Reinventing Your Contact Center: A Manager's Guide to Successful Multi-Channel CRM / Edition 1

Reinventing Your Contact Center: A Manager's Guide to Successful Multi-Channel CRM / Edition 1

by Lisa M. Schwartz, Natalie L. Petouhoff, Lana M. Ruffins
     
 

ISBN-10: 0131837893

ISBN-13: 9780131837898

Pub. Date: 04/28/2006

Publisher: Prentice Hall

Emphasizing the worth of positive customer interactions, Re-Inventing Your Contact Center provides tools for building the very best multi-channel customer relationship management system. Learn why customer contact centers are so valuable to the company’s bottom line. Discover how to keep employees motivated, challenged and committed. Understand the multiple

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Overview

Emphasizing the worth of positive customer interactions, Re-Inventing Your Contact Center provides tools for building the very best multi-channel customer relationship management system. Learn why customer contact centers are so valuable to the company’s bottom line. Discover how to keep employees motivated, challenged and committed. Understand the multiple channels used to communicate effectively with consumers. This new text unlocks many of the secrets behind successful customer service management and is filled with cases, exercises and assignments that build communication strategies, listening skills and confidence to re-invent one’s own contact center.

Highlights multi-channel contact center strategies. Includes all forms of customer contact, such as: voice, email, fax, Web and more! Emphasizes the value of contact management centers. Discusses how customer service experiences impact consumer behavior and purchasing plans. Includes numerous lists, charts, and calculations that can be used to determine contact center effectiveness. Excellent for anyone involved in managing a Contact Center.

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Product Details

ISBN-13:
9780131837898
Publisher:
Prentice Hall
Publication date:
04/28/2006
Edition description:
1ST
Pages:
272
Product dimensions:
7.98(w) x 9.93(h) x 0.60(d)

Table of Contents

Foreword
Preface
About the Authors
Part 1The Emerging Contact Center1
Chapter 1From Call Center to Contact Center2
The Evolution from Call Centers to Multichannel Contact Centers2
The Evolution of the Call Center Era3
The Evolution from Call Centers to ...4
The Help Desk Era4
The Internet and Web Self-Service Era4
e-Service Meant No Service and Reduced Business6
An Industry in Search of Solutions6
The Contact Center Era8
The Multichannel Contact Center Era9
Using CRM to Become a Company Hero10
Chapter 2Managing the Customer Service Chain and CRM13
A Futuristic Look at the Contact Center13
Establishing a Unique Brand of Service14
The Customer Service Chain16
A CRM-centric Contact Center17
The Complexity of Integrating CRM Information17
Ineffective Automation and Integration Fallout18
The Fallout from Poorly Integrated Technology19
Knowledge, Skill, and Desire19
Chapter 3The Contact Center Professional24
India-Contact Centers Provide Respect24
The Changing U.S. Contact Center Environment24
The Manager's Role in Creating a Motivated Contact Center26
The Power of Recognition and Appreciation26
Employees as Professional Athletes29
Contact with Customers Is a Strategic Advantage30
Management's Opportunity30
Why Develop Contact Center Professionals?30
Characteristics of Contact Center Professionals30
The Seventeen Characteristics of an Extraordinary Contact Center Professional32
The Seventeen Characteristics of an Extraordinary Contact Center Manager33
Chapter 4Managing Customer Lifetime Value37
The Value of a Customer37
The Cost of a Service Slump39
A Complaint Is an Opportunity to Create Additional Revenue44
Contact Center Professionals That Understand the Value of a Complaint45
Are You Motivated to Receive Complaints?46
What Does It Take to Delight a Customer?47
Collecting Data versus Building a Relationship48
Delighted Contact Professionals Give You the Edge48
Chapter 5Putting Money Where Customer Lifetime Value Lives50
Building Customer Lifetime Value-the Next-Generation Contact Center50
Cutting the Contact Center Budget Again?50
Part 2Barriers to Excellence in Multichannel Contact Centers55
Chapter 6CRM Growing Pains56
High Customer Expectations56
What Are the Various Channels of Communication?56
CRM Growing Pains57
Getting an Early Start57
Demotivators in Loosely Integrated Contact Centers58
Voice, Phone, Call Logging58
Technical Support59
Service Desk Database59
Technical Knowledge Databases59
Frequently Asked Questions59
E-Mail Management (Inbound)60
E-Mail Management (Outbound)60
Chat60
Fax60
Web Collaboration61
Telemarketing61
Sales Force and Billing Integration61
Real Mail Integration-Also known as "Who is minding the company mailbox?"61
System Response Time and Uptime61
Logging In and Logging Out62
Can Contact Center Professionals Survive Multichannel Communications?63
Chapter 7Effects of Change-The Valley of Tears68
The Psychological Impact of Change68
Preventing the Effects of the Valley of Tears69
Strategic Recommendations: How a Project Team and the Contact Center Can Effectively Deal with Change70
Chapter 8Stress: A Hidden Barrier to Excellence75
In Search of Individual Excellence75
Decreasing Turnover and Maintaining Excellence76
Causes of Stress77
Stress Prevention77
Chapter 9Recognizing Ineffective Teams82
Stages of Teaming83
Build Teaming Skills in Employees83
Teams React to Change Too83
Normal Stages of Team Development83
Positive Effects on the Contact Center84
Part 3The Motivated Contact Center89
Chapter 10Conscious Leadership: Creating A Motivating Environment90
Conscious Leadership and Motivation Defined90
The Various Motivational States of Contact Centers91
Building Relationships92
Motivational Ideas and Tools That Work92
Management Idea 1To Motivate a Contact Center, Start at the Top92
Management Idea 2Understand the Value of Coaching, Monitoring, and Development93
Management Idea 3First Shift Priorities to Motivate and Develop Relationships94
Management Idea 4Reverse the 80/20 Rule94
Management Idea 5Decrease Meetings and Increase Development of Contact Center Personnel95
Management Idea 6Establish Constant Management Consciousness95
Management Idea 7Determine Where You Spend Your Time96
Management Idea 8Assign Tasks in a Conscious Manner97
Management Idea 9Address Resistance97
Management Idea 10Deal with Issues "in the Moment"98
Management Idea 11Ask Questions and Listen to the Responses98
Chapter 11Identify Motivators in Ten Minutes: A Conscious Coaching Tools101
Motivator Defined101
Classic Theories of Motivation101
Alderfer's ERG Theory102
McClelland's Acquired Needs Theory102
Herzberg's Two-Factor Theory102
Maslow's Hierarchy of Needs Theory103
What Surveys Show104
Dynamic Assessment of Motivations105
How the Motivational Assessment Works105
Behavior Defined105
What Drives Behavior and Attitudes106
What Is an Attitude?106
Chapter 12The Conscious Coach: Show 'Em Who Cares!112
Coaching, Monitoring, and Development112
Coaching Defined112
Monitoring113
Development114
Why Monitor, Coach, and Develop?114
Inclusive versus Directive Management115
How to Show You Really Care116
Develop Your Contact Center Culture Daily117
A Message for Start-ups and Centers with High Turnover Rates117
A Balancing Act117
How Current Monitoring Practices Fail117
Chapter 13Early Involvement in Organizational Choices121
Quality of Work Life Defined121
Participation Defined122
Choosing Technology Is Motivating122
Contributing Value to Quality Control and New Product Development124
Being a Customer Advocate128
Conclusion128
Chapter 14Other Departments Affect a Contact Center132
Importance of Cross-Departmental Communication132
The Effects of Ineffective Cross-Departmental Communication132
Maximizing Customer Service Chain Performance133
Management's Influence over Third-Party Providers134
Positive Positioning of the Contact Center within Your Organization136
Chapter 15Performance Management Made Easy: C.A.R.IN.G.139
C.A.R.IN.G Defined139
Performance Management Based on the C.A.R.IN.G. Method139
Employee Development and Evaluation Methodology141
Writing the Evaluation142
Step 1Collect Evaluation Information142
Step 2Evaluate the Performance143
Step 3Write the Performance Appraisal144
Presenting the Evaluation145
Performance Evaluation Time Lines147
Putting the Review on Paper147
How Do Managers Demonstrate C.A.R.IN.G?148
Compensation, Recognition, and Respect148
Avoid Overacknowledgment148
The Doughnut and Pizza Reward System148
Everyone Likes a Challenge-Well ... Maybe Not?149
Enriching Jobs for Individual Growth151
The Next-Generation Contact Center Professionals152
Conclusion152
Chapter 16The Physical Office Environment-A Motivator155
How Is Your Contact Center's Physical Space Perceived?155
Office Decor-A Contact Center Motivator156
Contact Center Ergonomics157
The Ergonomically Correct Computer Workstation157
The Contact Center's Physical Environment Is a Motivator, Too157
Giving Choices and Including the Contact Center Professionals in Decision Making159
Part 4Best Practices in Multichannel Contact Centers163
Chapter 17Customer Interaction Management and Planning: For Multichannel Contact Centers164
Multichannel Contact Center Defined164
On Multiple Channels and Change166
Preferred Contact Center Multichannel Analytics166
Understand What You Are Buying166
Multichannel Best Practices166
Considerations for Online Staffing179
Statistics from Purdue University's Center for Customer Driven Quality180
Conclusion180
Chapter 18Contact Center Benchmarking: A Best Practice183
Benchmarking Defined183
Why Benchmark?183
Establishing an Accurate Peer Group184
Selecting and Defining Performance Metrics185
Conclusion193
Chapter 19Increasing Emotional Intelligence with Work-Style Assessments196
The Hiring Challenge196
Work Styles Defined196
Increase Emotional Intelligence197
Managing for Productivity Drops198
Assessment Benefits, Accuracy, and Validity Studies199
Increasing Uptake and Efficient Use of CRM Technology202
A Final Word on the Work-Style Approach202
Chapter 20SP3M-Measure, Market, and Manage Your Contact Center Results205
The Customer Service Measurement Challenge205
Customer Service Levels Defined205
Producing Business Results through the SP3M Service Model206
The Steps in the SP3M Service Model206
The First Step in SP3M206
The Second Step in SP3M208
The Third Step in SP3M209
The Continuous Improvement Cycle211
Traditional Quality Improvement Process versus the SP3M Model211
Traditional Use of Technology to Measure211
SP3M-People Using Technology to Measure213
Realizing the Value of the SP3M Initiative214
Chapter 21Understanding Customer Lifetime Value-A Best Practice216
Customer Lifetime Value and Customer Profitability Defined216
The Customer Value Chain217
Customer Revenue218
Customer Profitability218
Customer Loyalty or Retention219
Customer Attrition219
Customer Growth220
Calculating Customer Lifetime Value221
One Customer's Value222
More Than One Customer and Customer Segment Values222
Increasing Corporate Customer Assets223
The Value in Handling Customer Complaints and Improving Customer Service223
The Effects of Poor Service on Your Market224
Winning Customer Loyalty through Exceptional Service226
Educating Your Contact Center on Customer Lifetime Value226
Chapter 22Coaching Best Practices for Contact Center Leaders229
Results-Oriented Coaching Defined229
Best Practices for Designing Effective Coaching Programs229
Six Key Operating Principles230
Getting Started230
Steps in Coaching Contact Center Professionals231
Step 1Opening the Door to Communication231
Step 2Big Picture and Individual Goal Setting233
Step 3Getting Commitment Ask versus Tell Skills235
Step 4Giving Feedback to Reinforce High Performance235
Index241

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