Call Centers For Dummies by Real Bergevin, Afshan Kinder, Winston Siegel, Bruce Simpson

By Real Bergevin, Afshan Kinder, Winston Siegel, Bruce Simpson

Pointers on making your name heart a real revenue center
In North the USA, name facilities are a $13 billion company, utilizing four million humans. For managers answerable for a choice heart operation, this functional, trouble-free consultant outlines tips to increase effects measurably, following its ideas of profit new release, potency, and client delight. moreover, this re-creation addresses many alterations, resembling the recent know-how that's reworking today's name middle and the location-neutral name heart. It additionally is helping readers confirm even if it's within your means to outsource operations and appears on the altering position and standards of agents.* the final word name heart advisor, now revised and up-to-date* The authors have helped over 60 businesses enhance the potency and effectiveness in their name middle operations* deals entire suggestions for name facilities of all sizes, from 20-person operations to multinational businesses

With the newest version of Call facilities For Dummies, managers may have a much better arsenal of options to spice up their center's base line.

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Consumers and businesses have used the phone as a way to do business for a long time. As a formal business discipline, however, using the phone to communicate with customers is not so old — maybe 30 years or so of development. 11 12 Part I: From the Ground Up: An Overview of the Call Center Moving from low-tech to high-tech Before the mid-1970s, airlines and major retailers used phone rooms — the precursors of call centers. Phone rooms were located in sites spread across the country or operated in large rooms that had lots of desks, phones with many extensions, and a lot of paper for tracking everything that was going on.

In our experience, happy workers are more productive, take fewer days off, and stay loyal to the company. These four goals are interdependent. Good revenue generation can’t happen without some level of efficiency, for example; only satisfied customers continue to buy a product; and motivated employees promote the business effectively. We discuss the four goals in more detail in Chapter 2. 15 16 Part I: From the Ground Up: An Overview of the Call Center Figure 1-1: Interdependent business goals.

Réal’s team introduced a simple business model to PQR’s call center. Within three months, costs were down, revenue was up, and customer satisfaction had improved. Equally important, the call center staff was more energized and motivated. Developing your mission A mission statement is an articulation of overall purpose — your call center’s raison d’être. It’s a quick, concise description of your department’s purpose, telling the world what the center does and why it does it. Mission statements vary in length and content, but a one- or two-sentence statement can suffice if the mission statement is part of a bigger overall business model, because the business model adds detail to the mission.

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