Death of Call Quality Monitoring ( 'Sporadic quality Monitoring').
Niels Kjellerup Editor and Publisher of The
Call Centre Managers Forum . Ashgrove August 18th 2001.
idea, that recording and listening to 2% of the Calls from your customers would
be good enough to ensure consistent service delivery, has been proven wrong by
the latest Customer Satisfaction released in June 2001 in the US. Substituting
Don Peppers One on One marketing concept with a '2 in 100' analyses tool might
win support from short term cost cutters, but in the real world of revenue
creation it will be very short lived. Baffy, the
Vampire slayer, in the form of customer satisfaction surveys, has driven a stick deep into the heart of what can benignly
be called ‘Sporadic Quality Monitoring’
Satisfaction is nose diving – and this, at a time, when investments in IT
platforms and software to enhance service delivery has reached
record heights ( conservatively estimated at $ 20 billion from
1998-2001). Why didn’t the ROI promised by vendors materialise?
Because ‘Sporadic Quality Monitoring ’ was seen as a cost effective way to prolong the pretence, that you really cared about the experience the customer received in your Call Centre, you embraced the concept, meanwhile your call center continued to slide into Galley Slave Mode with bad or indifferent service and at the same time lost sight of the revenue value of building customer relationship. In short such a strategy which negates any ROI on investment in CRM.
flawed business model.
a Call Center and its service delivery aren’t seen as an integral part of the
sales process, the alternative model where service delivery is seen as a stand
alone cost, along side garbage collection and archive function, will sooner
rather than later lead to mass defection by your customers. Any business which
doesn’t view service as sales and sales as service, is bound for the scrap
heap, eventually running out of profits or customers or both.
more read the article "Why
Customer Service Fails" of "
The Flawed Business Model - How Customer
Wallet-focus took over from Customer Focus".
For more read the article "Why Customer Service Fails" of " The Flawed Business Model - How Customer Wallet-focus took over from Customer Focus".
at the end of the tunnel.
Companies, which view each and every customer contact, as part of future or
present revenue creation, are
thriving – growing in leaps and bounds. Customer interaction in the Call
Center is viewed as Core business and critical to future sales and making CRM
investments work. All calls are
recorded & analysed – learning from the good call outcomes, as well as the
bad. Each customer is viewed individually not as a scoring average. For those
interested in statistics, the Bell
curve identifies not only the ‘average’ customer, who probably doesn’t
exist, but good or bad practices as something to learn from. The representatives
( called ‘agents’ by vendors) are encouraged to learn from mistakes and take
strength from successes. Training becomes more effective because of documented
feedback in the form of the recorded calls.
ever think that only 2% of your customer calls count. The illusion that you’re
driving quality monitoring this way, will get you and your Call Center in
serious trouble and have an adverse effect on your business as well as your
staff. Common sense will tell you that adopting a similar principle in accounts
receivable will send your company broke in no time… Your interaction with the
customers is the future receivables of your company, provided you focus on call
outcome and the customers experience. All calls should be recorded and analysed
to improve those business objectives. When you realise this, you will agree with
me that ‘Sporadic Quality Monitoring’ is just that - a cost effective shortcut
to the blind alley of the Galley Slave or worse The Toxic Call Center and failed
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