This document summarizes the key findings from a marketing research report on call center services provided by telecommunications companies and banks in Singapore. The research aimed to assess consumer satisfaction levels and identify areas for improvement. Key findings include:
- Most respondents were dissatisfied with call center operating hours. Consumers preferred 24-hour availability.
- Average wait times to speak to a representative were 1-5 minutes for both industries, though banks had slightly shorter waits.
- Call resolution times were typically 5-10 minutes for both, indicating room for faster problem solving.
- Longer wait times, call transfers, and inability to meet expectations correlated with lower satisfaction levels.
Customer satisfaction Analysis on NCC bank limited.Rizwan Khan
The organization commence its functions in the financial sector of the country as an investment company as named “National Credit & Commercial Bank Limited (NCCBL)” in 1985. For the greater impingement in financial market it coverts as a schedule bank as “National Credit and Commerce Bank Limited” in 1993.
Major Finding
About maximum of the customer rates this services as not satisfactory because of its availability and small array of product range.
Employees are always try to provide service as fast as possible, because Customer is the first priority.
Most of the people from the sample size are quite happy with Bank location of NCC Bank but it is not total satisfaction.
Majority responder are not satisfied with the facilities like ATM or Debit/Credit card.
Most of the responder are satisfied on the NCC bank service. NCC bank employees are firstly think that to provide the customer surety the account.
How to Develop a True Multi-Channel Contact Centretodd.lewis
The most talked about topic in the service and contact centre sector is the coming of the multi-channel service centre. Service centres have progressed from being call centres to contact centres (phone and email) to now being truly multi-channel with up to 14 different customer touch points.
But how do you develop a multi-channel contact centre? What are the benefits? What are the pitfalls? And which organisations have successfully implemented one?
Join this live, interactive and entertaining webinar with Dr. Catriona Wallace, director at callcentres.net, and learn how to successfully launch a multi-channel centre.
Attend this webinar to discover:
• Why it's critical to start transitioning to a multi-channel contact centre
• Three key steps to developing a true multi-channel contact centre
• First-hand insights from managers who have successfully implemented multi-channel strategies
• And more...
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.
Increasing Call Center Effectiveness with First Call ResolutionUpstream Works
First call resolution is the home run of call center measurements, but most people still don't do a very good job of understanding it and measuring it in an actionable way. This presentation will give you an introduction to the concepts and soem ideas for how you can start to measure things.
These slides all have recorded webinars with more detail. Feel free to contact me at Upstream Works for access.
Customers don’t care how you reach first call resolution (FCR) or how you measure it in the call center -- they just want you to achieve it. Learn tips for improving FCR as well as new processes that drive and actively sustain FCR success.
In this SlideShare, you will walk away with knowledge on how to:
Educate staff on the importance and impact of FCR
Train agents to effectively answer inquiries
Remove barriers hindering FCR achievement
Optimize workforce management processes
Roundtable: Best Practices in First Call Resolution (FCR) Sheri Greenhaus
Best Practices in First Call Resolution (FCR). Participants are Genesys, NICE Systems, OpenSpan and Virtual Hold Technology. Discussing first contact resolution, customer loyalty and predictive analytics.
Visit CRMXchange.com to join the premiere CRM community.
I will provide you with a systematic process to implement and sustain successful FCR in your company. The following aspects and areas should be considered in First Call Resolution analysis with the Six Sigma Methodology.
The document provides guidance on building an effective quality assurance program for contact centers, outlining the components and benefits of QA, best practices for developing evaluation forms, monitoring criteria, calibration processes, and mechanics like transaction selection, coaching, reporting and more. It aims to help contact center managers establish a formalized ongoing QA process to measure agent performance, improve consistency of customer interactions, and demonstrate a commitment to customers and agents.
Customer satisfaction Analysis on NCC bank limited.Rizwan Khan
The organization commence its functions in the financial sector of the country as an investment company as named “National Credit & Commercial Bank Limited (NCCBL)” in 1985. For the greater impingement in financial market it coverts as a schedule bank as “National Credit and Commerce Bank Limited” in 1993.
Major Finding
About maximum of the customer rates this services as not satisfactory because of its availability and small array of product range.
Employees are always try to provide service as fast as possible, because Customer is the first priority.
Most of the people from the sample size are quite happy with Bank location of NCC Bank but it is not total satisfaction.
Majority responder are not satisfied with the facilities like ATM or Debit/Credit card.
Most of the responder are satisfied on the NCC bank service. NCC bank employees are firstly think that to provide the customer surety the account.
How to Develop a True Multi-Channel Contact Centretodd.lewis
The most talked about topic in the service and contact centre sector is the coming of the multi-channel service centre. Service centres have progressed from being call centres to contact centres (phone and email) to now being truly multi-channel with up to 14 different customer touch points.
But how do you develop a multi-channel contact centre? What are the benefits? What are the pitfalls? And which organisations have successfully implemented one?
Join this live, interactive and entertaining webinar with Dr. Catriona Wallace, director at callcentres.net, and learn how to successfully launch a multi-channel centre.
Attend this webinar to discover:
• Why it's critical to start transitioning to a multi-channel contact centre
• Three key steps to developing a true multi-channel contact centre
• First-hand insights from managers who have successfully implemented multi-channel strategies
• And more...
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.
Increasing Call Center Effectiveness with First Call ResolutionUpstream Works
First call resolution is the home run of call center measurements, but most people still don't do a very good job of understanding it and measuring it in an actionable way. This presentation will give you an introduction to the concepts and soem ideas for how you can start to measure things.
These slides all have recorded webinars with more detail. Feel free to contact me at Upstream Works for access.
Customers don’t care how you reach first call resolution (FCR) or how you measure it in the call center -- they just want you to achieve it. Learn tips for improving FCR as well as new processes that drive and actively sustain FCR success.
In this SlideShare, you will walk away with knowledge on how to:
Educate staff on the importance and impact of FCR
Train agents to effectively answer inquiries
Remove barriers hindering FCR achievement
Optimize workforce management processes
Roundtable: Best Practices in First Call Resolution (FCR) Sheri Greenhaus
Best Practices in First Call Resolution (FCR). Participants are Genesys, NICE Systems, OpenSpan and Virtual Hold Technology. Discussing first contact resolution, customer loyalty and predictive analytics.
Visit CRMXchange.com to join the premiere CRM community.
I will provide you with a systematic process to implement and sustain successful FCR in your company. The following aspects and areas should be considered in First Call Resolution analysis with the Six Sigma Methodology.
The document provides guidance on building an effective quality assurance program for contact centers, outlining the components and benefits of QA, best practices for developing evaluation forms, monitoring criteria, calibration processes, and mechanics like transaction selection, coaching, reporting and more. It aims to help contact center managers establish a formalized ongoing QA process to measure agent performance, improve consistency of customer interactions, and demonstrate a commitment to customers and agents.
Learn about why First Call Resolution is the KING of all call center metrics with our FCR PowerPoint (PPT) slide deck. The FCR PPT slides cover the definition, its benefits, measuring it, and tips for improving it. The FCR PPT slides provide great insights into strategies, operating philosophy, why it is important, what is a good FCR rate, and best practices for improving. www.sqmgroup.com
The document discusses the importance of first contact resolution (FCR) for customer service. It provides definitions of FCR and FLR (first level resolution) and notes that a 1% increase in FCR can result in a 0.64% increase in customer satisfaction. It also discusses how to improve FCR rates through tools like knowledge management systems, self-service options, and empowering front-line agents to resolve issues independently. Regular measurement of metrics like FCR, customer satisfaction, and cost per call is emphasized to continuously improve service delivery.
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.
Chrs & Kevin Cust Satisfaction Final Copyguest16f30e
The document summarizes a study on customer satisfaction with an aerial device repair business. A survey was conducted of 150 customers to understand satisfaction levels with factors like repair speed, communication, estimates, and technical ability. Analysis found the most important factors were phone communication, repair time, and technical ability. Overall satisfaction was below neutral, and recommendations include improving communication skills, reducing repair times, and following up with another survey.
Chrs & Kevin Cust Satisfaction Final Copyguest16f30e
The document summarizes a study on customer satisfaction with an aerial device repair business. A survey was conducted of 150 customers to understand satisfaction levels with factors like repair speed, communication, estimates, and technical ability. Analysis found the most important factors were phone communication, repair time, and technical ability. Overall satisfaction was below neutral, suggesting customers were dissatisfied. Recommendations include improving employee communication skills, reducing repair times, and conducting follow-up surveys.
Performance Based First Contact ResolutionUpstream Works
This document discusses improving call center performance through first call resolution (FCR) based management. It recommends tracking every call, identifying the caller and call reason. This allows assessing agent performance based on their solve rates for specific call types. Agents can then be coached based on best and worst examples. Tracking all interactions provides a comprehensive view to identify patterns and opportunities to improve customer experience, agent satisfaction and business processes through FCR.
The unfulfilled promise of CRM was to capture customer interactions with your business. This gap is filled by using business interaction management. See how interaction capture and management can drive signifcant improvement for FCR.
How to Systematically Improve First Contact ResolutionUpstream Works
FCR is a quality process. Improve agent performance systematically along with the bottom line.
These slides all have recorded webinars with more detail. Feel free to contact me at Upstream Works for access.
Customer Service Quality at Weill Cornell Medical College IT Call CenterJohn Scrugham
End-of-summer presentation for the Customer Service Quality Project. It's mission was to determine what the Weill Cornell technology users thought of the IT Call Center's service and what areas to improve customer satisfaction
The document summarizes a Lean London Forum event held on February 11, 2010. The event aimed to create an environment for sharing lean solutions in the NHS, discuss lean's strengths and weaknesses in the current NHS climate, and network with new colleagues. The agenda included presentations on challenges implementing lean clinically, defining value in lean, and applying lean to pharmaceutical drug supply processes. The document provides details of the presentations and discussions around applying lean principles in healthcare.
To succeed in a highly competitive market businesses strive hard to provide customer service through a contact center or a call center. But, setting up a call center division internally can put a huge financial burden on the company which might in turn compromise its quality of customer care. The presentation deals with the methods that businesses can adopt to reduce call center costs.
Invensis Technologies provides effective Customer Care Call Center Outsourcing Services that will be highly beneficial in creating satisfied and loyal client base that will ensure positive referrals for your business. By partnering with Invensis technologies, you will be able to build the brand value of your business and implement an effective Customer Relationship Management (CRM) strategy. (http://www.invensis.net).
Invensis Technologies is an ISO certified and a leading Call Center Outsourcing Company that effectively addresses all the needs of your customers through various services such as billing support, order management and processing, claims processing, returns and refunds, service dispatch and delivery. For more details please visit:
http://www.invensis.net/call-center-outsourcing/outsource-customer-care-call-center-services.php
To find out more about our services and benefits of partnering with us, please contact us at sales{at}invensis{dot}net or you can call us from US +1(302)-261-9036 ; UK +44 203 411 0183 ; AUS +61 3 8820 5183 ; IND +91 80 41155233.
Past and present | 25 years of Service Desk KPIsMetricNet
In this presentation, viewers will learn about the most common service desk KPIs, changing averages in service desk performance, the evolution of KPIs, the holistic discipline of performance measurement and management, and what today’s KPIs tell us about the future.
Average Handle Time: How to reduce yours and improve customer satisfaction!eakoehler
This web-based training teaches bankers strategies to reduce their Average Handle Time (AHT) when assisting customers over the phone. Trainees will practice these skills on simulated calls and then apply them to real customer calls. Some strategies covered are having all needed resources available before calls, actively listening to customers, using call management skills, using speed dial features, and asking for supervisor help when needed. Trainees' goals are to achieve AHTs of 250 seconds or less through call simulations and applying these strategies. Lower AHTs will lead to better performance, higher customer satisfaction, and increased bonuses.
11 Ways to Help You Improve First Call ResolutionTalkdeskInc
https://www.talkdesk.com/resources/webinars/
Today’s customers expect businesses to effortlessly resolve their issues with speed and accuracy.
Use these tips to help you improve first call resolution (FCR) within your call center and give your customers the service and support they demand.
Talkdesk
Cloud-Based Call Center Software
www.talkdesk.com/free-trial
Managed Service at Indonesia Telecommunication IndustryYudianto -
The document discusses the theory and implementation of managed services in the telecommunications industry. It notes that traditionally telecom operators controlled end-to-end operations but that managed services are now shifting to improve customer experience, increase revenue, and reduce costs. The value of the global managed services market in 2013 was $2.59 billion, third largest after financial and manufacturing services. Key drivers for managed services are improving operational expenses, reducing costs, and enhancing customer experience. The document also examines the adoption of managed services in Indonesia and provides an example analysis of one company's experience.
App-Retention Mobile-CRM Kundenbindung im Kontext Mobile Olaf Grüger Go eComm...Olaf Grueger
App-Retention / Mobile-CRM oder: Kundenbindung im Kontext Mobile.
Derzeit wird viel Geld in ASO (App-Store Optimization) investiert, auf CTD (Click to Download) Kampagnen und Installs optimiert. Die Nutzung der Apps wird aber nicht betrachtet.
Die Herausforderung besteht in den vielen Apps, die nicht alle auf den Homescreen passen. Zahlen / KPIs für App-Erstnutzung, App-Nutzung, Frequenz, App User Retention, Kosten Mobile CRM sind unbekannt.
In-App-Overlay Formate, Push Notifications, Opt-in Mechanismen, Mobile Retargeting, Onboarding Dialoge, In-App Retargeting, The 7 Rules of Good Push, Kombination von eMail und Push, Verlinkung aus eMail in App oder zur mobile Website?, Push & Display working in parallel.
Mit Beispielen von: ad4screen, capptain, little postman, 360dialog, localytics, bitkom, Destimo, Flurry, URX, pushio, xtify, apptentive, swrve, urban airship, app annie
This document discusses Optus' need to evolve its brand to stay competitive in a changing market. It notes that Optus is now competing in a global market against new competitors, rather than just domestic rivals. Various initiatives and campaigns that Optus plans to undertake in 2016 are highlighted, with the goal of transforming brand perceptions. Consumer research shows that the Australian population can be segmented into three distinct generations based on their technology adoption and usage. The document advocates that Optus should focus on selling the problems it solves for customers rather than just focusing on products.
Singtel presentation at inclusive business forum 26 feb 2016Andrew Buay
Presentation and panel discussion on disability employment. The presentation provides an overview of SingTel's strategic and holistic approach toward supporting disability skills development and employment as part of SingTel's community CSR approach.
Telecommunication Services for High Rise BuildingsPang Shuen
The document discusses telecommunication services for high-rise buildings. It introduces telecommunication systems and challenges in high-rise buildings like fire safety and efficient service. It covers applications like fiber optics and copper cables. It also discusses structured cabling systems, main distribution frames, telecom rooms, and network architectures. Finally, it examines potential problems like damage to cables, maintenance issues, and space shortages as well as examples of cable types. A case study on the Petronas Twin Towers elaborates on its sophisticated internal telecom infrastructure designed to support worldwide operations.
Learn about why First Call Resolution is the KING of all call center metrics with our FCR PowerPoint (PPT) slide deck. The FCR PPT slides cover the definition, its benefits, measuring it, and tips for improving it. The FCR PPT slides provide great insights into strategies, operating philosophy, why it is important, what is a good FCR rate, and best practices for improving. www.sqmgroup.com
The document discusses the importance of first contact resolution (FCR) for customer service. It provides definitions of FCR and FLR (first level resolution) and notes that a 1% increase in FCR can result in a 0.64% increase in customer satisfaction. It also discusses how to improve FCR rates through tools like knowledge management systems, self-service options, and empowering front-line agents to resolve issues independently. Regular measurement of metrics like FCR, customer satisfaction, and cost per call is emphasized to continuously improve service delivery.
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.
Chrs & Kevin Cust Satisfaction Final Copyguest16f30e
The document summarizes a study on customer satisfaction with an aerial device repair business. A survey was conducted of 150 customers to understand satisfaction levels with factors like repair speed, communication, estimates, and technical ability. Analysis found the most important factors were phone communication, repair time, and technical ability. Overall satisfaction was below neutral, and recommendations include improving communication skills, reducing repair times, and following up with another survey.
Chrs & Kevin Cust Satisfaction Final Copyguest16f30e
The document summarizes a study on customer satisfaction with an aerial device repair business. A survey was conducted of 150 customers to understand satisfaction levels with factors like repair speed, communication, estimates, and technical ability. Analysis found the most important factors were phone communication, repair time, and technical ability. Overall satisfaction was below neutral, suggesting customers were dissatisfied. Recommendations include improving employee communication skills, reducing repair times, and conducting follow-up surveys.
Performance Based First Contact ResolutionUpstream Works
This document discusses improving call center performance through first call resolution (FCR) based management. It recommends tracking every call, identifying the caller and call reason. This allows assessing agent performance based on their solve rates for specific call types. Agents can then be coached based on best and worst examples. Tracking all interactions provides a comprehensive view to identify patterns and opportunities to improve customer experience, agent satisfaction and business processes through FCR.
The unfulfilled promise of CRM was to capture customer interactions with your business. This gap is filled by using business interaction management. See how interaction capture and management can drive signifcant improvement for FCR.
How to Systematically Improve First Contact ResolutionUpstream Works
FCR is a quality process. Improve agent performance systematically along with the bottom line.
These slides all have recorded webinars with more detail. Feel free to contact me at Upstream Works for access.
Customer Service Quality at Weill Cornell Medical College IT Call CenterJohn Scrugham
End-of-summer presentation for the Customer Service Quality Project. It's mission was to determine what the Weill Cornell technology users thought of the IT Call Center's service and what areas to improve customer satisfaction
The document summarizes a Lean London Forum event held on February 11, 2010. The event aimed to create an environment for sharing lean solutions in the NHS, discuss lean's strengths and weaknesses in the current NHS climate, and network with new colleagues. The agenda included presentations on challenges implementing lean clinically, defining value in lean, and applying lean to pharmaceutical drug supply processes. The document provides details of the presentations and discussions around applying lean principles in healthcare.
To succeed in a highly competitive market businesses strive hard to provide customer service through a contact center or a call center. But, setting up a call center division internally can put a huge financial burden on the company which might in turn compromise its quality of customer care. The presentation deals with the methods that businesses can adopt to reduce call center costs.
Invensis Technologies provides effective Customer Care Call Center Outsourcing Services that will be highly beneficial in creating satisfied and loyal client base that will ensure positive referrals for your business. By partnering with Invensis technologies, you will be able to build the brand value of your business and implement an effective Customer Relationship Management (CRM) strategy. (http://www.invensis.net).
Invensis Technologies is an ISO certified and a leading Call Center Outsourcing Company that effectively addresses all the needs of your customers through various services such as billing support, order management and processing, claims processing, returns and refunds, service dispatch and delivery. For more details please visit:
http://www.invensis.net/call-center-outsourcing/outsource-customer-care-call-center-services.php
To find out more about our services and benefits of partnering with us, please contact us at sales{at}invensis{dot}net or you can call us from US +1(302)-261-9036 ; UK +44 203 411 0183 ; AUS +61 3 8820 5183 ; IND +91 80 41155233.
Past and present | 25 years of Service Desk KPIsMetricNet
In this presentation, viewers will learn about the most common service desk KPIs, changing averages in service desk performance, the evolution of KPIs, the holistic discipline of performance measurement and management, and what today’s KPIs tell us about the future.
Average Handle Time: How to reduce yours and improve customer satisfaction!eakoehler
This web-based training teaches bankers strategies to reduce their Average Handle Time (AHT) when assisting customers over the phone. Trainees will practice these skills on simulated calls and then apply them to real customer calls. Some strategies covered are having all needed resources available before calls, actively listening to customers, using call management skills, using speed dial features, and asking for supervisor help when needed. Trainees' goals are to achieve AHTs of 250 seconds or less through call simulations and applying these strategies. Lower AHTs will lead to better performance, higher customer satisfaction, and increased bonuses.
11 Ways to Help You Improve First Call ResolutionTalkdeskInc
https://www.talkdesk.com/resources/webinars/
Today’s customers expect businesses to effortlessly resolve their issues with speed and accuracy.
Use these tips to help you improve first call resolution (FCR) within your call center and give your customers the service and support they demand.
Talkdesk
Cloud-Based Call Center Software
www.talkdesk.com/free-trial
Managed Service at Indonesia Telecommunication IndustryYudianto -
The document discusses the theory and implementation of managed services in the telecommunications industry. It notes that traditionally telecom operators controlled end-to-end operations but that managed services are now shifting to improve customer experience, increase revenue, and reduce costs. The value of the global managed services market in 2013 was $2.59 billion, third largest after financial and manufacturing services. Key drivers for managed services are improving operational expenses, reducing costs, and enhancing customer experience. The document also examines the adoption of managed services in Indonesia and provides an example analysis of one company's experience.
App-Retention Mobile-CRM Kundenbindung im Kontext Mobile Olaf Grüger Go eComm...Olaf Grueger
App-Retention / Mobile-CRM oder: Kundenbindung im Kontext Mobile.
Derzeit wird viel Geld in ASO (App-Store Optimization) investiert, auf CTD (Click to Download) Kampagnen und Installs optimiert. Die Nutzung der Apps wird aber nicht betrachtet.
Die Herausforderung besteht in den vielen Apps, die nicht alle auf den Homescreen passen. Zahlen / KPIs für App-Erstnutzung, App-Nutzung, Frequenz, App User Retention, Kosten Mobile CRM sind unbekannt.
In-App-Overlay Formate, Push Notifications, Opt-in Mechanismen, Mobile Retargeting, Onboarding Dialoge, In-App Retargeting, The 7 Rules of Good Push, Kombination von eMail und Push, Verlinkung aus eMail in App oder zur mobile Website?, Push & Display working in parallel.
Mit Beispielen von: ad4screen, capptain, little postman, 360dialog, localytics, bitkom, Destimo, Flurry, URX, pushio, xtify, apptentive, swrve, urban airship, app annie
This document discusses Optus' need to evolve its brand to stay competitive in a changing market. It notes that Optus is now competing in a global market against new competitors, rather than just domestic rivals. Various initiatives and campaigns that Optus plans to undertake in 2016 are highlighted, with the goal of transforming brand perceptions. Consumer research shows that the Australian population can be segmented into three distinct generations based on their technology adoption and usage. The document advocates that Optus should focus on selling the problems it solves for customers rather than just focusing on products.
Singtel presentation at inclusive business forum 26 feb 2016Andrew Buay
Presentation and panel discussion on disability employment. The presentation provides an overview of SingTel's strategic and holistic approach toward supporting disability skills development and employment as part of SingTel's community CSR approach.
Telecommunication Services for High Rise BuildingsPang Shuen
The document discusses telecommunication services for high-rise buildings. It introduces telecommunication systems and challenges in high-rise buildings like fire safety and efficient service. It covers applications like fiber optics and copper cables. It also discusses structured cabling systems, main distribution frames, telecom rooms, and network architectures. Finally, it examines potential problems like damage to cables, maintenance issues, and space shortages as well as examples of cable types. A case study on the Petronas Twin Towers elaborates on its sophisticated internal telecom infrastructure designed to support worldwide operations.
This document provides an analysis of Singapore's business environment using PEST (Political, Economic, Social, and Technological) factors. It discusses Singapore's supportive political and legal structures like various government agencies that help businesses. It also describes Singapore's strong and corruption-free enforcement environment. The document then analyzes Singapore's economy, highlighting factors like productivity, exchange rates, and monetary/fiscal policies. It concludes by noting Singapore's transition from manufacturing to services. The summary focuses on the key factors and conclusions discussed in the document.
Optus is Australia's second largest telecommunications company. It has seen consistent revenue growth from 2003-2007, with operating expenses maintained below 75% of revenue. Key factors contributing to Optus' profitability include controlling expenses, increasing revenue per employee through productivity, infrastructure investments, competitive pricing and new products. Potential risks include rising operating costs, decreased employee productivity, under-investment in infrastructure, lack of competitive pricing and new products. Business intelligence on these factors can be obtained from annual reports, government data, surveys and research reports to minimize risks to Optus' profits.
This document provides an overview of basic telecommunication concepts. It defines telecommunication as the transmission of information that allows communication over distance. Examples of telecommunication systems include telephone, satellite, mobile cellular, radar/sonar, and microwave radio. The key components of a telecommunication system are a transmitter that converts a message into a signal, a transmission medium that carries the signal, and a receiver that converts the signal back into usable information.
Édouard Estaunié coined the term "télécommunication" in 1904 from the Greek prefix "tele-" meaning "far off" and the Latin word "communicare" meaning "to share". The first commercial electrical telegraph was constructed in 1839 and the first commercial telephone services began in the late 1870s. Today, Bharti Airtel is India's largest telecommunications company with over 300 million subscribers across its mobile, fixed line, high speed broadband and DTH services. Airtel continues to invest heavily in expanding its network across India with a goal of covering 95% of the population by 2010.
The document discusses networking and telecommunications. It provides an overview of network basics including why organizations use networks, advantages of networks over standalone computers, and common network types including local area networks (LANs), metropolitan area networks (MANs), and wide area networks (WANs). It also covers network architectures, topologies, protocols, media, and security considerations.
Full Presentation - Copthorne Hotel Slough 07/10/2014mfraser1976
The presentation discusses the importance of first contact resolution for businesses. It notes that 86% of customers will quit doing business with a company due to a bad customer experience. It also states that 60% of repeat calls are due to issues with business processes or agent training. The presentation provides tips on how companies can improve their first contact resolution rates, such as educating agents, monitoring calls, and setting incentives. It also shares a case study of how logistics company Wolseley UK improved customer satisfaction and retention through focusing on first contact resolution.
The SID (SOC Intermediary Desk) acts as a bridge between first and second tier support teams in the SOC (Security Operations Center) environment. It aims to handle all incidents and cases within 24 hours and 12 hours respectively. This is to ensure that important cases are prioritized and unnecessary work is not passed to the SOC teams. Implementing the SID is expected to improve customer experience metrics like FCR, NPS, and reduce process times based on a VOC analysis showing current poor ratings. It will combat current challenges by properly filtering and prioritizing cases. Its success is forecast to increase positive feedback and decrease negative feedback over time.
- The document discusses factors influencing customers' selection of HDFC Bank in Surat City. It analyzes demographic factors and key criteria customers consider like branch location, brand and trust, staff conduct, and recommendations.
- A survey of 207 customers found the most important factors were convenient branch/ATM location and bank reputation. Customers mostly use savings/current accounts and debit cards.
- The majority prefer private banks and are unlikely to change banks. Self-employed and salaried individuals showed the highest likelihood of opening an HDFC account. Easy accessibility was the top factor for investment choices.
This document outlines best practices for performance measurement in call centers to maximize efficiency and quality. It discusses 15 key metrics for call centers, including service level, agent schedule adherence, active and waiting calls, first call resolution, call abandonment, average handling time, customer satisfaction, contact quality, forecast accuracy, net promoter score, staff turnover/retention, blockage, staff shrinkage, up-sell/cross-sell rate, and cost per call. For each metric, the document defines the metric and provides tips to effectively measure and manage performance. The overall aim of the document is to help call centers understand the important metrics to track to improve their operations.
Increasing Revenue Through Improved Customer ExperienceQuEST Forum
This document discusses HKT's customer experience transformation journey in Hong Kong's highly competitive telecommunications market. It outlines initiatives such as establishing customer service centers, implementing a customer experience committee, and partnering with a solutions provider to improve processes. Examples are given of initiatives like empowering frontline staff to resolve billing inquiries faster, prioritizing maintenance to reduce complaints, and involving customers in testing to improve coverage. As a result, HKT saw increases in customer satisfaction, revenue, and market share along with reductions in churn and complaint rates. Key success factors included management commitment, employee motivation, focus on key metrics, and support from an experienced partner.
Customer Satisfaction Analysis on Online Banking Services of Southeast Bank Ltdkhan shamim
- The document analyzes customer satisfaction with the online banking services of Southeast Bank Ltd. in Bangladesh. It discusses the bank's services, provides data on customer demographics and levels of satisfaction with different aspects of the online banking.
- The data shows most customers are satisfied with the ease of use, reliability, and speed of responses. However, many are dissatisfied with the number of ATM booths and usability of the bank's website.
- Recommendations include targeting students to increase online users, expanding the ATM network, and improving website information and design. The conclusion states online banking improves efficiency and services, though it requires changes to banks' roles and customer relationships.
The document discusses implementing an integrated service desk to improve customer experience and operational efficiency. Currently, service requests are handled ad-hoc without consolidation or prioritization, resulting in mixed customer experiences and succession risks. The proposal recommends adopting best practices like knowledge management, improved agent desktop tools, and increased support channels to achieve a target 68% first contact resolution rate. A phased approach is outlined, with initial focus on integrating phone, email, and a knowledge base to reduce call volumes and costs while improving agent productivity and customer satisfaction.
How to reduce customer churn?
There are many ways to do that. First of all, customers should trust you. Sound easy but in the end, it’s extremely hard for a brand to gain trust. The market is very competitive and customers requirements are constantly growing. If you interesting about customer churn and how to stop it, we created a report about it.
1) Traditional facilities management models rely too heavily on manual processes and lack transparency, which prevents effective measurement, management, and value.
2) A new approach is needed that establishes standard metrics, captures real-time data at its source, and provides a comprehensive data set for analysis and benchmarking.
3) This allows facilities management to be accurately measured, continuously improved, and compliance ensured, building trust between clients and providers.
How to transform your customer experience by making your customer service pro...BrightCultures
Traditionally customer service is reactive, but reactive customer service is both expensive and un-engaging. Meanwhile, proactive customer service offers cost savings and customer engagement opportunities.
This white paper highlights the business case for offering proactive customer service, showcases some great examples of organisations already doing this, how they are benefiting and outlines a process for getting started and for developing ideas and initiatives for improvement.
Customers want transparency, speed, and empathetic support. The phone is uniquely positioned to provide all three. This presentation reviews vital statistics related to phone support as well as how your team can optimize for success.
Building Critical Connections: Partnership with Minnesota’s Small Business an...Ann Treacy
CTC is a telecommunications cooperative that provides TV, phone, internet, and IT services to residential and business customers across Minnesota. Employees and customers of CTC identified several key expectations for the provider, including reliable network and customer service, excellent response times, affordable pricing, and strong communication. An analysis by Avtex, a consultant, found that CTC could improve the customer experience by providing more transparency around service details, appointments, pricing, and bills. They also recommended streamlining internal processes and developing self-service options to reduce customer frustrations.
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Similar to Market Research Project with CASE on Singapore Telecommunication Service Providers Call Centre (20)
Market Research Project with CASE on Singapore Telecommunication Service Providers Call Centre
1. Marketing Research
Consumers Association of Singapore
Prepared By:
Audry Chan (S10082077F)
Jean Teo (S10068366G)
Ong Xin Yi (S10077844F)
Pee Kim Tiow (S10064222B)
2. Table of Contents
I. Problem Definition
II. Research Objectives
III. Data Analysis
IV. Cross Tabulations
V. Limitations
VI. Conclusions
VII. Recommendations
3. I. Problem Definition
• Should CASE recommend the various
telecommunications service providers and banks to
improve their call centre services?
Research Problems
• Determine the satisfaction level of consumers with
call centre services provided by
telecommunication service provider and banks.
• Investigate the reasons why consumers are satisfied
or not satisfied.
• Determine what improvements can be made to
increase consumers’ satisfaction level.
4. I. Problem Definition
• How can CASE recommend ways to improve the
services provided by the call centre representatives of
the various telecommunications service providers and
banks?
Research Problems
• Determine how call centre officers of
telecommunication service providers and banks should
conduct themselves.
• Find out whether call centre officers of
telecommunication service providers and banks deliver
the services that they promised.
• Determine the ways that call centre officers of
telecommunication service providers and banks can
improve consumers’ experience.
5. II. Research Objectives
• Find out whether consumers (aged 16 -55) are generally
satisfied with the services provided by telecommunication
service providers and banks.
• Find out what are the consumers’ expectations of
telecommunication service providers and banks.
• Find out the way call centre officers of
telecommunication service providers and banks should
serve the consumers.
• Find out whether consumers prefer to use the service of
call centre of telecommunication service providers and
banks or visit an outlet or branch to solve their problems
and enquiries.
• Compare the services provided by call centre of
telecommunication service providers and banks.
7. A3a. Are you satisfied with the operating hours of
the call centres?
18%
22%
82%
78%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
Bank
Teleco
Yes
No
Result: Most of the respondents are not
satisfied with the operating hours of both the
telco and bank call centre services
8. A3b. What are the opening hours of call centres?
Know
43%
Don'ʹt
Know
57%
Bank
Know
42%
Don'ʹt
Know
58%
Telco
Result: A large percentage of the
respondents do not know the opening
hours of the call centres.
Implication: Need to educate customer
on the opening hours of call centre
9. A3c. What are the operating hours you would like
to see the call centres operating?
Bank
Teleco
7.80%
6.30%
41.90%
42.80%
50.30%
50.90%
Office hours
Extended Office Hours
24 Hours
Results:
Consumers
prefer call
centre to
operate 24
hours.
Implications: Need to
increase the operating
to 24 hours.
10. Current Operating Hours
Banks
Operating hours
Posb /dbs
9am-‐‑5.30pm (mon-‐‑fri)
9am-‐‑12.30pm (sat, exculding
public holiday)
United Overseas Bank
24 hours
Citi Bank
24 hours
Overseas Chinese Banking
Corporation
8am-‐‑10pm(excluding public
holidays
12.
G2. What other call centre services should be provided
by telecommunication providers and banks?
16
21
19
61
Provide more information on products
Provide more information on services
Improve call centre representatives'ʹ
services
Improve call centres'ʹ services
13. H5. Under what circumstances do you prefer a call
centre to the physical store outlet? Why?
328
49
274
25
89
191
Convenience
Avoid crowd
Simple
enquiries
Before/after
physical
stores'ʹ
operating
hours
Urgency
Time saving
Number of respondents
15. User’s first approach
• Association between age and first approach
153
167
200
184
45
46
46
59
18
29
18
19
3
7
7
3
16-‐‑25
26-‐‑35
36-‐‑45
46-‐‑55
Call Centre
Physical Store Outlet
Email
Others
16. User’s expectation
• Association between call transfer and expectation
of bank call centre services
29
21
20
2
12
282
210
64
13
28
8
6
2
0
1
No
Once
Twice
Thrice
More than 3
times
Did not meet expectations
Met expectations
Exceeded expectations
17. User’s expectation
• Association between call transfer and expectation
of telco call centre services
58
32
34
9
27
216
173
86
16
24
16
5
2
1
No
Once
Twice
Thrice
More than 3
times
Did not meet expectations
Met expectations
Exceeded expectations
18. User’s expectation
• Association between waiting time and expectation
of bank call centre services
5
32
28
20
66
342
122
67
2
11
2
5
Less than 1min
1-‐‑5mins
6-‐‑10mins
More than
10mins
Did not meet expectations
Met expectations
Exceeded expectations
19. User’s expectation
• Association between waiting time and expectation
of telco call centre services
5
45
46
64
66
259
113
77
9
10
3
5
Less than 1 min
1-‐‑5 mins
6-‐‑10 mins
More than 10
mins
Did not meet expectations
Met expectations
Exceeded expectations
20. Comparison of Waiting
Time
10%
11%
55%
45%
22%
23%
13%
21%
Bank
Teleco
Less than 1 min
1 to 5 min
6 to 10 min
more than 10 min
Result: Average waiting time of
both call centre is 1 to 5 min.
Implication: Call centres should
improve on the waiting time of
the call to be less than 5 mins
Comparison: Bank has shorter waiting time.
21. User’s expectations
• Association between time taken for call
representative to solve problem and expectation of
bank call centre services
11
23
19
6
1
8
9
8
108
301
116
26
18
11
14
2
9
7
1
0
0
0
0
0
Did not meet expectations
Met expectations
Exceeded expectations
22. User’s expectations
• Association between time taken for call
representative to solve problem and expectation of
telco call centre services
15
31
32
14
17
12
13
26
93
217
126
27
20
17
12
3
9
10
4
1
1
0
0
0
Did not meet expectations
Met expectations
Exceeded expectations
23. Comparison of Time Taken to
Resolve the Problem
18.3%
16.9%
47.4%
36.8%
19.5%
23.0%
4.6%
6.0%
2.7%
5.4%
2.7%
4.1%
3.3%
3.6%
1.4%
4.1%
0.0%
10.0%
20.0%
30.0%
40.0%
50.0%
Bank
Teleco
Unresolved
More than 1 day
Next day
More than 30 min
21 to 30 min
11 to 20 min
5 to 10 min
Less than 5 min
Result: Both call centres
take about 5 to 10 min to
resolve problems
Implication: Need to reduce time
taken to solve problem
24. Waiting Time Satisfaction
• Association between hanging up due to long
waiting time and satisfaction with overall waiting
time of bank call centre services
192
262
222
23
Yes
No
Have you ever hung up the phone before speaking to a
call centre representative due to long waiting time?
Satisfied
Unsatisfied
25. Waiting Time Satisfaction
• Association between hanging up due to long
waiting time and satisfaction with overall waiting
time of telco call centre services
203
177
292
29
Yes
No
Have you ever hung up the phone before speaking to a call
centre representative due to long waiting time?
Satsfied
Unsatisfied
26. Waiting Time Satisfaction
• Association between waiting time to speak to call
representative and satisfaction with overall waiting
time of bank call centre services
63
301
70
20
10
84
82
69
Less than 1 min
1-‐‑5 mins
6-‐‑10 mins
More than 10
mins
Satisfied
Unsatisfied
27. Waiting Time Satisfaction
• Association between waiting time to speak to call
representative and satisfaction with overall waiting
time of telco call centre services
72
233
61
14
9
80
100
131
Less than 1 min
1-‐‑5 mins
6-‐‑10 mins
More than 10
mins
Satisfied
Unsatisfied
28. Waiting Time satisfaction
• Association between satisfaction of overall waiting
time and importance of shorter waiting time to be
connected to representative of bank call centre
services
3
22
111
143
175
1
6
28
73
137
Least
Important
Somewhat
Important
Important
Very
Important
Extremely
Important
Satisfied
Unsatisfied
29. Waiting Time satisfaction
• Association between satisfaction of overall waiting
time and importance of shorter waiting time to be
connected to representative of telco call centre
services
3
23
84
141
125
3
7
34
84
188
Least
Important
Somewhat
Important
Important
Very
Important
Extremely
Important
Satisfied
Unsatisfied
30. Hang up
• Association between hanging up due to long
waiting time for the call transfer and satisfaction of
the waiting time of bank call centre services
90
167
92
27
Yes
No
Have you ever hung up the phone due to long
waiting time for the call transfer?
Satisfied
Unsatisfied
31. Hang up
• Association between hanging up due to long
waiting time for the call transfer and satisfaction of
the waiting time of telco call centre services
100
211
109
37
Yes
No
Have you ever hung up the phone due to long waiting
time for the call transfer?
Satsfied
Unsatisfied
32. Waiting time during transfer before
hanging up
17
39
67
80
17
40
76
89
0
20
40
60
80
100
120
140
160
180
Less than
3min
3-‐‑5min
6-‐‑10min
more than
10min
Telco
Bank
34
79
143
169
33. Comparison between the satisfaction of
overall waiting time
65%
35%
54%
46%
0%
10%
20%
30%
40%
50%
60%
70%
Yes
No
Bank
Teleco
Result: A large
percentage of the general
public is not satisfied
with the overall waiting
time of the phone call
Implication: Need to
reduce waiting time of
phone call
34. Follow Up Period
• Association between duration taken to complete
follow up and whether follow-up period is
acceptable of bank call centre services
12
29
5
0
0
0
0
7
7
3
3
4
On the day
itself
1-‐‑2 days
3-‐‑4 days
5-‐‑6 days
1 week
More than
1 week
Acceptable
Unacceptable
35. Follow Up Period
• Association between duration taken to complete
follow up and whether follow-up period is
acceptable of telco call centre services
30
21
9
1
1
1
1
10
7
4
6
10
On the day
itself
1-‐‑2 days
3-‐‑4 days
5-‐‑6 days
1 week
More than
1 week
Acceptable
Unacceptable
36. Improvement on call
centre’s services
• Association time take to resolve problem and
importance of improving call centre’s effectiveness
& efficiency on solutions solving of bank call centre
services
0
7
30
43
48
1
7
52
100
171
0
5
25
46
60
2
0
3
9
18
0
1
4
5
9
0
0
3
5
11
0
0
4
5
14
0
0
2
3
5
Least Important
Somewhat
Important
Important
Very Important
Extremely
Important
Less 5 mins
5-‐‑10 mins
11-‐‑20 mins
21-‐‑30 mins
More than 30 mins
Next day
More than 1 day
Unresolved
37. Improvement on call
centre’s services
• Association time take to resolve problem and
importance of improving call centre’s effectiveness
& efficiency on solutions solving of telco call centre
services
3
12
17
41
43
4
13
35
102
103
1
7
27
40
86
0
0
5
18
18
1
2
3
9
21
0
0
3
8
17
0
0
5
4
16
0
0
2
5
22
Least Important
Somewhat
Important
Important
Very Important
Extemely
Important
Less than 5 mins
5-‐‑10 mins
11-‐‑20 mins
21-‐‑30 mins
More than 30 mins
Next day
More than 1 day
Unresolved
38. Overall View of Call Representatives’ Akitude
9.4%
7.4%
7.7%
8.6%
8.0%
11.0%
8.7%
9.2%
61.4%
65.1%
67.4%
64.7%
55.8%
64.2%
64.9%
70.5%
22.9%
24.0%
21.5%
22.6%
30.8%
21.5%
23.7%
18.5%
5.4%
3.1%
3.0%
3.7%
4.9%
2.9%
2.1%
1.4%
0.9%
0.3%
0.4%
0.4%
1.8%
2.0%
1.7%
0.4%
Fluent and
clear
Akentive
Responsive
Patient
Enthusiastic
Professional
Friendly
Courteous
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree
8.4%
7.2%
6.7%
7.8%
6.5%
8.2%
8.4%
9.8%
54.1%
55.8%
58.0%
54.4%
47.0%
55.7%
57.4%
59.9%
25.1%
28.8%
27.6%
29.7%
35.5%
26.6%
28.0%
25.0%
9.1%
6.7%
6.8%
6.7%
9.1%
7.5%
4.5%
4.0%
3.3%
1.4%
1.0%
1.4%
1.8%
2.0%
1.7%
1.3%
2.13
2.17
2.27
2.34
2.21
2.39
2.34
2.53
2.23
2.39
2.21
2.37
2.24
2.39
2.27
2.45
Bank (2.23)
Telco (2.39)
Mean
Mean
The lower the mean
score, the more
favourable it is.
Comparison: The akitude of bank call
centre representatives are beker than telco.
Implication: Telco call
centre need to improve
akitude of rep.
39. Overall View of Product/Service Knowledge
6.1%
7.8%
6.7%
6.3%
59.9%
61.6%
62.2%
62.4%
23.3%
21.4%
23.2%
22.3%
8.5%
7.4%
7.0%
7.0%
2.1%
1.7%
1.0%
2.1%
6.6%
9.2%
7.4%
7.2%
68.4%
70.7%
69.1%
70.4%
18.9%
15.9%
19.5%
18.3%
5.0%
3.9%
3.7%
3.3%
0.4%
0.4%
0.3%
0.9%
Answer inquiry
during initial contact
Had knowledge to
answer question
Able to provide
accurate info
Provide relevant info
to solve problem
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree
2.25
2.16
2.41
2.34
2.20
2.33
2.36
2.20
Bank (2.20)
Telco (2.36)
Mean
Mean
The lower the mean
score, the more
favourable it is.
Comparison: The knowledge of bank call
centre representatives are beker than telco.
Implication: Telco call
centre need to improve
knowledge of rep.
40. V. Limitations
• Survey questionnaire is long and time consuming
• Respondents feel that questions are similar
• Respondents might not provide ‘real’ answers
• High number of rejections from the public
• Some respondents refused to reveal personal
information despite being told that information are
used for verifying purposes.
• Time constraint
• Incentives not attractive enough
• Low motivation of field force
41. VI. Conclusion
Satisfaction level on Bank Call centres
Respondents are satisfied with:
• Knowledge provided by the call centre
• Speed of how things are solved by the bank call centres
• Overall services provided by call representatives
Respondents are unsatisfied with:
• operating hours of Bank call centres due to lack of awareness
of the operating hour
o Lack of publicity of call centre services
Areas for improvement:
• Increase type of services available over the call centre
• Shorten call transfer process and call waiting time
42. VI. Conclusion
Satisfaction level on Telco’s call centres
Respondents are satisfied with:
• Quick follow up process
• Efficiency of service provided by call representative
Respondents are unsatisfied with:
• Delivery of speech of some call representatives
• Call transfer process and call waiting time
Areas for improvement:
• Increase type services available over the call centres
• Shorten call transfer process and call waiting time
• Improve fluency of speech of representatives
43. VI. Conclusion
Comparison between Bank & Telco’s call centres
services
Bank
Telco
Call representative have beker
akitude
Call representative are not as
enthusiastic in providing help
Call representative have beker
knowledge on their products
and services
Some call representative are
not able to provide accurate
answers to solve respondents
problems/enquiries
Most respondents are unsure
of the operating hours of call
centre
Respondents are more aware
of the operating hours of telco
call centre
Quick and effective in handling problems face by customers and
does quick follow up
Long call menu which customers might not be satisfied with
44. VII. Recommendations
Satisfaction level on Bank Call Centers
Problem
Solution
Methods
Long waiting time
CASE can propose to the
bank management to
increase amount of
operators
CASE
Show statistics of the need
to increase number of
operators
Call centre
Increase operators and
provide training to
increase efficiency
Long call transfer period
CASE can propose to the
bank management to send
their call centre operators
for trainings
Call centre
Provide training to
operators to increase
efficiency and have more
knowledge on products
and services to minimise
call transfer
45. VII. Recommendations
Satisfaction level on Bank Call Centers
Problem
Solution
Methods
Complicated and unclear
call menu options
CASE should propose to
the bank call centre to
minimise the number of
call menu options
Call centre
Ask question like ‘Which
language do the customer
prefer?’, from the start
rather than repeating the
same option in different
languages.
Combine similar options
into one option
46. VII. Recommendation
Satisfaction level on Telco’s call centers
Problem
Solution
Methods
Limited Language
choices offered in call
centres. Some older users
find it hard to speak in
English
CASE can recommend
call centres to hire more
call reps that are
bilingual. (ie: more
Malay & Tamil speakers)
CASE
Work with government
to encourage multi races
recruitment.
Show statistics on the
need of services in other
languages.
Unclear English accent
CASE should
recommend Telco to
minimise outsourcing
and provide training to
their call centers’
representatives.
Call centre
Hire more English
speakers and provide
trainings to foreign
workers to ensure that
they can communicate
and enunciate clearly
47. VII. Recommendation
Satisfaction level on Telco’s call centers
Problem
Solution
Methods
Long waiting time
CASE can propose to the
telco management to
increase amount of
operators
CASE
Show statistics of the need
to increase number of
operators
Call centre
Increase operators and
provide training to
increase efficiency
Long call transfer period
CASE can propose to the
telco management to send
their call centre operators
for trainings
Call centre
Provide training to
operators to increase
efficiency and have more
knowledge on products
and services to minimise
call transfer
48. VII. Recommendation
Problem
Solution
Methods
Customers unaware of
operating hours of call
centre
Propose to call centres to
fully utilize and
publicize to raise
awareness of call centres
in the consumers’ mind
CASE:
Point out loophole to the
management of call
centres
Call centres:
Publicize in their outlets
Akitude of call
representative
Encourage call centres to
improve call
representative akitude
CASE:
Show what will happen
if they do not improve
Customers find it
troublesome to repeat
their problems every
time they call the call
centre
Propose an
implementation of
customer memory
database
Database system which
remembers customers
enquiries preferences
(Give a code to each
customer)
Team’s Insight