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A recent trend in call centers is to increase revenues by transforming traditional service channels into service and sales channels. However, such transformations are difficult. One of the key challenges that call center executives and manager’s in both inbound and outbound call centers face is developing performance measurement and incentive systems that effectively measure and motivate representatives' behavior to integrate both sales and service channels. As one call center executive stated, “It is important that your performance management system and your incentive programs integrate if you want to reach your business goals… it’s not so easy and took us a long time to get it right.”
The key practices encapsulated in this 16-page document provide a basis for call center executives and managers, embarking on or engaged in a service-to-sales transition, to reflect on the experiences and "lessons learned" of organizations that already have successfully implemented service-to-sales transformations
Key Topic Areas:
- PERFORMANCE MEASUREMENT
Sample Best Practices:
*At one financial institution, for example, offer rates are measured in an effort to promote sales and referrals. Call center management at this company has determined that offer rates are highly correlated to sales, but more so for referrals.
- Develop customized measures to track performance based on business needs.
*A travel company recently implemented an electronic reporting system to deliver rapid feedback to its representatives for coaching and individual progress monitoring.
- Convey performance data to representatives in the shortest possible time.
*The call center vice president of a travel services company began the transition to a sales-oriented environment with a six-month period of soft targets for sales performance. During that time, he was able to observe which product groups sold in which volumes, and was able to construct a well defined, tiered sales goal system.Methodology
- Begin with soft sales targets for representatives and roll out hard targets after a transition period to create a goal-driven staff.
This research originated from a Best Practices, LLC research and consulting project. It was conducted for a client and was based on interviews and surveys with executives and senior managers in the telecommunications, financial services, computer software and other industries.