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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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Additional resources for Call Centers For Dummies
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”).