the call center, OSS and the business lines is to be expected and certainly encouraged by these authors. But the best way the applications could be made reusable throughout the corporation is to re-engineer the software as SOA services.
And this evolution of the Contact Center is not hidden from the major Contact Center technology vendors. Taking one public example: Avaya’s company vision is to extend Contact Center technology into the full corporation. Their argument goes as follows: A call center of 200 agents attached to a company with 400 more staff becomes a company with 600 customer service resources. The agent qualifies the issue and responds, “let me introduce you to a ‘subject matter expert’”, and transfers the call under control of the soft-ACD and the plethora of services in the newly minted Contact Center application suite. At this time, extending the mechanics of the call from the contact center into the business unit is simple to deploy - because of the advent of VoIP technology. With this approach, every call is tracked and available for reporting, monitoring and analytics.
Call center agents receive extensive training – but as we saw with Bell Canada, this needs rethinking for the business strategies of the lean service provider. Besides recording and coaching on calls internal to the company – deeper lessons are there. Companies should start introspective reviews, utilizing the process pattern of the Bell Canada analytics team: a classification, quick answer, process invocation, introduction of company goal, and rapid action to achieve that goal.
When a CSR is engaged in up-sell of services, or even in bargaining for a replacement that converts the caller from an irate enemy to a re-bonded customer, advanced sales techniques are needed skills. For example, it is important to vary treatment of the customer, based on personality type. This requires analysis of the customer’s mood, separation of their immediate need from the personality type, smoothing and stabilization of the mood, and satisfying the customer by treating them as their personality type expects.
Stu Schlackman of Competitive Excellence, a sales training company, explains: “Most studies of temperament and personality styles tend to place people into one of four categories. You have probably heard of some of these like Myers-Briggs, Keirsey, DISC, and Insight Learning. As we understand a person’s dominant personality temperament, it becomes easier to address the needs, issues, and values that are most important to them. Temperament is not the same as attitude. A customer who seems resistant or indifferent might just have a skeptical temperament and want proof; a company representative might mistakenly think the customer is resistant to
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