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Best Practice Database
Customer Service » Call Centers » Call Center Process Design
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Customer feedback drives customer service representative (CSR) training, product and service improvement, and service-oriented culture development. Deciding to measure customer satisfaction is simple; determining how-to measure customer satisfaction is a bigger issue. Given the myriad tools, timing schedules, and outsourcing options for customer satisfaction measurement, this study sought to determine current trends in customer satisfaction measurement, results implementation, and changes on the horizon.
Key factors addressed in this study aim to guide call center managers and directors in customer satisfaction measurement decisions--whether to outsource the satisfaction measurement function, to use point-of-service measurement or post-transactional options, and how companies use customer satisfaction survey results. This study includes insights on the current rates of outsourcing, the timing of survey deployment, the tools used to capture customer satisfaction, and the rates of survey participation prompts.
This study will benefit those managers, directors and vice presidents in charge of customer service or service-to-sales call centers. Executives can conduct their own gap analyses and identify ways to better structure, operate, and manage their customer satisfaction measurement function as well as leverage and optimize customer feedback.
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Xerox; Misys International Banking Systems; Kronos; Irwin Industrial Tools; TDECU; Dresser-Rand; CURRENT; Federal Reserve Bank; T. Rowe Price; Thomson; Intel; GE Money; Massey University; Organon; State Farm; Prudential; US Bank; Thrivent Financial for Lutherans; Time Warner; W.R. Grace; Symetra Financial; GlaxoSmithKline; Dade Behring; Hewlett-Packard; BI; MetLife; FreshDirect; WR Grace; DuPont; Canon ITS; InterMedia Marketing Solutions; LexisNexis; Invitrogen
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