On the management innovation of call center and cu

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On the management innovation of call center and customer service center

Preface: Call Center originated in North America in the 1970s and has been for more than 40 years. In China, the introduction of call center (customer service center) and ordinary has only a history of more than 20 years. With the rapid development of China's economy and the improvement of national living standards, the rise of tens of millions of middle class, services and call centers are closely related. From the innovation of technical means to the innovation of service content and management mode, it changes every five years. Today, whether it is self built call centers or outsourced call centers, the number and scale of seats are also qualitatively different from the original

on the world stage, the call center has experienced two major revolutionary changes, from the pure incoming service mode to the automatic response mode based on CATI technology; The transformation from traditional TDM mode to IP mode, and the transformation from traditional voice communication to Omni channel multimedia technology. Cloud computing is also widely used in call centers. Looking at the world, we can develop the world's call center pattern, and some major changes have taken place. From the front-line development countries and regions without exception, such as the United States, Japan, France, Germany, and Hong Kong, according to statistics: the total revenue of the global call center industry in 2010 was $195billion, of which the revenue of the call center industry in Europe and North America exceeded $161 billion, Accounting for more than 80% of the global market share. At present, this industrial belt is gradually transitioning to sub developed and developing countries. Call centers have now been more transformed into customer service centers and customer service experience management centers, which are important channels and ties connecting corporate brands and users. This booming industry is spreading and changing all over the world. South Korea, India, the Philippines, Indonesia, Malaysia and China, which are closely behind, have also made important arrangements for call center industry giants. For example, teleperformance of France has sites in 75 countries around the world. At the same time, the number of employees has led other call centers around the world, reaching a scale of 217000. The outsourcing transaction volume of global call centers has accounted for two-thirds of the total market revenue, and continues to show an upward trend

at present, the biggest challenge faced by China's call centers is the driving force of cost increase and innovative development. The cost structure of call centers is mainly composed of human resource costs. In order to save personnel costs, many call centers have begun to transfer from first tier cities to second and third tier cities. Due to the pressure of cost, many enterprises are also in a state of stagnation

let's take a look at some new attempts and challenges of management innovation in today's China's Internet environment

the larger the scale of the call center is, the more obvious the effect of the scale is. Especially in terms of input-output ratio, this feature can be reflected in terms of site, system development, personnel input, payback period, etc. After more than 20 years of accumulation and experience, many super large and large call centers have also sprung up. The scale of thousands of seats, different workplaces in the same city, different workplaces in different cities, self built or outsourced, semi outsourced forms, and formats also show the phenomenon of diversification. As the call center is the only one at present, it aims at the demand growth of polyethylene manufacturers. There will be different changes in management due to cross regional and cross-cultural differences. The author has seen that when a successful management model is transferred to another city or cultural environment, the management effect is unsatisfactory everywhere, which also brings challenges to the management work. With the progress of science and technology and the development of multimedia service channels, will these problems really be solved

management innovation of large call centers, such as teleperforamnce, is often achieved through the following ways: first, through continuous investment in scientific and technological innovation, all problems are solved by customizing a set of system language; Another mode is to train and copy a large number of managers with certain management skills or find some fully trained managers from the market to meet the needs of the rapid development and expansion of the call center. In the traditional call center management, the main performance evaluation indicators only refer to the basic efficiency indicators such as connection rate, sales success rate and service level. The results achieved by these means are often large investment and quick effect. With the improvement of China's economic development, the consumption level of Chinese people is also increasing, and the service experience and brand stickiness of consumers are also differentiated. The performance evaluation indicators of call centers are gradually changing from the original efficiency indicators to quality indicators, such as customer satisfaction rate (CSAT), customer dissatisfaction rate (DSAT), net recommendation rate (NPS), etc. these indicators are not only for the terminals of the service process, It also points to the front, middle and end of the service process. The call center needs to design the corresponding management process from the perspective of customer experience in an all-round way. At the same time, it also needs to meet the changing consumer tastes through continuous innovation

the management innovation of the call center mainly includes the following aspects

first, the innovation of channels to provide appropriate service channels for different customer groups

in the past decade, by improving the IVRS automatic voice system to replace manual services, or by increasing the use of other channels, such as uplink or downlink SMS push, email notification, etc., the volume of manual services has been greatly reduced, thereby reducing the expenditure of labor costs. With the development of instant messaging software such as and liantian, SMS is no longer the preferred channel for call centers due to cost reasons, but the corresponding interactive goals are achieved by pushing and social media announcements. Video calls also occupy an important position in multimedia platforms. In addition, biological identity recognition technologies, such as fingerprint, speech recognition, facial recognition, have also begun to be applied

recently, a well-known global BPO published a white paper on Chinese consumer service channels. Through a questionnaire survey of different consumers in different industries, it was found that more than 70% of Chinese consumers choose voice channels for services. This discovery undoubtedly brings some inspiration to the industry. Voice service is still an industry trend, which is the choice of consumers and the result of the balance between channels and manual services. There is no conflict between the human investment and intelligent investment of the call center. How to effectively integrate these channels and choose a way suitable for enterprise development among different channels is the correct way to open the future channel innovation of the call center

second, the innovation of service content and the redefinition of the value created by services

ten years ago, call centers still existed in enterprises in the form of cost centers. Every year, enterprises need to effectively control the expenditure of call collection costs through budget management, and these inputs are often one-off and cannot be sustainable. More than 70% of the expenditure comes from employees' wages and corresponding management costs. With its superior stability, reinforcement, thickening and thixotropy in the concept of service, it occupies a higher and higher position in various industries. The investment of enterprise executives in the training and development of call center talents is also a lot of investment. High investment is not necessarily accompanied by inevitable high return. Therefore, the call center starts to transform from a cost center to a quasi cost center, a value center, and a profit center. In order to achieve this goal, in addition to the daily incoming business, the call center also needs to undertake the functions of enterprise brand publicity, product promotion, channel diversion, enterprise price remodeling, etc. in order to cooperate with the transformation of comprehensive functions, No matter from the positioning of media service center, service satisfaction center and remote service center, the function of call center is to provide customers with services not limited to incoming calls through voice, chat, email, and other active social media, as well as customer care, customer retention, customer acquisition, marketing, secondary marketing, complaint handling, etc. In service content, the value created by service is difficult to be quantified. Call centers will adopt such definitions as the conversion rate of electronic channels, the marketing success rate of call centers, etc., which are often extremely ambiguous

the value created by service only comes from the service itself. As long as customers start to contact the call center, no matter which channel they go through, the story of the value chain begins. Every customer has its life cycle, from the customer's acquisition to the customer's purchase of the enterprise's products or services, and then there is a continuous process of re purchasing products or services. Customers interact with the call center through more channels, It will feel more convenient. Recently, teleperforamnce Internet enterprise trust has made enterprise customers feel very convenient through a self-developed system and tool tpclient. Tpclient is a customer service tool independently developed by Internet enterprise trust, including intelligent queuing, voice interaction, automatic retrieval of knowledge base content to answer consulting calls in time, video customer service, etc., especially the integration of functions, so that users can easily communicate directly with customer service through use, In the background of tpclient, customer service can see at a glance every content that users have communicated with other customer service in the past, such as whether they have called, what they have talked about, the last email content, the previous communication content, and so on. It can really achieve multi-point contact service to customers through voice, instant chat, e-mail, photos, videos and other channels through a tool, so as to avoid that because the information has not been integrated, the same user consulting different customer service at different times always needs to repeatedly report their relevant information to verify their identity, etc. The customer service departments of some companies are usually divided into voice service team, email service team, chat service team, etc. with one tool, tpclient can integrate all customer service channels, improve customer service efficiency and facilitate user experience

the more convenient and multi-channel services are provided to customers, the higher the loyalty of customers to enterprises and the recommendation rate of enterprises will be. This principle is equally applicable to the previous generation born in the baby boom era, the Post-70s and post-80s who account for the main force of society, and then to the post-90s. Every time an enterprise opens a new service channel, it will increase a channel for customers to interact with the call center. Customers often do not know their preferences for channels. At the same time, they do not rationally know what they need in the service process. These needs are established by the call center through the redefinition of the process and transmitted to customers through the service process. The voice of the process should reflect the voice of the customer (VOC) in an all-round way, regularly send a questionnaire survey report to the customer, and invite a third-party evaluation institution to conduct a mystery person test, so as to understand the consistency and difference between the voice of the process and the voice of the customer, and adjust the process in time

the value of the call center is a process of continuous mining. When the customer initiates the interaction with the call center, each scenario is also a marketing opportunity. Through the analysis of the customer's past data, through enterprise level big data and cloud computing, the customer's behavior can be predicted, and the customer's value contribution can also be shown in the service scenarios defined in advance. Continuous interaction

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