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Products & Services Customer Service Call Centers Call Center Process Design

Transformational Leadership in Managing Service-To-Sales Conversions in Call Centers

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ID: 4853


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Pages/Slides: 11


Published: Pre-2013


Delivery Format: Online PDF Document


 

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"Transformational Leadership in Managing Service-To-Sales Conversions in Call Centers"

Study Overview:

Increasingly, call center leaders are seeking to bolster their revenue by transforming traditional service channels into eservice and sales channels. However, such transformations are difficult. Call center executives and managers must effectively lead the integration of sales and service channels.

Successful service-to-sales transitions require overt and visible endorsement from senior leadership. Senior executives must be available to assist call center managers to communicate important messages at strategic junctures during the service-to-sales transformation process. Charismatic senior leaders are particularly effective in shaping and communicating the context of the service-to-sales transformation and can significantly influence employee responses to the change initiative.
The key practices encapsulated in this 10-page document provide a basis for call center executives and managers to leverage the mesages, communications and goals that leaders have already successfully implemented throughout the service-to-sales transformations.

Key Topics Areas:

  • DEVELOPING AND REFINING A TRANSFORMATION MESSAGE
  • ROLES OF SENIOR LEADERS DURING THE SERVICE-TO-SALES INITIATIVE
  • RECOGNIZING THE COMPLEXITY OF THE SERVICE-TO-SALES TRANSITION AND MANAGING EXPECTATIONS ACCORDINGLY

Sample Best Practices:

  • Cast sales responsibilities as an extension of customer service to overcome initial service rep resistance.
“The language you use to get the service reps to be comfortable and supported is key,” warned one veteran telecom executive in charge of Customer Operations. “We found most service reps do not like the idea of 'sales', so we renamed ‘sales' to ‘customer awareness’ and stressed that their role was to add value or provide solutions to our customers.”
  • Integrate service-to-sales messaging into all call center processes.
To reinforce the message that “sales is an opportunity to further assist the customer”, one organization launched a campaign to make sales a “part of the corporate cultural landscape – a statement of direction for the whole company”. There were posters, classes, newsletters and training around this message.
  • Set implementation goals that are realistic and recognize that change is gradual.
When a financial services organization introduced its sales program for service representatives, it made all of the organizational changes in a short timeframe but it took more than 12 months for performance to reach levels that were considered acceptable.

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; Medical Device; Financial Services; Telecommunications; Retail; Manufacturing; Professional Services; 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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