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Best Practice Database
Customer Service » Call Centers » Planning
Metrics, Graphics, Detailed Process Map
Single User: Authorizes use by the person who places the order or for whom the order was placed.
Sitewide: Authorizes use of the report for a geographic site. All people at site can view the report for a year and copies can be printed.
Corporate: Authorizes use for the entire company for a year and copies can be printed. No limitations for usage inside the company.
With the economy shifting from a services-based society to an experience economy, organizations must explore other channels for value creation and consider the long-term impact that new strategies and tactics will have on the customer. As a starting point, call centers, which interface with customers regularly, are aiming to become revenue-generating channels for the organization. Improved call center manager effectiveness is needed on the frontline as well as educated reps and useful technology to make the initiative successful and impactful.
At the February 2007 Global Benchmarking Council meeting, members and guests gathered to discuss using technology to create great customer experiences and improve customer satisfaction, the evolving role of the call center manager and winning strategies for call centers in the 21st century.
Vice presidents, directors and managers involved in call center operations, customer service, technology or process improvement and other benchmarking professionals will benefit most from the case studies of five leading companies and the summarized transcripts from two facilitated roundtable discussions.
COMPANIES AND CASE STUDIES
Case studies include speaker biographies and company background before describing key challenges company leaders faced and how they overcame them, recent benchmarking research and results or the future of call centers. Speaker anecdotes, quotes, select slides, insights and key take-aways all liven the case studies with personal touches and graphics.