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25DB




Products & Services Customer Service Call Centers Call Center Process Design

Achieving Service-to-Sales Call Center Business Goals with Performance Measurement Systems

ID: 4854


Features:

Graphics


Pages/Slides: 16


Published: Pre-2014


Delivery Format: Online PDF Document


 

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Study Overview
:

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
  • INCENTIVES
  • RECOGNITION

Sample Best Practices:
  • Develop customized measures to track performance based on business needs.
*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.
  • Convey performance data to representatives in the shortest possible time.
*A travel company recently implemented an electronic reporting system to deliver rapid feedback to its representatives for coaching and individual progress monitoring.
  • Begin with soft sales targets for representatives and roll out hard targets after a transition period to create a goal-driven staff.
*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
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.

Industries Profiled:
Computer Software; Financial Services; Telecommunications; Retail; Manufacturing; Professional Services; Medical Device; Computer Hardware; Service; Banking; Internet; Electronics; Chemical; Computers; Consumer Products; High Tech; Insurance


Companies Profiled:
Intuit; Fleet Bank; Vodafone; UMB; Wachovia; Littlewoods Ltd.; Yokogama America; Amerix Corporation; Medtronic; Embarq (formerly Sprint); NCR; Amylum Iberica SA; People's Bank; GE Money (formerly GE Consumer Finance); Royal Bank of Canada; AOL; SouthEast Telephone; Aliant Telecom; Tata Johnson Controls; AT&T; Texas Instruments; Wells Fargo; Travelocity; Bank of America; American Express; Bank One; Carlson Leisure; BASF Corporation; Bell South; Citigroup; Dell Computer; Dow Chemical; Eastman Kodak; Eaton Corp; EDS; Fidelity Investments; IBM; Lands' End


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