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

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

Tips about making your name middle a real revenue center
In North the United States, name facilities are a $13 billion enterprise, using four million humans. For managers in control of a decision heart operation, this sensible, hassle-free consultant outlines how you can increase effects measurably, following its ideas of profit new release, potency, and consumer delight. additionally, this new version addresses many adjustments, similar to the recent know-how that's remodeling today's name middle and the location-neutral name heart. It additionally is helping readers ascertain even if it's cost effective to outsource operations and appears on the altering function and specifications of agents.* the final word name heart advisor, now revised and up to date* The authors have helped over 60 businesses increase the potency and effectiveness in their name middle operations* deals complete counsel for name facilities of all sizes, from 20-person operations to multinational businesses

With the most recent version of Call facilities For Dummies, managers may have a higher arsenal of ideas to spice up their center's base line.

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In the PQR Co. example (refer to the sidebar “Lack of model = lack of results,” earlier in this chapter), the company tracked all the necessary measurable factors relating to its call center. Management didn’t see a clear relationship between the performance drivers and the business objectives, however. As a result, managers didn’t work in a coordinated and consistent fashion to effect results through manipulation of the drivers; instead, they focused on some performance drivers one day and on others the next day.

Imagine, way back in the day, a ticket agency that had just one agent answering a single phone, selling tickets for a Frank Sinatra concert. ” The agency rounded up a bunch of people to answer a lot of phones and take a heap of orders, and voilà — a call center was born. Call centers have been improving processes ever since. In Chapter 15, we discuss some process management concepts and methods. Defining terms clearly The best-made processes are laid to waste, however, if people don’t speak the same language.

In This Chapter ▶ Building a framework for your call center ▶ Zeroing in on the appropriate goals ▶ Employing performance drivers ▶ Following best practices ▶ Reporting results A business model is a high-level description of how your business is organized and what actions you plan to take to produce results for your business: profits, happy customers, or whatever you want to achieve in your business unit. A business model is really no more complicated than a game plan or playbook (“Our goal is to win the game, so here’s what we’re going to do”).

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