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Sec-B Group 12
Nirmal Modh 2010099
Namrutha Ramnathan 2010100Nandini Saxena 2010101
Neer Prajapati 2010102
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Calls go to a group of people, not a specificperson.
A telecommunications system called anautomatic call distributor (ACD) is used todistribute calls among agents, and put callsin queue when all agents are occupied.
Agents have quick access to currentinformation, via specialized databaseprograms.
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Inbound Call Center
Outbound Call Center Web Enabled Call center
CRM Call Center
Telemarketing Call Center
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An inbound center is one that handles callscoming in from outside, most often through tollfree numbers.
These calls are primarily service and supportcalls.
The professionals process calls and integrate
Interactive Voice Response (IVR) and/orInternet services to sell additional products andoffer services in a dedicated environment.
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Inbound call centres Services Order Processing Consumer Response Customer Service Toll Free Response Help Desk Direct TV Response Website Response Seminar Registration Answering Service Inquiry Handling Product Technical Information Interactive Voice Response Technical Support systematic calls to custmers Employee is highly attentive
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Services Market Intelligence
Database Selling
Direct Mail Follow-up
Product Promotion
Debt Collection
Appointment Scheduling
Surveys
Customer Satisfaction
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Improves the e-commerce initiatives by offeringhigh quality customer service.
computer-telephony integration promises reducedcall volumes
Features :a. Web Pop : automatically provides CSRs with a pop-up
screen of client's website, intranet or web script.
b. Web Callback : helps the visitors of the client's websiterequest a callback from the CSRs by simply clicking andentering their name, telephone number and time for call.
c. Web Chat : assists visitors engaged in a live, two-waytext chat directly from client's site to a trained agent.
d. Email management : This manages high-volume emailinquiries directed to client's mailbox or produced via aWebsite.
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Customer relationship call centres: is a worthwhile endeavour to ensure good returns on
investment. customers communicate in multiple ways that include
phone, Web chat, personal sales representative, Voiceover Internet Protocol (VoIP), etc. integrates all the forms of customer contact into a
central history database where they can be retrieved orviewed together
help companies realign their entire organizationaround customers. And thus, is a strategic businessinitiative.
the company identify most valuable customers andunderstandingtheir lifetime values.
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Telemarketing call centres specialize in developingand implementing professionalinbound/outbound B2B and B2C telemarketinglead generation, appointment setting, telesales andmarket research programs.
It is the act of selling, promoting or soliciting aproduct over the telephone.
Combining the best of personnel, processes and
progressive technologies, the telemarketing callcentres serve as highly reliable specialist resourcefor organizations seeking outstanding performanceand results.
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The phone call centres offer flexible call routing, superiorIVR capacity and predictive dialling systems.
Utilizing advanced telephony and Internettechnology, theCustomer Service Representatives (CSRs) in the phone callcentres provide accurate and timely information for the
most complex inbound or outbound programs.
The phone call centers provide 24/7 answeringand businessservices that help keep the customers satisfied
The call centers are equipped with top-of-the-line
communications technology.
They thoroughly understand the fundamentals, as well asthe subtleties of the client's business. The go beyond meredata gathering to give the customers, timely informationthat supports rapid decision-making.
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Strategies For Combating Staff Turnover: Major reasons for staff turnover:
Pace of effort required Sense of powerlessness or lack of control
Frustration of not being allowed to do a good job Repetition Daily physical confinement (tied to their desk) Over-regimentation The feeling of being spied on The feeling of not being appreciated by others in the
organization Handling complaints and problems all day Odd work hours Pay Better opportunities elsewhere
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The following have been proven time and again to have adirect, positive bearing on turnover and morale:
Broaden and extend the training your agents receiveand the responsibilities they have.
Involve them in managing the call center -- qualityimprovement, forecasting, and collaboration with otherteams and departments, establishing schedules, etc.
Ensure they have an understanding of (and
involvement in) the direction and values of theorganization.
Ensure that your call center is accessible (maintaingood service levels) so that you're not burying agentsin customers frustrated from the start.
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Key performance measurements for individuals:
Since performance measurements are usually tiedto expectations and standards, that will raise issues
about fairness, what reps can and can't control,why people have different capabilities and drives,and the processes they are working within. Fewsubjects elicit such strong and varied opinion.
Three Types Of Performance Measurements :Calls per hour, adherence and qualitativemeasurements -- commonly used in assessingindividual performance.
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Calls Per Hour Is Fading : In practice, calls per hour has been the preferred benchmark
for establishing productivity standards, comparingperformance among reps and groups, and assessing theimpact of changes and improvements to the call centre.
Many of the variables that impact calls per hour are out ofthe rep's control: call arrival rate, type of calls, knowledge ofcallers, communication ability of callers, accuracy of theforecast and schedule, adherence to schedule (of others inthe group) and absenteeism, to name a few.
Reps may even "trick" the system to increase their call countand achieve a standard. Even with further analysis, calls per hour begins to lose
meaning as technologies such as CTI, skills based routing,and web integration, which enable increasinglysophisticated and varied call handling routines, proliferate.
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Adherence factor, or signed-on time, is ameasurement of how much time an individual isavailable to handle calls versus the time he or shewas scheduled to handle calls
The advantage of adherence factor is that it isreasonably objective.
Reps cannot control variables such as the numberof staff scheduled to answer calls, the number of
calls coming in, the distribution of long and shortcalls or the distribution of easy and difficult calls.
But they can generally control how available theyare to take calls.
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In most call centers, qualitative criteria, whichfocus on knowledge of products and services,customer service and call handling skills, and thepolicies of the organization, continue to become
more refined and specific. Most use some form of monitoring to evaluate
individual performance and identify training andcoaching needs.
An important and developing aspect of quality is
that reps take the necessary time to do the job right But the trend is clear: well-defined qualitative
measurements are beginning to erode reliance onmeasurements that are after-the-fact outputs.
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Calls per hour, which used to be an almostubiquitous productivity measurement, is fading.
It is increasingly being replaced by focused and
specific qualitative and adherence measurements. Reps can concentrate on being available, and on
handling each transaction according to itsindividual needs.
If implemented well, qualitative and adherencemeasurements can cultivate a better workingenvironment, better quality -- and higherproductivity.
