| Preface |
|
ix | |
|
Introduction: Answering the call for customer driven quality: Overview of the call center industry |
|
|
1 | (6) |
|
At any time from anywhere in any form: The emerging customer business partnership |
|
|
7 | (14) |
|
The past, present and future of customer access centers (by Jon Anton) |
|
|
21 | (12) |
|
What do customers expect when they make the call? |
|
|
33 | (8) |
|
How to learn from these case studies |
|
|
41 | (2) |
|
Section 1: Human Resource Management in Call Centers |
|
|
43 | (114) |
|
Agent recruitment (Randstad Callflex) |
|
|
61 | (3) |
|
Personnel recruitment (Viking Direct BV) |
|
|
64 | (4) |
|
Agent performance assessment (Creative Labs) |
|
|
68 | (7) |
|
Agent performance assessment (Vodafone) |
|
|
75 | (8) |
|
Agent training (Neckermann) |
|
|
83 | (4) |
|
|
|
87 | (5) |
|
Contractual issues (Interpolis) |
|
|
92 | (5) |
|
``Attract a friend. Connect with $1000. Any questions?'' The quest for the next employee (Thomson Consumer Electronics) |
|
|
97 | (3) |
|
Developing new hires: The mentor program (Thomson Consumer Electronics) |
|
|
100 | (2) |
|
I don't just want a job, I want a future (Transcom) |
|
|
102 | (3) |
|
Making current CSRs feel good, valued, and appreciated: Employee appreciation days (Thomson Consumer Electronics) |
|
|
105 | (2) |
|
Realistic job previews: Cutting turnover by 50% |
|
|
107 | (4) |
|
The culture of heroics (Transcom) |
|
|
111 | (4) |
|
Walk a mile in my shoes: Executives take a turn at being a CSR |
|
|
115 | (3) |
|
``Walls to calls in 60 days''---but how do we get CSRs? (MicroAge) |
|
|
118 | (2) |
|
Maybe we want them to leave: Sometimes turnover in our contact centers is good |
|
|
120 | (7) |
|
A different culture and a case of low turnover (SalesForce) |
|
|
127 | (4) |
|
Role stress in call centers: Its effects on employee performance and satisfaction |
|
|
131 | (8) |
|
Call center staff with special needs |
|
|
139 | (2) |
|
Listening variables in voice-to-voice service encounters: What part of listening don't you understand? |
|
|
141 | (6) |
|
Voice-to-voice service encounters |
|
|
147 | (10) |
|
Section 2: Operational management of call centers |
|
|
157 | (46) |
|
Capacity planning 1 (Hewlett Packard) |
|
|
159 | (4) |
|
Capacity planning 2 (Hewlett Packard) |
|
|
163 | (4) |
|
Organizing for capacity planning (OTTO) |
|
|
167 | (4) |
|
Outbound call response (R&M) |
|
|
171 | (4) |
|
Quality monitoring of calls may not mean that the caller is satisfied (E-Talk) |
|
|
175 | (3) |
|
I've got that old ``IVR'' feeling (Unisys) |
|
|
178 | (2) |
|
The burden of e-mail (Internet Shopping Network) |
|
|
180 | (3) |
|
Taking the error out: Web based customer relationship management (Thomson Consumer Electronics) |
|
|
183 | (4) |
|
Controlling your call volume and call time (Yellow Pages® Direct) |
|
|
187 | (3) |
|
Customer satisfaction and call centers in Australia |
|
|
190 | (4) |
|
Private insurance call center sales (PhoneDirect) |
|
|
194 | (4) |
|
Capacity forecasting (ABN-AMRO Bank) |
|
|
198 | (5) |
|
Section 3: Strategic Management of Call Centers |
|
|
203 | (102) |
|
Location analysis (Mercedes-Benz) |
|
|
221 | (3) |
|
Service quality deployment (Robeco) |
|
|
224 | (3) |
|
Customer churn management (Vodafone) |
|
|
227 | (6) |
|
Call customization (Robeco) |
|
|
233 | (4) |
|
Autopsy of customer dissatisfaction |
|
|
237 | (6) |
|
Call center as profit center: Pay for product placement |
|
|
243 | (2) |
|
Call centers as product design workshops (GE Answer Center) |
|
|
245 | (2) |
|
Escalation of customer dissatisfaction: Identifying the top reasons and creating satisfied customers out of consumers (GE Answer Center) |
|
|
247 | (2) |
|
What is caller satisfaction related to? Justifying your call center (General Electric) |
|
|
249 | (4) |
|
If the phone rings everyone answers it (Proflowers.com) |
|
|
253 | (3) |
|
Infomediaries: The next revolution (Capital One) |
|
|
256 | (4) |
|
One to one publishing (AudienceOne) |
|
|
260 | (3) |
|
1-800-call-before-you-install: Proactive customer satisfaction maintenance |
|
|
263 | (3) |
|
Increasing the share of the customer, not simply market share (RCI) |
|
|
266 | (2) |
|
The call center as means of creating customer loyalty (RCI) |
|
|
268 | (2) |
|
The case of the priority customer (Charles Schwab) |
|
|
270 | (4) |
|
A multilingual call center service (Centrelink) |
|
|
274 | (3) |
|
A customer loyalty program (SalesForce) |
|
|
277 | (3) |
|
Organizing for call center quality (Mega Limburg) |
|
|
280 | (4) |
|
Call center process re-engineering (ANWB) |
|
|
284 | (6) |
|
Call re-engineering (National emergency number) |
|
|
290 | (4) |
|
The case for benchmarking your call center |
|
|
294 | (11) |
|
Section 4: Technology Issues |
|
|
305 | (36) |
|
Immaculate deception: The unintended negative effects of the CRM revolution |
|
|
307 | (11) |
|
Call center automation: When process increases mistakes and delay, there is only one thing to do (Accor Reservation Services) |
|
|
318 | (4) |
|
|
|
322 | (4) |
|
Database management (Scoot) |
|
|
326 | (3) |
|
Keeping it simple: Call center automation (Xerox) |
|
|
329 | (5) |
|
Linking Australians to government services (Centrelink) |
|
|
334 | (4) |
|
Call center queues for minority customers (Centrelink) |
|
|
338 | (3) |
| Appendix: Resources that will knock your socks off |
|
341 | (12) |
| Index |
|
353 | |
Other versions by this Author