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Managing Call Centers

Managing Call Centers. Matt Slaight MBA 731. Call Center Defined. An environment for structured high-volume telecommunications. Used by: multiservice customer and employee service and support centers, inbound and outbound telemarketing services, help desk services,

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Managing Call Centers

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  1. Managing Call Centers Matt Slaight MBA 731

  2. Call Center Defined • An environment for structured high-volume telecommunications. • Used by: • multiservice customer and employee service and support centers, • inbound and outbound telemarketing services, • help desk services, • government-operated support centers, and • other types of structured communications operations. • Human-assisted or Automated Self-service. • Primary communication channels support live voice: • circuit-switched telephones, • VoIP, and • Internet telephony. • Key underlying technologies: • automatic call distributor (ACD), • computer telephony integration (CTI), and • interactive voice response (IVR). • Additional technologies and processes: • quality assurance, • workforce management, • e-learning, • Analytics, and • performance management.

  3. Call Center Management • Call Center Management seeks to optimize three key aspects: • Performance of the employees • Staff Size • Training • Assessment and Reward • Motivation and Moral • Technologies • Seamless integration • Databases • User Interface • Agent schedules relative to past performance • Tracking improvements • Underlying Processes • Process reviews, redesign, and optimization • Monitor key processes • Automated workflows

  4. Call Center IT Infrastructure Includes a wide range of technologies, such as: • Telephony infrastructure. • Multimedia contact routing and prioritization engines. • Speech-enabled self-service applications • Virtual routing applications • Presence tools. • Tools for integration with customer relationship management (CRM) software. • Data mart and analytics systems. • Optimization tools for workforce management, session recording and e-learning, etc.

  5. Call Center Management and Workflow Optimization Framework

  6. In-Source or Outsource?

  7. In-Source or Outsource?

  8. Why do we care? • Call Center Benefits • Direct Access to Customers • Traditional Call Center vs. Enterprise Contact Center • Multiple Communication Channels • Voice, e-mail, IM • Self-service voice and web • Decentralized • Increased management challenges • Efficiency • Client and Employee Satisfaction • Cost Reductions

  9. References • Davies, J. (2006, June 19). Contact Center Workforce Optimization: A Framework for Success. Gartner, Inc. • Elliot, B. (2005, Sept 8). How to Transform Employees into Contact Center Agents. Gartner, Inc. • Elliot, B., Hafner, B., Kolsky, E., et al. (2006, July 13). Hype Cycle for Contact Center Infrastructure, 2006. Gartner, Inc. • Goldman, M. (2006, July 6). Consider Your Customer’s Needs When Outsourcing CRM. Gartner, Inc. • Moaz, M. (2007, Feb 9). Key Issues for Enterprise Contact Centers, 2007. Gartner, Inc. • Snyder, J., Kraus, D., Lassman, J. (2007, March 27). Key Issues for Contact Center Infrastructure, 2007. Gartner, Inc.

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