This document discusses a case study of Corptax, Inc improving their customer satisfaction through better troubleshooting. It describes how Corptax implemented a diagnostic troubleshooting process and training from Impact Learning Systems to improve employee troubleshooting skills. As a result, Corptax saw improvements in key metrics like resolution time, first contact resolution rates, and SLA achievement. The training also increased employee and customer satisfaction levels. Corptax has been recognized with several industry awards for excellence in support services.
First Contact Resolution (FCR) is at the top of the list for many organizations when it comes to the metrics they’re tracking. Also referred to as first-call resolution in contact centers where the primary mode of contact is by phone, FCR helps organizations track the efficiency with which their representatives are able to resolve customer issues.
It’s no great surprise that customers who call with any kind of question — billing, account status, product information, technical assistance, etc. — want their questions answered as quickly as possible. Companies share this goal, as faster resolution equates to lower support costs. For basic issues, this may be accomplished on the customer’s first inbound call; for more technical or complex issues, multiple contacts are often inevitable. Some issues require research and cannot be resolved on the spot. In either case, ongoing communication with the customer while the problem is being resolved is the critical factor.
Leaders in customer service know that every customer contact is a potential sales opportunity, a marketing opportunity, and an opportunity to strengthen a customer’s loyalty to their company. It is for these reasons that call quality is emphasized and monitored at these companies.
Call quality attempts to quantify customer satisfaction with the support received by phone. Unless one listens to both sides of a conversation, however, it’s impossible to know whether customers are receiving the type of quality service that includes accurate information, adherence to professional communication standards, and the feeling of being valued by the company.
Average call duration (ACD) is an easy benchmark to understand and an insightful metric to track. Whether it's tracked for a small group of Level 2 engineers or for a contact center of several hundred agents, this metric can provide insight into the efficiency of a support/service team.
ACD tracks the length of time a customer is on the phone. It's usually measured in minutes and is exclusive of any pre-call preparation or post-call documentation, typically referred to as "wrap." By measuring the duration of the call, organizations hope to find ways in which to improve the efficiency of the service they provide, thereby controlling costs and increasing customer satisfaction.
In a perfect world, customers would always be delighted with our products and services. In a slightly less-perfect world, frontline representatives would be able to handle any problem to a customer's full satisfaction.
Ours is a slightly less-perfect world than that. In the real world, we know that some issues will need to be escalated to higher tiers of management in the course of supporting our customers. Keeping the escalation rate low helps boost customer confidence in our products, service, and company, and supports overall customer satisfaction.
Motorola's Home & Networks Mobility Division worked with Impact Learning Systems and the Technology Services Industry Association to design a training program to improve customer communication scores and problem resolution rates. Over 150 Motorola employees completed online and in-person training modules focused on customer service skills. This resulted in a 10% rise in customer satisfaction scores and a 56% improvement in call resolution rates, allowing Motorola to surpass its service goals to customers.
Janina Arritola was hired as the Customer Support Manager for McKesson's Pharmacy Systems division to improve inconsistent service levels across different legacy systems. She implemented standardized processes, a centralized knowledge base, and training from Impact Learning Systems. Representatives received 16 hours of classroom training over 4 weeks on technical support excellence and reinforcement from supervisors. This initiative improved first contact resolution rates, decreased escalations, and increased customer satisfaction scores based on measurements taken one year later.
This document discusses a case study of Corptax, Inc improving their customer satisfaction through better troubleshooting. It describes how Corptax implemented a diagnostic troubleshooting process and training from Impact Learning Systems to improve employee troubleshooting skills. As a result, Corptax saw improvements in key metrics like resolution time, first contact resolution rates, and SLA achievement. The training also increased employee and customer satisfaction levels. Corptax has been recognized with several industry awards for excellence in support services.
First Contact Resolution (FCR) is at the top of the list for many organizations when it comes to the metrics they’re tracking. Also referred to as first-call resolution in contact centers where the primary mode of contact is by phone, FCR helps organizations track the efficiency with which their representatives are able to resolve customer issues.
It’s no great surprise that customers who call with any kind of question — billing, account status, product information, technical assistance, etc. — want their questions answered as quickly as possible. Companies share this goal, as faster resolution equates to lower support costs. For basic issues, this may be accomplished on the customer’s first inbound call; for more technical or complex issues, multiple contacts are often inevitable. Some issues require research and cannot be resolved on the spot. In either case, ongoing communication with the customer while the problem is being resolved is the critical factor.
Leaders in customer service know that every customer contact is a potential sales opportunity, a marketing opportunity, and an opportunity to strengthen a customer’s loyalty to their company. It is for these reasons that call quality is emphasized and monitored at these companies.
Call quality attempts to quantify customer satisfaction with the support received by phone. Unless one listens to both sides of a conversation, however, it’s impossible to know whether customers are receiving the type of quality service that includes accurate information, adherence to professional communication standards, and the feeling of being valued by the company.
Average call duration (ACD) is an easy benchmark to understand and an insightful metric to track. Whether it's tracked for a small group of Level 2 engineers or for a contact center of several hundred agents, this metric can provide insight into the efficiency of a support/service team.
ACD tracks the length of time a customer is on the phone. It's usually measured in minutes and is exclusive of any pre-call preparation or post-call documentation, typically referred to as "wrap." By measuring the duration of the call, organizations hope to find ways in which to improve the efficiency of the service they provide, thereby controlling costs and increasing customer satisfaction.
In a perfect world, customers would always be delighted with our products and services. In a slightly less-perfect world, frontline representatives would be able to handle any problem to a customer's full satisfaction.
Ours is a slightly less-perfect world than that. In the real world, we know that some issues will need to be escalated to higher tiers of management in the course of supporting our customers. Keeping the escalation rate low helps boost customer confidence in our products, service, and company, and supports overall customer satisfaction.
Motorola's Home & Networks Mobility Division worked with Impact Learning Systems and the Technology Services Industry Association to design a training program to improve customer communication scores and problem resolution rates. Over 150 Motorola employees completed online and in-person training modules focused on customer service skills. This resulted in a 10% rise in customer satisfaction scores and a 56% improvement in call resolution rates, allowing Motorola to surpass its service goals to customers.
Janina Arritola was hired as the Customer Support Manager for McKesson's Pharmacy Systems division to improve inconsistent service levels across different legacy systems. She implemented standardized processes, a centralized knowledge base, and training from Impact Learning Systems. Representatives received 16 hours of classroom training over 4 weeks on technical support excellence and reinforcement from supervisors. This initiative improved first contact resolution rates, decreased escalations, and increased customer satisfaction scores based on measurements taken one year later.
La Opinión, a California newspaper, was facing declining sales and revenue due to an untrained sales staff. Impact Learning Systems conducted a needs assessment and provided customized training programs to address the issues. The training programs focused on time management, consultative selling, and telemarketing skills. Following the training, La Opinión saw a 22% increase in advertising revenue and an 8.2% increase in circulation within six months, reversing the downward trends.
1) An health insurance plan in California wanted to improve customer satisfaction scores further and implemented a coach-the-coach program to help supervisors improve their monitoring and coaching skills.
2) Supervisors attended a training program and one supervisor then received additional coaching from an Impact coach to practice the new skills.
3) Representatives reporting to the coached supervisor scored 37.5% higher on monitoring forms compared to other teams, showing the effectiveness of the coach-the-coach program.
Call quality attempts to quantify customer satisfaction with the support received by phone. Unless one listens to both sides of a conversation, however, it’s impossible to know whether customers are receiving the type of quality service that includes accurate information, adherence to professional communication standards, and the feeling of being valued by the company.
http://www.impactlearning.com/resources/call%20quality/
Average call duration (ACD) is an easy benchmark to understand and an insightful metric to track. Whether it’s tracked for a small group of Level 2 engineers or for a contact center of several hundred agents, this metric can provide insight into the efficiency of a support/service team.
http://www.impactlearning.com/resources/average%20call%20duration/
Increasing Monitoring Scores with a Coach-the-Coach Program - A Success Story...Impact Learning Systems
Results: The representatives reporting to the supervisor who received coaching from Impact Learning Systems and the department manager scored 37.5% higher on their monitoring forms than did representatives from other teams.
The document discusses four keys to developing effective goals: 1) goals should be specific and measurable by answering what will be improved, by how much, and by when. 2) goals should be positive and state what will happen rather than what will not. 3) goals should be directed at results rather than attempts. 4) goals should have a reasonable chance of being obtained and start with small, incremental improvements.
La Opinión, a California newspaper, was facing declining sales and revenue due to an untrained sales staff. Impact Learning Systems conducted a needs assessment and provided customized training programs to address the issues. The training programs focused on time management, consultative selling, and telemarketing skills. Following the training, La Opinión saw a 22% increase in advertising revenue and an 8.2% increase in circulation within six months, reversing the downward trends.
1) An health insurance plan in California wanted to improve customer satisfaction scores further and implemented a coach-the-coach program to help supervisors improve their monitoring and coaching skills.
2) Supervisors attended a training program and one supervisor then received additional coaching from an Impact coach to practice the new skills.
3) Representatives reporting to the coached supervisor scored 37.5% higher on monitoring forms compared to other teams, showing the effectiveness of the coach-the-coach program.
Call quality attempts to quantify customer satisfaction with the support received by phone. Unless one listens to both sides of a conversation, however, it’s impossible to know whether customers are receiving the type of quality service that includes accurate information, adherence to professional communication standards, and the feeling of being valued by the company.
http://www.impactlearning.com/resources/call%20quality/
Average call duration (ACD) is an easy benchmark to understand and an insightful metric to track. Whether it’s tracked for a small group of Level 2 engineers or for a contact center of several hundred agents, this metric can provide insight into the efficiency of a support/service team.
http://www.impactlearning.com/resources/average%20call%20duration/
Increasing Monitoring Scores with a Coach-the-Coach Program - A Success Story...Impact Learning Systems
Results: The representatives reporting to the supervisor who received coaching from Impact Learning Systems and the department manager scored 37.5% higher on their monitoring forms than did representatives from other teams.
The document discusses four keys to developing effective goals: 1) goals should be specific and measurable by answering what will be improved, by how much, and by when. 2) goals should be positive and state what will happen rather than what will not. 3) goals should be directed at results rather than attempts. 4) goals should have a reasonable chance of being obtained and start with small, incremental improvements.