You can Learn what it takes to achieve breakthrough increases in customer satisfaction, loyalty, and retention Gain insight for attracting new customers Identify cross-sales opportunities Discover ideas for new products and services Manage moments of truth more effectively Gain insight for prioritizing performance improvement initiatives and projects Make significant improvements in customer service and sales attribute performance including timeliness, professionalism, courtesy, knowledge, communications with customers, problem resolution effectiveness, etc. Improve communications with customers
For Maximum Customer Satisfaction and Loyalty, Define Customer Requirements, Design Products and Services that meet Customer Expectations, Deliver Products and services free of problems defects, then if needed Provide Excellent Customer Service and where they arise, fix any Problems.
Excellent Customer Service means having Effective Customer Contact Management and Resolving Customer Problems and Complaints Effectively, Identify Sources of Dissatisfaction and here’s what we’ll take a look at a little later, Do a Root Cause Analysis. Follow up by Implementing Changes and Feeding Back into the design phase.
The diagram presents the relationship between identifying customer requirements and then putting in place products and services that meet customer requirements. Providing customer service that meets or exceeds customer requirements is a critical part of achieving consistently high levels of customer satisfaction and loyalty. Conducting a customer satisfaction survey (CSAT survey) often is the most cost-effective way to ensure that you are keeping up with identifying ever changing customer requirements and learning directly from customers about how satisfied they are with your products, services and customer service.
Lets talk about why linking your Quality Assurance program to your Customer Satisfaction scores because Linking call monitoring to customer satisfaction is something that very few call centers do. The call monitoring practices we see tends to focus on the things that are important to the organization such as, handle time, adherence to a script or call standards. At best, scoring is done with equal importance over the opening of the call, handling of the call and closing of the call. What is typically over looked is the actual resolution of the individual customer’s inquiry which is by far the most important factor that determines customer satisfaction. A successful First Call Resolution is identified when a customers Telephone number does not show up twice within a predetermined amount of time or sometimes the Agent will disposition the call as resolved to the customer’s satisfaction. The SQM Group’s study shows that the average customer satisfaction score for first call resolution is 73% which is in fact, at the best-in-class level. However, when the customer inquiry takes 2 calls to resolve, customer satisfaction drops to 58%, which is a poor level of customer service. So there is no doubt here that first call resolution is vital to achieving world class customer service.
What is important to consider is the way your call center measures first call resolution. Your reports may tell you that you are achieving 84% first call resolution as some of our clients tell us. However, when we have asked customers directly, we get a reported 65% first call resolution. This is a 19 point gap between how management sees their efforts on first call resolution and how customers see it.
Taking a look closely at the organizations that do achieve world-class service levels, we see a key difference in how they regard call monitoring. Universally, they align their call monitoring measures to what is important to their customers. Their call monitoring surveys are very similar to their customer satisfaction surveys. Linking of call monitoring results with the customer satisfaction results is a best practice, but practiced by very few. You may find big differences and challenges in aligning call monitoring with customer satisfaction surveys. So I’l like to give you some tips on how to achieve that.
Linking call monitoring to customer satisfaction steps: Understand how satisfied your customers are when they call your call centre. The best approach to achieve this is to conduct call centre customer satisfaction surveys. Monitor the same calls you survey customers on. This can be very challenging to monitor enough calls to survey customers on and coordinate that with your recording system. Analyze the results to determine if your call monitoring ratings are the same or different from your customer satisfaction survey ratings. Implement new call monitoring practices if necessary so that it benefits your customers. Retest new changes until you get close alignment with call monitoring results and customer satisfaction results. Given the amount of money and time used for call monitoring and coaching efforts, it seems pretty clear that linking call monitoring to customer satisfaction is a solid investment for protecting and maximizing your organization’s greatest asset. Is it worth it?
The way to find out is to Provide trending reports to show the correlation of call monitoring form and customer satisfaction surveys. It ranges from how fast we answer the phone to the resolution given by the agent to call monitoring scores to CSAT scores. Agent drivers mainly consist of soft skills needed to be able to provide customer service, which are: Empathy, Confidence, Hold, Accurate Resolution, Recap and Courtesy. This chart shows over time that Customers during the first month become more satisfied with the soft skills of the agents until the last week of the year where the red line is almost flat.
For the Non Agent drivers it usually consist of identifiers that would help us identify the client opportunities on their services based on customer feedback. These are Past Experience, Quality of Service, Price, Out of Scope, Refuse to Accept the Solution, and Length of Process. This is where the CSAT comes int the purview of the QA agent. All these drivers can be analyze by listening in the two parts of the call: (1) call made by the customer and (2) comment left by the customer through IVR. When the customer expresses any dissatisfaction of the non agent driver listed above, it needs to be tracked using a sub driver report to get the root cause of the customer dissatisfaction.
E.g. “ I have been a your customer for more than twenty years. I should not be treated like this by your company. I have been paying a lot for a service that doesn’t work. I have been calling your hotline to have a technician to come out here and check my cable wiring. I have been calling your customer service and yet my service calls have always been rescheduled. I want a refund on the months that I have paid in full and yet I do not have cable.” In the above customer comment, the non agent drivers that affect the customer dissatisfaction were: past experience, price, and quality of service. For Past Experience, customer said that she has been calling to have her cable wire look by a technician and yet all service call has always been rescheduled. We will have to check the client application and in house application like ACSR to check if the customer did really call and asked for a service call. Time frames when the customer called in will also be checked. For Price, customer said that she has been paying in full but her cable was out. Customer is paying for the services that she doesn’t use because it is not working. For Quality of Service, customer said that she has been calling the customer service hotline to schedule a service call but most of the service calls have always been rescheduled. We need to check whether this has been rescheduled due to unavailability of the technicians, schedule adherence of the technicians, or his previous service call have not been booked at all. By Combining the two QA and CSAT we have seen several changes to specfic campaigns adding other identifiers to measure customer satisfaction provided by their agents.
E.g. “ I have been a your customer for more than twenty years. I should not be treated like this by your company. I have been paying a lot for a service that doesn’t work. I have been calling your hotline to have a technician to come out here and check my cable wiring. I have been calling your customer service and yet my service calls have always been rescheduled. I want a refund on the months that I have paid in full and yet I do not have cable.” In the above customer comment, the non agent drivers that affect the customer dissatisfaction were: past experience, price, and quality of service. For Past Experience, customer said that she has been calling to have her cable wire look by a technician and yet all service call has always been rescheduled. We will have to check the client application and in house application like ACSR to check if the customer did really call and asked for a service call. Time frames when the customer called in will also be checked. For Price, customer said that she has been paying in full but her cable was out. Customer is paying for the services that she doesn’t use because it is not working. For Quality of Service, customer said that she has been calling the customer service hotline to schedule a service call but most of the service calls have always been rescheduled. We need to check whether this has been rescheduled due to unavailability of the technicians, schedule adherence of the technicians, or his previous service call have not been booked at all. By Combining the two QA and CSAT we have seen several changes to specfic campaigns adding other identifiers to measure customer satisfaction provided by their agents.
E.g. “ I have been a your customer for more than twenty years. I should not be treated like this by your company. I have been paying a lot for a service that doesn’t work. I have been calling your hotline to have a technician to come out here and check my cable wiring. I have been calling your customer service and yet my service calls have always been rescheduled. I want a refund on the months that I have paid in full and yet I do not have cable.” In the above customer comment, the non agent drivers that affect the customer dissatisfaction were: past experience, price, and quality of service. For Past Experience, customer said that she has been calling to have her cable wire look by a technician and yet all service call has always been rescheduled. We will have to check the client application and in house application like ACSR to check if the customer did really call and asked for a service call. Time frames when the customer called in will also be checked. For Price, customer said that she has been paying in full but her cable was out. Customer is paying for the services that she doesn’t use because it is not working. For Quality of Service, customer said that she has been calling the customer service hotline to schedule a service call but most of the service calls have always been rescheduled. We need to check whether this has been rescheduled due to unavailability of the technicians, schedule adherence of the technicians, or his previous service call have not been booked at all. By Combining the two QA and CSAT we have seen several changes to specfic campaigns adding other identifiers to measure customer satisfaction provided by their agents.
E.g. “ I have been a your customer for more than twenty years. I should not be treated like this by your company. I have been paying a lot for a service that doesn’t work. I have been calling your hotline to have a technician to come out here and check my cable wiring. I have been calling your customer service and yet my service calls have always been rescheduled. I want a refund on the months that I have paid in full and yet I do not have cable.” In the above customer comment, the non agent drivers that affect the customer dissatisfaction were: past experience, price, and quality of service. For Past Experience, customer said that she has been calling to have her cable wire look by a technician and yet all service call has always been rescheduled. We will have to check the client application and in house application like ACSR to check if the customer did really call and asked for a service call. Time frames when the customer called in will also be checked. For Price, customer said that she has been paying in full but her cable was out. Customer is paying for the services that she doesn’t use because it is not working. For Quality of Service, customer said that she has been calling the customer service hotline to schedule a service call but most of the service calls have always been rescheduled. We need to check whether this has been rescheduled due to unavailability of the technicians, schedule adherence of the technicians, or his previous service call have not been booked at all. By Combining the two QA and CSAT we have seen several changes to specfic campaigns adding other identifiers to measure customer satisfaction provided by their agents.
E.g. “ I have been a your customer for more than twenty years. I should not be treated like this by your company. I have been paying a lot for a service that doesn’t work. I have been calling your hotline to have a technician to come out here and check my cable wiring. I have been calling your customer service and yet my service calls have always been rescheduled. I want a refund on the months that I have paid in full and yet I do not have cable.” In the above customer comment, the non agent drivers that affect the customer dissatisfaction were: past experience, price, and quality of service. For Past Experience, customer said that she has been calling to have her cable wire look by a technician and yet all service call has always been rescheduled. We will have to check the client application and in house application like ACSR to check if the customer did really call and asked for a service call. Time frames when the customer called in will also be checked. For Price, customer said that she has been paying in full but her cable was out. Customer is paying for the services that she doesn’t use because it is not working. For Quality of Service, customer said that she has been calling the customer service hotline to schedule a service call but most of the service calls have always been rescheduled. We need to check whether this has been rescheduled due to unavailability of the technicians, schedule adherence of the technicians, or his previous service call have not been booked at all. By Combining the two QA and CSAT we have seen several changes to specfic campaigns adding other identifiers to measure customer satisfaction provided by their agents.
To wind up our presentation, I’d like to share 3 case studies with you from the Telecommunications, Food Service and Appliance – Parts and Repair businesses.
We support a major Telecommunications provider and through our Customer Satisfaction program, we determined that failure to provide first call resolution resulted in customer dissatisfaction 60% of the time. While many, many customers were getting their issues resolved on the first call, for those that didn’t, 60% became unhappy customers. Through customer satisfaction statements taken through survey recordings, we heard specific customers complaining about having o make multiple calls. In addition some dissatisfaction data was determined by analysis of previous contacts and through dissatisfied customer's account reviews. Our Satisfaction Team began an extremely detailed probe into the feasibility and cost to cross train all agents to be multiple skilled, to handle technical support, billing, collections, overdue payments, complex inquiries, and provisioning. So what we would end up with was a sort of Super agent. When our client was presented with the alternative of savings gained through training versus losses incurred through a reduced customer base, approval was given to proceed. What happened was that even as an increase in call volume spread across multiple sites, there was an increase in overall Customer Satisfaction scores. This proved to be an exceptional proposal that at once improved customer, client, and employee satisfaction.
In this instance we implemented Satisfaction surveys with a food products provider in a Canadian marketplace. We set targets of 85% very satisfied (5/5 for overall satisfaction) and 95% satisfied (4/5 or 5/5 for overall satisfaction). We quickly found that our biggest opportunity to improve customer satisfaction was through Agent Drivers, and through analysis of the calls where the consumer was not satisfied we found that we needed to put a greater emphasis on soft skills, and to not rush too quickly into the 'Business' requirements of the call. Based on this we approached the client and requested that the call length be increased to allow the agent more opportunity to work on the 'Human' elements. The client also immediately funded for some Training on the areas of tone, compassion, appreciation, sincere empathy, active listening, sensitivity, professionalism, loyalty, and word choices. We also implemented a Call Back process, which would allow us the opportunity to reach out to consumers after the original contact if through CSAT review we felt a second contact would benefit the customer. Within 30 days we were achieving our CSAT targets through a 10% increase in the measurement of Overall Satisfaction. We are proud to say we maintain these results over years of a successful partnership with the client. They could never imagine being without CSAT as a portion of how we gauge our business.
Customer Satisfaction Surveys were put in place as a means to determine agent and non agent satisfaction drivers for a Parts and Repair Client. We quickly determined that the level of equipment knowledge from the agents had an extremely large impact on dissatisfaction. Through analysis we determined it was related to moving the call along in an efficient manner and confidence level with the agents quickly recognizing and locating parts. This caused extremely large pockets of dead air and excessive hold times driving call times up and customer satisfaction down. It was also determined that there were two significant Non Agent dissatisfaction issues; Missed/Late/No Shows for appointments, and a lack of availability for Parts for delivery. Recursive Training was prepared and provided for the entire population to improve their level of knowledge with the wide range of products. We were also able to determine that empathy was a huge opportunity for us, and we immediately fed Employee Training Application and provided Recursive Training to all of the agents on how to be effective when adressing customer's concerns. Also for the non agent drivers, the information was cascaded to the client so that they could provided the necessary follow up to dispatch, and to determine the gaps in Parts availability to prevent customers from having to drive the warehouse to get the parts they need. This is working well as a means to get the feedback to the departments impacting customer satisfaction which are out of the agent's control, and are impacting customer loyalty.
Thanks Dan, for you sharing your knowledge with us. If anyone would like to have Dan contact you with more information about Transcom’s Quality Assurance Program just let me know and I’d be pleased to make the introductions. One more thing This webinar will be made available shortly on our website at www.transcom.com/northamerica Just click on the solutions tab for our whole catalogue of valuable information. All our webinars are there as well as white papers and of course our books Call Centers for Dummies and 23 Steps to an Effective Call Center. For every viewer of this webinar, just get in touch with me and I’ll let you know how you can get your own copy of one of our books absolutely free. Have a great day everyone. I hope to talk to you soon.