The document discusses how utilizing home agents can help contact centers reach peak efficiency. It notes that staffing is the biggest challenge for contact centers. Home agents provide more flexibility than brick-and-mortar centers to adjust staffing levels quickly. Home agents also have higher skills on average, lower turnover, and lower costs. Outsourcing home agents to companies like West at Home provides additional scalability and expertise to help contact centers meet variable call volume demands.
CEOs can improve profits by focusing on 5 key areas:
1. Increasing sales by hiring the right salespeople, training them well, and managing them effectively.
2. Reducing turnover by hiring the right people and managing them well to reduce costs associated with turnover.
3. Improving customer service by defining ideal service behaviors and staffing positions with people who match those behaviors.
4. Improving leadership effectiveness by hiring and developing strong leaders to drive better business results.
5. Reducing accidents by identifying employees with safe behavioral styles, managing safely, and tailoring safety messages appropriately.
Crescendus™ Practical Brilliance Series - M&A Integration StepsCrescendus™
Crescendus™ Practical Brilliance Series - M&A Integration Steps
This document provides companies with a practical framework to handle post merger or acquisition integration efforts without being bogged down in process flowcharts, consultant jargons & endless power points!
The following audience will benefit from this document-
Executive Team
Business & Corporate Development
Operations
Product Development
Marketing & Sales
______________________________________
Crescendus™ Contact Information:
www.crescendus.com
Workforce Relationship Management (WRM) is a new category of contact center tools designed to optimize workforce performance from hiring to development. WRM creates competency models that define the skills and attributes needed for agent roles. It uses these models to hire suitable agents and then train, develop, and motivate agents to reach their full potential. WRM improves performance by closing competency gaps through training and drives development programs and incentives based on competency assessments and business metrics. By focusing on both employee and customer satisfaction, WRM aims to improve retention, efficiency, and business results.
Individual Report 303 Final Copy (edited)Joshua Lucy
This document provides an overview of strategies for measuring and improving service quality at a summer camp called Stone Mountain Adventures. It includes:
1. Two service blueprints showing the customer journey from booking to arrival for teenagers and their parents. Critical incidents and potential failure points are identified.
2. An analysis using the SERVQUAL model to identify gaps between expected and perceived service quality, and recommendations to address these gaps.
3. A discussion of the importance of relationship marketing and customer relationship management strategies for building loyalty and revenue over multiple camp seasons.
4. Suggestions for revenue management strategies to attract attendees and maximize profits throughout the year.
Agent attrition has always been a burden on a company’s bottom line. But there is a solution: diversification through the use of dedicated outsourced providers.
Current Stateofthe Industry Survey Report Merbobtrent
This document is a survey report from December 2009 about the impact of the economy on the call center industry. It provides data from survey questions on topics like the level of impact the economy had, what areas were most affected, whether companies were outsourcing or offshoring call center work, and future initiatives planned. The report analyzed themes in respondents' comments and provided statistics and summaries of the multiple choice question responses. It aimed to give industry insights into how call center operations were changing due to the economic climate.
Standard Chartered STCI Capital Markets was studied using the SERVQUAL model to identify gaps in its services. The study found the largest gaps were in reliability and responsiveness. Customers highly valued reliability and responsiveness but felt the company did not deliver as expected in these areas. Recommendations included improving information systems, avoiding unrealistic timelines, tracking employee time with clients, training managers on quality checks, and increasing customer interaction. The limitations were a short timeframe and inability to use stratified random sampling. Future research could examine specific problems in reliability and responsiveness and how to address them.
This whitepaper discusses quantifying soft cost savings from implementing a vendor management system (VMS) or managed services program (MSP) for contingent workforce management. Soft savings include efficiency gains, reduced risks and legal liabilities, improved quality, and other benefits. The paper provides two methods for unearthing tangible elements of soft savings: 1) Identifying the nearest related tangible benefit and quantifying associated cost/revenue drivers, and 2) Examining the chain of actual measures leading to the end benefit and quantifying each step. Implementing an effective VMS/MSP program can result in total savings of 10-25% of spend within the first 18-24 months through both hard and soft savings.
CEOs can improve profits by focusing on 5 key areas:
1. Increasing sales by hiring the right salespeople, training them well, and managing them effectively.
2. Reducing turnover by hiring the right people and managing them well to reduce costs associated with turnover.
3. Improving customer service by defining ideal service behaviors and staffing positions with people who match those behaviors.
4. Improving leadership effectiveness by hiring and developing strong leaders to drive better business results.
5. Reducing accidents by identifying employees with safe behavioral styles, managing safely, and tailoring safety messages appropriately.
Crescendus™ Practical Brilliance Series - M&A Integration StepsCrescendus™
Crescendus™ Practical Brilliance Series - M&A Integration Steps
This document provides companies with a practical framework to handle post merger or acquisition integration efforts without being bogged down in process flowcharts, consultant jargons & endless power points!
The following audience will benefit from this document-
Executive Team
Business & Corporate Development
Operations
Product Development
Marketing & Sales
______________________________________
Crescendus™ Contact Information:
www.crescendus.com
Workforce Relationship Management (WRM) is a new category of contact center tools designed to optimize workforce performance from hiring to development. WRM creates competency models that define the skills and attributes needed for agent roles. It uses these models to hire suitable agents and then train, develop, and motivate agents to reach their full potential. WRM improves performance by closing competency gaps through training and drives development programs and incentives based on competency assessments and business metrics. By focusing on both employee and customer satisfaction, WRM aims to improve retention, efficiency, and business results.
Individual Report 303 Final Copy (edited)Joshua Lucy
This document provides an overview of strategies for measuring and improving service quality at a summer camp called Stone Mountain Adventures. It includes:
1. Two service blueprints showing the customer journey from booking to arrival for teenagers and their parents. Critical incidents and potential failure points are identified.
2. An analysis using the SERVQUAL model to identify gaps between expected and perceived service quality, and recommendations to address these gaps.
3. A discussion of the importance of relationship marketing and customer relationship management strategies for building loyalty and revenue over multiple camp seasons.
4. Suggestions for revenue management strategies to attract attendees and maximize profits throughout the year.
Agent attrition has always been a burden on a company’s bottom line. But there is a solution: diversification through the use of dedicated outsourced providers.
Current Stateofthe Industry Survey Report Merbobtrent
This document is a survey report from December 2009 about the impact of the economy on the call center industry. It provides data from survey questions on topics like the level of impact the economy had, what areas were most affected, whether companies were outsourcing or offshoring call center work, and future initiatives planned. The report analyzed themes in respondents' comments and provided statistics and summaries of the multiple choice question responses. It aimed to give industry insights into how call center operations were changing due to the economic climate.
Standard Chartered STCI Capital Markets was studied using the SERVQUAL model to identify gaps in its services. The study found the largest gaps were in reliability and responsiveness. Customers highly valued reliability and responsiveness but felt the company did not deliver as expected in these areas. Recommendations included improving information systems, avoiding unrealistic timelines, tracking employee time with clients, training managers on quality checks, and increasing customer interaction. The limitations were a short timeframe and inability to use stratified random sampling. Future research could examine specific problems in reliability and responsiveness and how to address them.
This whitepaper discusses quantifying soft cost savings from implementing a vendor management system (VMS) or managed services program (MSP) for contingent workforce management. Soft savings include efficiency gains, reduced risks and legal liabilities, improved quality, and other benefits. The paper provides two methods for unearthing tangible elements of soft savings: 1) Identifying the nearest related tangible benefit and quantifying associated cost/revenue drivers, and 2) Examining the chain of actual measures leading to the end benefit and quantifying each step. Implementing an effective VMS/MSP program can result in total savings of 10-25% of spend within the first 18-24 months through both hard and soft savings.
The document discusses an employee engagement survey conducted by XYZ Pte Ltd. to measure engagement levels. It finds that engagement scores (EES) vary by department, with administrative employees having the highest scores and software engineers the lowest. Recently hired employees also tend to have lower engagement across departments. The document further examines EES differences between managers, identifying some in software engineering and production with lower average team scores that warrant further investigation. Overall, the analysis suggests departments and managers significantly influence EES, so management should work to increase engagement by engaging managers first to improve employee engagement.
Actionable results to enhance Employee satisfaction score analysis via TableauShruti Nigam (CWM, AFP)
Use Tableau for following Analysis:
The management of this organization is concerned about their employees’
satisfaction index and has been constantly measuring the same. They somehow feel
that improving the satisfaction scores shall ensure longevity of their employees
preventing unhealthy attrition.
• Analyze this dataset by finding the key drivers for employee satisfaction scores.
The document discusses outsourcing and its purpose, benefits, and types. It aims to help students recognize the purpose of outsourcing in order to implement it and leverage its benefits. Outsourcing involves hiring external suppliers to provide specific goods or services instead of producing them in-house. It can provide cost savings, allow companies to focus on core competencies, and offer staffing flexibility. However, outsourcing also presents logistical, security, and cost challenges. The document outlines several common types of outsourcing such as engineering, IT, knowledge processes, and human resources.
This document discusses TRU Vision, a proposed in-house solution for home modifications and specialty durable medical equipment (DME) products. It would provide insurance companies and case managers with a single point of contact to streamline the process. The plan is to gather data on current services, get feedback from providers, assemble a small staff to implement the program, and launch with tweaks as needed. The home modification and DME market is over $25 million annually, and TRU Vision aims to be the leading provider through a passionate, problem-solving manager and high-quality customer service.
The role of tangibility in service qualityTapan Panda
This document discusses a study comparing the impact of tangibility on customer satisfaction in the hospital and hospitality sectors. It reviews literature on service quality and tangibility. The study uses SERVQUAL and structural equation modeling to measure how physical facilities, tools/equipment, personnel appearance, physical presentation, and other customers influence tangibility and customer satisfaction in both sectors. Survey data from 500 hospital and hotel customers is analyzed. Results show tangibility and reliability significantly influence hospital customer satisfaction, while tangibility, reliability, and assurance influence hotel customer satisfaction. Structural equation modeling confirms the model is a good fit for both sectors.
This document discusses how utilizing home agents can improve customer satisfaction for companies. It notes that home agents typically have lower turnover, higher quality work like fewer errors, and better scheduling flexibility compared to traditional brick-and-mortar agents. The document provides an example of how ProFlowers improved customer satisfaction rates by over 10% by partnering with West at Home to transition to a hybrid home agent model.
This white paper discusses alternatives to offshore outsourcing for customer service programs, focusing on the potential for home-based agents. It outlines reasons companies outsource such as costs, quality and experience. Offshoring can reduce costs significantly but often impacts quality through language barriers. The paper examines "at-home" agents as an alternative, describing improved security, hiring practices and training for home agents. It provides an example of a company using a home agent program successfully to lower costs while maintaining quality customer service.
West at Home is a leading provider of home-based agent solutions that helps companies deliver superior customer service through highly trained agents working from home. They employ over 14,500 home-based agents across 27 states to handle over 4,000 applications per week for clients. Frost & Sullivan recognizes West at Home as a leader in the home-based agent industry due to their consistent innovation.
No one can predict the future, but you can be prepared for a product recall. West Corporation offers comprehensive product recall services to help companies react quickly and minimize the impact on customer relationships, brand equity, and profits. Their services include contact centers, home agents, automated solutions, and extensive experience handling recalls for major companies across many industries. When a recall occurs, West can provide flexible staffing and leverage technology to help recalls be handled efficiently and effectively.
West at Home is a leading provider of home-based customer contact solutions. They offer flexible staffing with highly educated agents who can improve customer satisfaction and sales. Their security measures and proprietary technology platform ensure customer data protection and optimize agent performance. West at Home customizes solutions for each client's specific needs to deliver superior results through home agent programs.
A killer whale can live up to 50 years, eats seals, squid, sea lions, penguins, fish, other marine mammals and sea turtles, and reaches sexual maturity between 25-35 years old. Killer whales defend themselves by staying away from ships, have calves as babies, are the largest sea animal, have very sharp teeth, and sneak up to attack their prey.
Danielle Marie Hutchins was born on July 18, 1998 and is 11 years old. She enjoys spending her summers swimming and hanging out with her friends, which include Janna Holder, Kathleen Gray, Rachel Smith, Megan Green, Allison Boothe, Kelsie Megee, Taylor Rogers, and Allison Calloway. Danielle did not provide any additional details about her favorite store, movie, or food in the document.
This document discusses the benefits of obtaining a business management degree, including the types of degrees available, requirements, time commitments, career opportunities, and financial benefits. Degrees range from Associate to Doctorate levels and can be obtained fully online or in person. Higher degrees provide access to higher level management and leadership roles with greater salaries compared to having only a high school diploma.
This document provides perspective on appreciating what you have by considering those who have less. It suggests that while some things may seem unfair or lacking in one's own life, others have it much worse. It encourages enjoying life as it is and recognizing that there will always be those worse off. It closes by stating this email should circulate forever to spread its message.
How to Build a Dynamic Social Media PlanPost Planner
Stop guessing and wasting your time on networks and strategies that don’t work!
Join Rebekah Radice and Katie Lance to learn how to optimize your social networks, the best kept secrets for hot content, top time management tools, and much more!
Watch the replay here: bit.ly/socialmedia-plan
http://inarocket.com
Learn BEM fundamentals as fast as possible. What is BEM (Block, element, modifier), BEM syntax, how it works with a real example, etc.
Lightning Talk #9: How UX and Data Storytelling Can Shape Policy by Mika Aldabaux singapore
How can we take UX and Data Storytelling out of the tech context and use them to change the way government behaves?
Showcasing the truth is the highest goal of data storytelling. Because the design of a chart can affect the interpretation of data in a major way, one must wield visual tools with care and deliberation. Using quantitative facts to evoke an emotional response is best achieved with the combination of UX and data storytelling.
This document summarizes a study of CEO succession events among the largest 100 U.S. corporations between 2005-2015. The study analyzed executives who were passed over for the CEO role ("succession losers") and their subsequent careers. It found that 74% of passed over executives left their companies, with 30% eventually becoming CEOs elsewhere. However, companies led by succession losers saw average stock price declines of 13% over 3 years, compared to gains for companies whose CEO selections remained unchanged. The findings suggest that boards generally identify the most qualified CEO candidates, though differences between internal and external hires complicate comparisons.
The document discusses how personalization and dynamic content are becoming increasingly important on websites. It notes that 52% of marketers see content personalization as critical and 75% of consumers like it when brands personalize their content. However, personalization can create issues for search engine optimization as dynamic URLs and content are more difficult for search engines to index than static pages. The document provides tips for SEOs to help address these personalization and SEO challenges, such as using static URLs when possible and submitting accurate sitemaps.
MidcoConnectionsChoosing a Call Center PartnerEric Backstrom
This document provides guidance on choosing a call center partner. It discusses knowing when it's time to transition to an outsourced call center by evaluating expenditures, gauging customer satisfaction, and determining service needs. It also covers understanding call center business models by looking at their sizes and capabilities, pricing practices, and quality of reporting. Finally, it discusses doing a deep dive to evaluate contingency plans, measure response times, and understand training programs. The overall document provides a checklist for businesses to thoroughly evaluate potential call center partners.
The document discusses an employee engagement survey conducted by XYZ Pte Ltd. to measure engagement levels. It finds that engagement scores (EES) vary by department, with administrative employees having the highest scores and software engineers the lowest. Recently hired employees also tend to have lower engagement across departments. The document further examines EES differences between managers, identifying some in software engineering and production with lower average team scores that warrant further investigation. Overall, the analysis suggests departments and managers significantly influence EES, so management should work to increase engagement by engaging managers first to improve employee engagement.
Actionable results to enhance Employee satisfaction score analysis via TableauShruti Nigam (CWM, AFP)
Use Tableau for following Analysis:
The management of this organization is concerned about their employees’
satisfaction index and has been constantly measuring the same. They somehow feel
that improving the satisfaction scores shall ensure longevity of their employees
preventing unhealthy attrition.
• Analyze this dataset by finding the key drivers for employee satisfaction scores.
The document discusses outsourcing and its purpose, benefits, and types. It aims to help students recognize the purpose of outsourcing in order to implement it and leverage its benefits. Outsourcing involves hiring external suppliers to provide specific goods or services instead of producing them in-house. It can provide cost savings, allow companies to focus on core competencies, and offer staffing flexibility. However, outsourcing also presents logistical, security, and cost challenges. The document outlines several common types of outsourcing such as engineering, IT, knowledge processes, and human resources.
This document discusses TRU Vision, a proposed in-house solution for home modifications and specialty durable medical equipment (DME) products. It would provide insurance companies and case managers with a single point of contact to streamline the process. The plan is to gather data on current services, get feedback from providers, assemble a small staff to implement the program, and launch with tweaks as needed. The home modification and DME market is over $25 million annually, and TRU Vision aims to be the leading provider through a passionate, problem-solving manager and high-quality customer service.
The role of tangibility in service qualityTapan Panda
This document discusses a study comparing the impact of tangibility on customer satisfaction in the hospital and hospitality sectors. It reviews literature on service quality and tangibility. The study uses SERVQUAL and structural equation modeling to measure how physical facilities, tools/equipment, personnel appearance, physical presentation, and other customers influence tangibility and customer satisfaction in both sectors. Survey data from 500 hospital and hotel customers is analyzed. Results show tangibility and reliability significantly influence hospital customer satisfaction, while tangibility, reliability, and assurance influence hotel customer satisfaction. Structural equation modeling confirms the model is a good fit for both sectors.
This document discusses how utilizing home agents can improve customer satisfaction for companies. It notes that home agents typically have lower turnover, higher quality work like fewer errors, and better scheduling flexibility compared to traditional brick-and-mortar agents. The document provides an example of how ProFlowers improved customer satisfaction rates by over 10% by partnering with West at Home to transition to a hybrid home agent model.
This white paper discusses alternatives to offshore outsourcing for customer service programs, focusing on the potential for home-based agents. It outlines reasons companies outsource such as costs, quality and experience. Offshoring can reduce costs significantly but often impacts quality through language barriers. The paper examines "at-home" agents as an alternative, describing improved security, hiring practices and training for home agents. It provides an example of a company using a home agent program successfully to lower costs while maintaining quality customer service.
West at Home is a leading provider of home-based agent solutions that helps companies deliver superior customer service through highly trained agents working from home. They employ over 14,500 home-based agents across 27 states to handle over 4,000 applications per week for clients. Frost & Sullivan recognizes West at Home as a leader in the home-based agent industry due to their consistent innovation.
No one can predict the future, but you can be prepared for a product recall. West Corporation offers comprehensive product recall services to help companies react quickly and minimize the impact on customer relationships, brand equity, and profits. Their services include contact centers, home agents, automated solutions, and extensive experience handling recalls for major companies across many industries. When a recall occurs, West can provide flexible staffing and leverage technology to help recalls be handled efficiently and effectively.
West at Home is a leading provider of home-based customer contact solutions. They offer flexible staffing with highly educated agents who can improve customer satisfaction and sales. Their security measures and proprietary technology platform ensure customer data protection and optimize agent performance. West at Home customizes solutions for each client's specific needs to deliver superior results through home agent programs.
A killer whale can live up to 50 years, eats seals, squid, sea lions, penguins, fish, other marine mammals and sea turtles, and reaches sexual maturity between 25-35 years old. Killer whales defend themselves by staying away from ships, have calves as babies, are the largest sea animal, have very sharp teeth, and sneak up to attack their prey.
Danielle Marie Hutchins was born on July 18, 1998 and is 11 years old. She enjoys spending her summers swimming and hanging out with her friends, which include Janna Holder, Kathleen Gray, Rachel Smith, Megan Green, Allison Boothe, Kelsie Megee, Taylor Rogers, and Allison Calloway. Danielle did not provide any additional details about her favorite store, movie, or food in the document.
This document discusses the benefits of obtaining a business management degree, including the types of degrees available, requirements, time commitments, career opportunities, and financial benefits. Degrees range from Associate to Doctorate levels and can be obtained fully online or in person. Higher degrees provide access to higher level management and leadership roles with greater salaries compared to having only a high school diploma.
This document provides perspective on appreciating what you have by considering those who have less. It suggests that while some things may seem unfair or lacking in one's own life, others have it much worse. It encourages enjoying life as it is and recognizing that there will always be those worse off. It closes by stating this email should circulate forever to spread its message.
How to Build a Dynamic Social Media PlanPost Planner
Stop guessing and wasting your time on networks and strategies that don’t work!
Join Rebekah Radice and Katie Lance to learn how to optimize your social networks, the best kept secrets for hot content, top time management tools, and much more!
Watch the replay here: bit.ly/socialmedia-plan
http://inarocket.com
Learn BEM fundamentals as fast as possible. What is BEM (Block, element, modifier), BEM syntax, how it works with a real example, etc.
Lightning Talk #9: How UX and Data Storytelling Can Shape Policy by Mika Aldabaux singapore
How can we take UX and Data Storytelling out of the tech context and use them to change the way government behaves?
Showcasing the truth is the highest goal of data storytelling. Because the design of a chart can affect the interpretation of data in a major way, one must wield visual tools with care and deliberation. Using quantitative facts to evoke an emotional response is best achieved with the combination of UX and data storytelling.
This document summarizes a study of CEO succession events among the largest 100 U.S. corporations between 2005-2015. The study analyzed executives who were passed over for the CEO role ("succession losers") and their subsequent careers. It found that 74% of passed over executives left their companies, with 30% eventually becoming CEOs elsewhere. However, companies led by succession losers saw average stock price declines of 13% over 3 years, compared to gains for companies whose CEO selections remained unchanged. The findings suggest that boards generally identify the most qualified CEO candidates, though differences between internal and external hires complicate comparisons.
The document discusses how personalization and dynamic content are becoming increasingly important on websites. It notes that 52% of marketers see content personalization as critical and 75% of consumers like it when brands personalize their content. However, personalization can create issues for search engine optimization as dynamic URLs and content are more difficult for search engines to index than static pages. The document provides tips for SEOs to help address these personalization and SEO challenges, such as using static URLs when possible and submitting accurate sitemaps.
MidcoConnectionsChoosing a Call Center PartnerEric Backstrom
This document provides guidance on choosing a call center partner. It discusses knowing when it's time to transition to an outsourced call center by evaluating expenditures, gauging customer satisfaction, and determining service needs. It also covers understanding call center business models by looking at their sizes and capabilities, pricing practices, and quality of reporting. Finally, it discusses doing a deep dive to evaluate contingency plans, measure response times, and understand training programs. The overall document provides a checklist for businesses to thoroughly evaluate potential call center partners.
In this white paper, we review the critical success factors for maintaining a highly successful contact center, ensuring each interaction enchants callers to schedule appointments, participate in fund raising events and refer patients.
Medical call centers effectively reflect the brand attributes of the medical center through each interaction with a caller. In this white paper, we review the critical success factors for maintaining a highly successful contact center, ensuring each interaction enchants callers to schedule appointments, participate in fund raising events and refer patients.
The document provides a 5-step process for companies to understand project and customer profitability in order to make strategic cost-cutting decisions, especially during an economic recession. The steps are: 1) Track project labor hours to understand costs and identify profitable vs unprofitable projects/customers. 2) Put labor rates and track all expenses to understand true per-project costs. 3) Allocate indirect costs across projects to understand complete costs. 4) Estimate per-project revenue to determine profitability. 5) Share profitability data with employees to influence behavior and focus on profitable work. Understanding per-project profitability helps companies cut costs intelligently without losing important capabilities or customers.
Eight Steps to Great Customer Experiences for Government AgenciesRightNow Technologies
This document outlines eight steps that government agencies can take to improve customer experiences despite constrained budgets. The steps are: 1) Establish a knowledge foundation to effectively manage and deliver knowledge; 2) Empower customers with self-service options via web and phone; 3) Empower frontline employees with access to extensive knowledge; 4) Offer service through multiple channels; 5) Listen to customer feedback; 6) Design seamless experiences across channels; 7) Proactively engage customers; 8) Continuously measure and improve experiences. Implementing these steps will allow agencies to fulfill rising expectations, comply with mandates, and increase productivity while reducing costs.
Empowering your customer service talent to meet the level of service customers’ have come to expect can help you differentiate your business, become more competitive and grow revenue.
But in a Ricoh-commissioned Forrester Consulting study, 89% of customer-facing workers, and 79% of customer service decision-makers, said there’s a gap between the experience they can deliver and the experience the customer wants.1
The document provides 9 ways for hotels to increase revenue and profitability. It discusses 1) focusing associates on operational and financial forecasts to better align supply with demand, 2) engaging associates to improve guest satisfaction and identify cost savings, 3) optimizing market segmentation to focus on profitable customers, 4) matching staffing to demand levels, 5) treating inventory as a precious asset and selling rooms by type, 6) understanding ROI of marketing spend, 7) enhancing the guest experience at all touchpoints to generate ancillary revenue, 8) ensuring all applicable charges make it to the guest folio, and 9) proactively managing assets to minimize downtime and issues. The document emphasizes adapting to rising costs while taking a holistic and
This document provides 9 ways for hotels to increase revenue and profitability. It summarizes each way as follows:
1. Focus on engaging all staff with operational and financial forecasts so departments can better align supplies and staffing with demand levels.
2. Foster relational communication between staff to improve guest service, identify cost savings, and handle issues proactively.
3. Optimize market segmentation by focusing on the most profitable guests based on their behavior rather than broad P&L categories.
4. Closely match staffing levels to fluctuating demand levels to control one of the highest expenses.
This document discusses the financial opportunities of outsourcing human resources functions to a professional employer organization (PEO). It notes that outsourcing HR can save businesses significant time by reducing the 25% of a business owners' time spent on HR paperwork down to as little as 7-13 hours per week depending on company size. Outsourcing also provides access to top-tier benefits packages, integrated technology solutions, and risk avoidance as the PEO assumes liability for legal compliance.
The document discusses differentiating messages for customers. It emphasizes placing the customer at the center and focusing on customer-relevant messages rather than company-focused messages. It also stresses the importance of tailoring messages to different moments in the customer's buying cycle and providing salespeople with just-in-time access to relevant brand content. The overall goal is to de-commoditize products and services by deeply understanding customer needs and problems.
The document discusses the challenges facing advertising agencies from changes in the industry and recommends strategic alliances as a solution. Specifically, it notes that (1) clients' needs are increasingly diverse but economies of scale are difficult, (2) ways to reach consumers are growing exponentially, and (3) no agency can be an expert in every tool, while (4) clients are moving to project engagements. This challenges the traditional full-time staffing model. However, a large pool of contingent talent now exists and strategic alliances can leverage this talent on an as-needed basis to provide comprehensive solutions while reducing costs. The document recommends a three-tier staffing structure and ongoing efforts to develop strategic talent alliances through a Chief
The document discusses the need for advertising agencies to form strategic alliances with outside talent to address changes in the industry. It outlines four key factors driving change: 1) each client's needs are different, 2) ways to reach consumers are growing exponentially, 3) no agency can be an expert in every tool, and 4) clients are moving to project engagements. To succeed, agencies need a broader talent base but can no longer afford full-time staff in every area. Strategic alliances allow agencies to access specialized outside talent when needed. The document provides recommendations for agencies to establish successful strategic alliance programs.
The document discusses three foundational questions that healthcare organizations should ask to ensure their contact centers are effectively aligned and contributing to the organization's goals. The questions are: 1) Is the contact center aligned with the organization's "power core" or core purpose? 2) Is the contact center seen as an investment or an expense? 3) Does the contact center deliver intentional, differentiated experiences for patients/callers? By answering these questions, contact centers can be refocused to build trust with patients, support the organization's power core through their metrics, and provide transformative initial experiences that create preference for the healthcare organization.
Companies can improve customer retention rates by addressing the root causes of customer attrition through a strategic approach. This involves applying targeted retention strategies across all customer touchpoints in a coordinated effort. The document discusses establishing a "Churn Command Center" to oversee retention efforts across the organization. It also emphasizes the importance of customer analytics to understand why customers churn and tailor retention offers, as well as testing offers across channels to maximize effectiveness and minimize risks. Leading companies see reductions in churn of 10-50% through these integrated, data-driven approaches.
Ring central engage-whitepaper-empowering-agentsClubCX
This document provides guidance on empowering agents in customer service organizations to adapt to changing customer expectations. It discusses the limitations of traditional top-down organizational models and proposes adopting a "team of teams" approach that gives agents more autonomy while staying aligned with company goals. Key benefits of this model include improving the agent experience to increase retention, enabling agents to better meet customer needs across multiple channels. The document outlines considerations for transitioning to this model, such as assessing organizational readiness, defining performance metrics, setting objectives and results frameworks, and increasing transparency.
Have we let advertising agencies become dinosaurs? Marketers are looking for effective business solutions, speed and low cost. While many agencies are still enamored by growth in size, stature and heft.
Here are some thoughts on how agencies can close this gap.
This document discusses key performance measures for call centers and contact centers. It identifies 18 performance measures across categories of service, quality, efficiency, and profitability. These measures become more complex as call centers evolve into multi-dimensional outsourcing providers offering various support services. Performance must be analyzed considering both ordinary call center work as well as more advanced multi-level support. Key measures include block rates, abandonment rates, self-service usage, first resolution rates, agent occupancy, conversion rates, and cost per call.
Call center performance management involves measuring key metrics to evaluate service quality, efficiency, and profitability as call centers expand their operations. The document discusses 18 common performance measures for call centers, such as abandon rate, first resolution rate, agent occupancy, conversion rate, and cost per call. It explains that as call centers take on more complex functions, their performance management techniques must also evolve to reflect new types of transactions and service levels.
How Barcodes Can Be Leveraged Within Odoo 17Celine George
In this presentation, we will explore how barcodes can be leveraged within Odoo 17 to streamline our manufacturing processes. We will cover the configuration steps, how to utilize barcodes in different manufacturing scenarios, and the overall benefits of implementing this technology.
How to Download & Install Module From the Odoo App Store in Odoo 17Celine George
Custom modules offer the flexibility to extend Odoo's capabilities, address unique requirements, and optimize workflows to align seamlessly with your organization's processes. By leveraging custom modules, businesses can unlock greater efficiency, productivity, and innovation, empowering them to stay competitive in today's dynamic market landscape. In this tutorial, we'll guide you step by step on how to easily download and install modules from the Odoo App Store.
Temple of Asclepius in Thrace. Excavation resultsKrassimira Luka
The temple and the sanctuary around were dedicated to Asklepios Zmidrenus. This name has been known since 1875 when an inscription dedicated to him was discovered in Rome. The inscription is dated in 227 AD and was left by soldiers originating from the city of Philippopolis (modern Plovdiv).
Andreas Schleicher presents PISA 2022 Volume III - Creative Thinking - 18 Jun...EduSkills OECD
Andreas Schleicher, Director of Education and Skills at the OECD presents at the launch of PISA 2022 Volume III - Creative Minds, Creative Schools on 18 June 2024.
CapTechTalks Webinar Slides June 2024 Donovan Wright.pptxCapitolTechU
Slides from a Capitol Technology University webinar held June 20, 2024. The webinar featured Dr. Donovan Wright, presenting on the Department of Defense Digital Transformation.
Gender and Mental Health - Counselling and Family Therapy Applications and In...PsychoTech Services
A proprietary approach developed by bringing together the best of learning theories from Psychology, design principles from the world of visualization, and pedagogical methods from over a decade of training experience, that enables you to: Learn better, faster!
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3. A L O O K AT U T I L I Z I N G H O M E A G E N T S T O R E A C H P E A K E F F I C I E N C Y
Executive Summary
Companies have long struggled to achieve the ideal number of contact center agent resources available at any given time.
Too many agents means wasted money, and too few agents results in overworked employees, attrition and missed
opportunities for additional sales and better customer satisfaction. In fact, contact center managers tend to spend more time
and effort dealing with the ups and downs of staffing and scheduling than on any other business challenge.
While call trend analysis and other analytics as well as workforce management software can vastly improve a company’s
ability to predict staffing requirements, in reality, the unexpected frequently happens: more calls coming in than planned,
technology issues or inclement weather impacts agent availability. The ability to deftly maneuver around these day-to-day and
even hour-to-hour staffing challenges is key to running today’s cost-effective and high-performing contact center.
Incorporating home agents into the staffing mix delivers a plethora of demonstrated advantages: greater scheduling flexibility,
higher quality of service, improved productivity, and reduced costs. Today, more and more companies are discovering that
home agent solutions enable them to scale up or down more effectively than traditional brick-and-mortar call centers with
higher quality, better trained agents. This paper describes how companies are reaching peak efficiency and delivering higher
quality to their customers with strategic use of home agents.
Staffing: The Heartbeat and Heartache of Every Contact Center
Make no mistake about it, despite the rise of automation and self-service, the heart and soul of the contact center are still its
agents. And while living, breathing humans make the contact center go-round, the burden of staffing and scheduling demand
the greatest amount of time, effort, and cost within the contact center.
The ultimate goal is clear: having the right number of agents, with the right skills, available at the right time – no less, no
more than the ideal number it takes to hit customer service performance goals. While contact centers use predictive analysis
to prepare for call volume spikes, seasonal increases, and event-driven increases in call volume, the fact is that it’s still difficult,
if not impossible, to turn the brick-and-mortar contact center on a dime when the unexpected happens.
With staffing costs averaging 75% of the operating expenses for the contact center 1, the problem is not a trivial one.
Throwing extra agents permanently at the problem to cover inevitable spikes is not an alternative most companies have the
luxury of choosing.
To make matters worse, it’s becoming increasingly more difficult to find quality agents with the right level of experience and
education to staff brick-and-mortar call centers. And even once these agents are in place, turnover continues to be a thorn in
the side of contact managers, costing companies up to 1.5 times the salary of an agent to replace one who leaves.2
The Struggle to Find a Balance
In a typical brick-and-mortar scenario, contact center managers attempt to juggle the scheduling of agents to ensure optimum
coverage during contact center hours, and especially during known peak volume times/days. The limitation contact centers
face with contact center-based agents, is that due to commute times, agents can only be scheduled in larger blocks of time to
make it worth the effort to come to work. This leaves the contact center with limited flexibility to scale up or down as call
volumes suddenly change.
_________________________________________________________________________________________________________________________________________________
1“The Hidden Costs of Downsizing Call Centers,” Penny Reynolds, Customer Inter@ction Solutions, November 5, 2007
2 “Calling All Contact-Center Agents,” Cindy Waxer, VoIP-News, January 14, 2008
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4. A L O O K AT U T I L I Z I N G H O M E A G E N T S T O R E A C H P E A K E F F I C I E N C Y
Gaining increased staffing flexibility is imperative to optimizing overall efficiency while meeting performance goals within the
contact center. Companies must find more effective methods of cost-effectively staffing to meet fluctuating call demands due
to event spikes, volume changes, or seasonality.
Utilizing Home Agents for Greater Flexibility and Efficiency
Companies are beginning to take a more progressive stance towards these perennial staffing problems by considering
alternatives such as incorporating home agent solutions into the customer contact mix. Not only can home-based agents
help companies scale up or down more effectively than traditional brick-and-mortar call centers, but they deliver a number
of distinct advantages, including: improved customer care, greater agent productivity, and reduced costs.
This alternative is gaining popularity, with more and more companies across a wide range of industries embracing home
agents and the myriad of benefits they bring to the contact center. Table 1 represents a sample of some of the industries
using home agents today and the types of calls that are being handled by these agents.
Communications Healthcare Plan Providers Pharmaceutical
I Customer Acquisition & Care I Plan Enrollment & Eligibility I Patient Assistance Programs
I Upsells & Cross-sells I PCP Changes I Patient Compliance
I Win Back & Loyalty Programs I Refills, Claims Status & Referrals I Health & Wellness Guidance
Retail, Catalog & e-Commerce Travel & Hospitality Financial Institutions
I Customer Acquisition & Care I Reservations & Information I Customer Acquisition & Care
I E-mail & Web-based Support I Loyalty & Rewards Programs I E-mail & Web-based Support
I Post-purchase Surveys I Web-based Service & Support I Loyalty & Rewards Programs
Table 1. A Sample of Industries Deploying Home Agents
Just-In-Time Staffing Flexibility
Home agents offer companies greater scheduling flexibility than traditional brick-and-mortar agents, allowing for rapid
response to peaks and valleys that inevitably occur in the contact center world. Should needs spike due to seasonal call
volume, a marketing campaign, or even an outage or natural disaster, home agents can be quickly brought online. Home
agents can be “on-call” to help out during unexpected spikes in contact volume, and are less affected by inclement weather
that would otherwise hinder their ability to get to the contact center for work.
Companies can better prepare for supporting intentional, short-term call volume increases. For instance, a flower and gift
retailer may need hundreds of agents one week prior to Mother’s Day, but the following week that demand is significantly
less. Home agents can readily fulfill this need as opposed to staffing the call center with hundreds of agents only to let them
go shortly after the need has passed.
Figure 1 shows a typical scenario of agent resources required to support call volume and how contact centers can respond to
these requirements. The brick and mortar agent scenario shows the discrepancy between need and staffing that can occur
with short duration spikes and other call volume fluctuations. In comparison, home-based agents can be deployed rapidly
to support increases in call volume, whether planned or unplanned.
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5. A L O O K AT U T I L I Z I N G H O M E A G E N T S T O R E A C H P E A K E F F I C I E N C Y
Figure 1. Brick and Mortar Versus Home Agent Staffing Comparison
Outsourced home agents bring an additional level of scalability to meet cyclical or unexpected needs. Using outsourced home
agents, companies can scale their call center resources significantly in an extremely short period of time – sometimes in a
matter of hours.
A Higher Skill Level and Lower Turnover
While gaining the flexibility and scalability needed to reach optimum efficiency, companies also derive additional and
significant benefits from home agents. For instance, work-at-home agents typically have higher levels of education, skill and
experience than brick-and-mortar agents. Home agent outsourcers, such as West Corporation, report that the vast majority
of their home agents have some form of college experience compared to the 30-40% usually found in brick-and-mortar call
centers. In addition, the home agents are typically in their 30s to 40s, have spent years in the traditional business world and
often times have specialized skills or backgrounds.
According to the 2006 Contact Center Telework Report, a recent study conducted by ICMI, three in five centers reported that
turnover among home agents was lower than that of in-house agents, with a third of the centers indicating substantially lower
turnover with home agents.3
Cost Benefits
The cost per call for home agents is typically less than that of brick-and-mortar agents. And thanks to better education and
skills, home agent productivity is also higher than in-house brick-and-mortar agents. According to the ICMI study, more
than half of centers reported that home agents are more productive than their in-house colleagues.4 Not having these agents
housed in a contact center also saves facilities costs.
_________________________________________________________________________________________________
3“Staffing and Scheduling for the ‘Free Agent’ Workforce,” Greg Levin, International Customer Management Institute
4Ibid.
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6. A L O O K AT U T I L I Z I N G H O M E A G E N T S T O R E A C H P E A K E F F I C I E N C Y
Figure 2 shows a comparison of the return on investment for agents who are home based versus brick-and-mortar based in
the U.S., near shore, and offshore. The comparison shows that the average hourly cost for home-based agents is lower than
that of U.S. brick-and-mortar agents. Equally compelling though, is the fact that despite lower near shore and offshore agent
costs, the return on investment for home-based agents is significantly higher than all of the brick-and-mortar based
alternatives due to the quality and productivity increases obtained with home agents who are on average better educated,
more experienced, and highly motivated.
Home-based Agents US-based B&M Agents Near-Shore B&M Agents Offshore B&M Agents
Price $ 23.00 $ 27.00 $ 18.00 $ 13.50
Utilization 75% 75% 75% 75%
Calls per Hour 10.8 11.8 12.4 10.8
Average Handle Time (in seconds) 230 210 200 230
Sales Conversions 30% 23% 15% 23%
Revenue per Sale $ 55.00 $ 55.00 $ 55.00 $ 55.00
Cost per Call $ 2.13 $ 2.29 $ 1.45 $ 1.25
Revenue per Hour $ 178.20 $ 149.27 $ 102.30 $ 136.62
Return on Investment* $ 155.20 $ 122.27 $ 84.30 $ 123.12
*These results are based on 92% agent efficiency.
Figure 2. Return on Investment Comparison of Agents
The Advantages of Home Agent Outsourcing
Seasonal increases or unpredictable spikes in call volume typically result in companies carrying excess capacity that is only
utilized a very small percentage of the time. Outsourcing allows organizations to shift that burden, instead relying on the
significant capacity, infrastructure, and flexibility advantages of their outsourcing partner. Home agent outsourcing takes this
a step further – delivering just-in-time resources to enable companies to rapidly and effectively meet the inevitable spikes in
demand whenever they come.
Home agent outsourcing also helps companies avoid the cost and effort of modifying their processes and infrastructure to
accommodate the specific needs of hiring, retaining, and managing a large number of home agents. This is especially critical
for companies in heavily-regulated industries where security is a considerable issue. Typically, security measures at the agent,
desktop, and system levels need to be put in place for a home agent solution.
Companies should carefully consider the expertise, experience, and infrastructure offered by a home agent outsourcing
provider. Critical areas to evaluate before selecting a provider include:
I Proven recruiting, hiring, training, and scheduling procedures
I Integration with IVR, speech, or automated notifications
I Comprehensive security – background checks, screening, data & system security
I Fully redundant communications and data infrastructure to ensure availability
I Ability to direct calls and data anywhere, with performance- and skills-based routing
I Agent management systems for quality monitoring and communications
I Thorough reporting capabilities
I CTI integration
I Employee-based model
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7. A L O O K AT U T I L I Z I N G H O M E A G E N T S T O R E A C H P E A K E F F I C I E N C Y
West at Home – The Award-Winning Home Agent Solution
West at Home is an award-winning service from West Corporation, the nation’s leading provider of outsourced communication
solutions. West at Home utilizes thousands of home-based agents located across the country combined with the industry’s
most robust and advanced infrastructure to deliver superior service to its clients’ end customers.
Flexible Agent Scheduling
West at Home uses innovative, real-time tools and processes to scale agent
“I love the flexibility of working resources quickly – delivering the short-notice flexibility companies need
from home. I can easily schedule to accommodate spikes in volume without impacting customer service and
around my family’s busy lifestyle satisfaction. With thousands of agents certified, trained, and ready to take
and get the hours that work calls, West delivers 40% more staffing flexibility to better support
best for me. Becoming a West fluctuating call volume and ensure that no opportunity is missed.
at Home agent was one of the
best things I could have done Through message boards, instant messaging, automated notifications and
chat, West’s home-based agents are alerted the moment there is a need. If
for my family.”
the agent can fill the hours, they log into Spectrum®, West’s workforce
Jennifer Zeller, management system, to sign up for the schedule. With Spectrum, agents
West Point, NE can be scheduled in half-hour increments. This flexibility lets West easily
and efficiently staff up or down to meet seasonal or event-based call volume.
With Spectrum, agents create a customized schedule that fits their needs and lifestyle – ensuring a more satisfied worker,
which in turn leads to lower attrition rates. This flexibility creates more empowered agents, ones who are engaged and
focused when they are working.
Contributing to Peak Efficiency
West’s cutting-edge call routing technology, superior agents, extensive
experience, security measures, and proven hiring, training and West at Home was awarded Frost
operational processes help separate West at Home from all other home & Sullivan’s distinguished Product
agent providers. By partnering with West at Home, companies
Differentiation Award, due to the
benefit from:
quality, flexibility, technological
I A virtual call center to handle all customer contact needs, made superiority, and cost-effectiveness
up of an extensive network of educated and computer-literate of the solution.
people located in homes across the country
I A larger pool of higher quality, better-educated agents who can
help increase sales conversions by 15% and provide a 10%
increase in quality
I Reduced training times by up to 50% and increased
knowledge transfer
I Increased sales volume by 15-20%
I Reduced HR costs by up to 50%
I Unmatched, layered security protection at the agent, desktop, and system level
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8. A L O O K AT U T I L I Z I N G H O M E A G E N T S T O R E A C H P E A K E F F I C I E N C Y
The West Five – Five Steps to Reach Peak Efficiency
Companies deploying a West at Home customer contact solution can attain peak efficiency in a rapid amount of time, by
leveraging all the advantages of home-based agents without the burden of hiring and managing their own employees and
deploying their own infrastructure.
Drawing from its twenty-plus years of customer contact experience and operational expertise, West follows an implementation
methodology that ensures flexibility, quality, security, and cost-effectiveness are maximized for every client. We call this critical
path the West Five – and it reflects the superior focus on service, quality, and satisfaction West brings to each and every
customer solution:
1. Determine the optimal solution – West uniquely offers the ability to blend home agents with call center agents and
automation to deliver the greatest flexibility and value. For instance, West can seamlessly incorporate advanced features
such as speech recognition and text-to-speech into the solution.
2. Identify the right agents – West develops a deep understanding of a client’s business and then hires agents based on the
skills, education, and brand experience required to best serve that client’s customers.
3. Offer high-quality training – Key to effective, productive contacts are well-trained agents. West works closely with its
clients to create a targeted, high quality Web-based training program. These customized, self-paced courses reduce
training times while increasing knowledge transfer.
4. Integration with existing system – West’s advanced technology, including CTI integration with Cisco/ICM and
Genesys, enables easy integration into a client’s systems to provide real-time data to agents – maximizing productivity
and effectiveness, while ensuring customer satisfaction.
5. Monitor & manage – Every customer gains the ability to monitor quality and performance through in-depth
reporting capabilities. Based on mutually-identified performance metrics, West will review and tune the program for
continuous improvement.
A Real World Example: HSN
The Challenge
When HSN, one of the world’s largest multi-channel retailers, decided it needed help to process sales and inquiry calls for
products featured during the retailer’s network programs, the company turned to West Corporation. Seeking a cost-effective
and flexible contact solution that would allow it to scale up or down quickly with highly qualified agents, HSN needed to
have the new solution in place within six weeks to handle an imminent expected increase in call volume.
The West Solution
West’s experienced staff worked closely with HSN executives to develop a blended solution of home and call center agents.
West’s home agent solution, West at Home, enables West to deliver an increased level of scheduling flexibility that cannot be
duplicated in a traditional call center environment.
During peak calling periods, HSN’s overflow call volume is directed to a state-of-the-art Virtual Automated Call Distribution
platform which enables West to quickly and intelligently route callers to the best available agent, regardless of location. West
is currently averaging over 1,900 trained home-based agents with an average of over 190 simultaneous agents handling the
company’s sales calls.
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9. A L O O K AT U T I L I Z I N G H O M E A G E N T S T O R E A C H P E A K E F F I C I E N C Y
A Web-based remote training program was developed to give home-based agents the skills necessary to provide HSN’s
customers with an exceptional level of customer service. Through this customized training program, West agents were able to
quickly learn and retain more information on HSN’s product offerings and processes than with traditional training methods.
West’s workforce management system, Spectrum, allows it to quickly schedule the appropriate levels of agent coverage based
on half-hour segments, seven days a week. This ability to generate highly flexible schedules is crucial to HSN being able to
better handle the extreme volatility in call volume from day to day and week to week.
To ensure the highest quality of service to HSN’s customers, West employed Web-based monitoring and communication
tools that allows it to record 100% of all calls. HSN management can replay these calls within minutes of call completion to
verify accuracy and adherence to quality standards.
The Results
West’s comprehensive contact solution gives HSN the ability to easily
“West is a big part of us having handle the demands of seasonal or situational call volume. West’s
achieved all-time high service levels, exceptional staffing and scheduling flexibility enables the company to
along with a significantly improved make staffing changes quicker and easier than previously possible. In
cost structure. We also leveraged the fact, West regularly ramps up from a state of “zero need” to more than
West home agent network more in 500 agents within a matter of hours, due to tremendous changes in
2006 than in any of the previous three call volume.
years that we have been partnered
By utilizing the West at Home solution, HSN can access an
with West.”
expanded labor pool of highly educated and motivated personnel
that provides a level of professionalism and order conversion that is
Rob Solomon,
consistent with its in-house call center agents. In fact, West has
Senior Vice President
consistently met or exceeded HSN’s goals for total call volume
of Customer Care, HSN
handling and up-sell conversions.
With HSN’s greatest need for agents occurring during non-traditional
hours, along with its extreme swings in sales and service volume, West at Home’s flexibility and higher quality agents are
instrumental in helping HSN achieve superior service levels and improved cost savings.
Conclusion
Achieving peak performance in the contact center depends upon consistently delivering just the right number of agents, with
the right skills, at the right time – no small feat. Too many agents is not cost-effective, too few means missed opportunities
for exceptional customer service and additional sales.
One cost-effective solution that delivers a level of flexibility not possible with brick-and-mortar based agents alone is that of
deploying home agents as part of the staffing mix. With home agents, companies gain the ability to cost-effectively scale up or
down as call volume changes.
Outsourced home agent solutions, such as West at Home, enable companies to reap the many benefits of using these highly
skilled workers without having to invest in the infrastructure, technology, and skills required to manage this virtual work
force. Companies across nearly all industries have turned to West at Home to gain peak efficiency in their operations and
optimal flexibility for both expected and unexpected business changes and challenges.
For more information about how West at Home can help your contact center reach peak efficiency,
contact West at www.westathome.com or call 1-800-841-9000.
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