|
|
Call accounting, 268
Call blockage, 103
Call center
benefits of, 3
building internal, 5
communicating with, 46
communication channels, 8
CTI in, 34–38
customer inputs to multimedia, 107
defined, ix, 268
distributed, 92
employee environment, 112–115
fully automated, 35
incoming. See Incoming call center
integrated, 8–9
integrating customer data and, 59
linking multisite, 49
location and size of, 6
location clustering, 63
managing. See Call center management
measuring and monitoring performance, 8
overview, 1–5
requirements, 5–9
role in CRM strategies, 240–243
software tools for, 2–3
staffing and training, 7–8
technologies, 6–7
10-point development process, 10–11
typical infrastructure, 62
use of term, 96
vendor solutions, 9
websites, 8
See also Contact center; Customer interaction center
Call center management, 61–135
budgets and, 91–92
challenge of, 62–63
characteristics of best-managed centers, 87–94
disaster and contingency planning, 119–124
future of, 94
incoming call center, 94–98
key statistics for, 91
outsourcing, 124–135
overview, 61
productivity guidelines, 64–87
role in corporation, 98–99
service level and, 99–100
staff costs, 63
workforce optimization, 110–118
Call center managers. See Managers
Call Center Monitoring Study II Final Report, 83
Call center staff. See Customer service representatives; Employees; Staff
Call control, 269
as basic CTI service, 31–33
capabilities of, 27
first-party, 32
third-party, 32–33, 50
Call duration, 84
Caller ID, 269
Caller preview function, 181, 193
Call forwarding, 33
Call-handling guidelines, 143–144
Calling line identification (CLID), 180
Call load
forecasting, 95
patterns, 88–89
"Call-me" button, 19, 53, 56
Call processing, 27–29, 269
applications, 30–31
defined, 30
software, 30
Call volume, managing high, 191
Campaign management, 279
Canada
Group Telecom in, 169
Oxford Properties Group, 185–187
service level regulation in, 107
Toronto Community Housing corporation (TCHC), 179
Canadian Radio and Telecommunications Commission (CRTC), 107
Carriers, 128
future as outsourcers, 133
value-added services from, 130–131
See also Telephone companies
Case studies, communications
Axtel, 167
CLEAR Communications, 167–168
diAX, 168–169
Group Telecom, 169–170
GTE Telecommunications Services, 170–171
Nokia, 171–172
Case studies, energy, PPL EnergyPlus West, 173
Case studies, financial services, 174–175
The Depository Trust Company (DTC), 174–175
Liberty Funds Group, 175–176
MetLife Investors Group, 176–177
Nordea, Merita Bank, 178
PNC Bank, 178–179
Case studies, government, Toronto Community Housing Corporation (TCHC), 179–181
Case studies, health care
Delta Dental Plan of Kentucky, 182–183
Philips Oral Healthcare, 183–184
University of Alabama Health Services Foundation, P.C., 184–185
Case studies, real estate, Oxford Properties Group, 185–187
Case studies, retail
Bargain Network, 187–188
Borders Group, 188–189
HSN (Home Shopping Network), 189–190
Case studies, technology
Crystal Decisions, 192–194
Primavera Systems, 194–197
SGI (Silicon Graphics, Inc.), 191–192
3COM Corporation, 190–191
Case studies, travel, Thomas Cook Direct, 197–198
Categorical knowledge, 116
Central office (CO), 27, 269
Centrex, 269
Channel management, 279
Channel parity, 177
Chief customer officer (CCO), 279
Churn, 279
Circuit switching, 269
CLASS. See Custom local area signaling service
CLEAR Communications, 167–168
Client/server architecture, 3, 16–18, 269
CTI implementation and, 38–39
flexibility with, 43
Clustering, 279
CO. See Central office
Coaching
guidelines, 161
workshops on, 159–161
CODEC (code and decode), 31, 269
Coleman, Richard, 111
Coleman Consulting Group, 111
Collaborative CRM, 279
Collaborative planning process, 88–89
Collections
problem, at UAB Health Services Foundation, 184
workshop on, 150–152
Communication, with call contact center, 46
Communication channels, 8, 10
Internet as low-cost, 55
Communications
customer premise equipment (CPE), 29–30
network structures and, 26–30
public network model, 27–29
Communications companies
case studies about, 167–172
CRM gains for, 222
Communications environment
call control and, 20–21
standards for CTI, 19–20
switch-to-host integration, 21
voice response, 21
Communications protocol, 25
Competition, benchmarking abandonment levels of, 109–110
Competitive advantage, sustainable, 212
Computer environment, 16–18
client/server computing, 18. See also Client/server architecture
mainframe, 17–18
Computer telephony, 2. See also Computer telephony integration
Computer telephony integration (CTI), 14–25
application layer, 41–42
applications, 22
basic services, 31–34
benefits of, 23
in call center, 34–38
call center applications, 24
call control, 31–33
client/server architecture, 3
communications environment, 19–22
component selection and integration, 40–41
computer environment, 16–18
as core technology, 7
defined, x, 20, 270
evolution of, 15–16
fax processing, 37
feature activation, 33–34
fully automated call center, 35
impact of, 2
implementation guidelines, 38–45
integration of, 22–23
interactive voice response, 37
media conversion, 37
middleware, 41
open architecture, 15
open systems and standards, 34–35
optical character recognition (OCR), 38
productivity and, 24–25
project checklist, 39–40, 42–45
servers, network structures and, 25–31
speech recognition, 37
switch links and PBX, 35
telecom servers, 36
text-to-speech technology, 37
voice processing, 36–37
Conditional transaction routing, 269
Conditioning, 280
Conference bridge, 31
Consulting services, 42
Contact center
defined, 269–270
virtual, 71–72, 178, 191
See also Call center; Customer interaction center
Contact management software, 224
Contention, 270
Contingency planning
defined, 123
See also Disaster and contingency planning
Controllable turnover, 114
Conversion technology, selecting, 83
Corporate culture
defined, 280
instituting changes in, 222
support from, 88
Corporate functions
customer interactions and, 204
integrating customer knowledge with, 206
Costs
calculating, for incoming call center, 96
call duration and, 83
customer satisfaction and, 84
e-mail, 75
long-distance, 129
overstaffing, 188
service level and, 106
unsatisfied e-mail customer and, 73
of workforce management, 65
Cradle-to-grave reporting, 175, 193
Credit card issuers, CRM gains for, 222
CRM. See Customer relationship management
CRM strategies
applying, 225–227
call/contact center and, 240–243
customer behavior patterns and, 225
individual customer experiences and, 225–226
CSRs. See Customer service representatives
CSR workshops, 144–152
collections calls, 150–152
excellence in customer service, 145–147
help desk, 150
listening skills, 147–148
sales skills, 147–148
CTI. See Computers and telephone integration
Culture
call center, workforce management and, 65
corporate. See Corporate culture
Customer behavior patterns, 225
Customer-centric focus, 207, 210–211
Customer contacts, managing, 223
Customer contact software, 206
Customer database, 23
Customer experience, customer relationship management and, 228
Customer feedback, flowchart, 209
Customer information
accessing detailed, 215
integrating, 210–211
privacy of, 228
sources of, 203, 224
Customer interaction
corporate functions and, 204
maximizing value of, 213
Customer interaction center
defined, ix
See also Call center; Contact center
Customer interface, 280
Customer knowledge
integrating corporate functions with, 206
managing, 223
through CRM, 209–211
transforming to customer value, 213
Customer loyalty, 112
active loyalty, 278
customer relationship management and, 239
employee environment and, 116–117
Customer premise equipment (CPE), 29–30, 34, 270
Customer relationship management (CRM), 39, 199–243
advanced WFM to support, 67–68
alert/response applications, 230–233
analytical, 278
analytics model, 236–228
architecture, 279
business-focused, 241–242
business tools for, 206–214
checklist, 239–240
collaborative, 279
components of infrastructure, 224
customer-centric focus and, 211–214
customer experience and, 238
customer focus and, 217
customer information management strategies, 204–206
customer input to, 229–233
customer knowledge through, 209–211
defined, 279
electronic, 280–281
employee environment and, 113
exact transaction analysis, 227
integrating with existing systems, 230–231
integration with other functions, 202–203
issues and tactics, 226–229
IT-focused, 241
as long term, 201–202
new marketing paradigm and, 207
one-to-one, 217
operational, 281
planning, 201
planning phase, 214–217
privacy and, 228
program management, 233–236
rationale and methodology, 200–204
rationale for, 228–229
relationship technologies, 227–228
strategies. See CRM strategy; 12-stage CRM strategy
success factors, 243
support mechanisms, 240–242
technology and, 201, 205–214, 216–217
"test and learn" process, 222
value to business, 236–240
workshops, 226
Customer relationship management (CRM) database, 193
Customer relationships
developing long-term, 208
outsourcing and, 125
Customer retention, 280
Customers
as company's focus, 23
consistent view of, 177
daily relationship with, 4
e-mail, unsatisfied, 73
expectations of, quality and, 88
experience of, workforce optimization and, 112
guidelines for meeting needs of, 162
individual experiences, 225–226
input to CRM, 229–233
inputs to multimedia call/contact center, 107
interactions with, data sources and, 57
multidimensional contact with, 54
Customer satisfaction, call duration and, 83
Customer service
effects of improving, 167
enhancing, 205, 208
staffing and, 111–112
Customer service representatives (CSRs)
advanced training, 153–154
availability of, 55
call volume and, 85
changing the priorities of, 182
competencies of, 73
CTI training for, 44
in early call centers, 3
empowering, 77, 113–114
evaluation criteria for, 44
as key to success, 87
monitoring systems and, 81–82
recognition of, 113–114
selection criteria for, 142
skills experience levels, 111
training, 7, 11, 113–114, 143–144
transition to supervisor, 138
workforce management system and, 65
workshops for. See CSR workshops
Customer touch points, 208
Customer value
growing, 223
transforming customer knowledge into, 213
Custom local area signaling service (CLASS), 270
|
|