‘Obsessing about your competition, trying to match their offerings, spending time each day wanting to know what they are doing, and/or measuring your company against them – these activities have no great or winning outcome.’ Continue reading
In the eighties I worked for a large bank. An announcement was made that customer calls were to be ‘centralised’ in the newly built call centres.
Local managers weren’t happy and didn’t accept the idea; sales opportunities would be lost as their branch staff would no longer speak to customers who phoned in. Branch staff ‘knew’ their customers and relationships would surely be broken.
The reply was compelling. Call centre staff would have more time and first-class training so no opportunities would be missed. They wouldn’t have to worry about administration and could spend their time providing an excellent service. The customer would still have a knowledgeable and friendly voice at the other end of the phone. Continue reading
Here’s an interesting one. Go into a contact centre and ask the manager if there’s a target for how long advisors should spend on an inbound customer service call (I don’t know….180 seconds in banks might be about right).
The manager will probably wince, tell you that no such target exists and that advisors have as long as it takes to deal with customer issues.
I’m not always sure that this measure should be so readily written off. Take the emergency services.
Someone ringing for an ambulance needs to know that their request is being dealt with quickly. Governments agree and set targets for advisors – get the location and the problem and do it in so many seconds.
If the call isn’t dealt with speedily and accurately people die; a few seconds is the difference. Advisors need to get the details and be sure that the processes and technology are there to get the right kind of help to the correct location. They are polite, re-assuring and calming….but there’s no room for a repeat call. Continue reading