国际联号酒店前厅客房营销礼宾财务运营管理资料 CallCentre.docx

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1、THECALL CENTRE CUSTOMER CARE POCKETBOOKBy Mike Applegarth, Adrian Guttridge & Keith PosnerDrawings by Phil Hailstone Technology is becoming increasingly important in ihe business environment. However, ultimately it doesnt matter how good the technology is, it is people who make (he real difference.

2、This book is a distillation of considerable experience, which reflects the customer service issues in our modem world. Concise and easy to read, it is excellent for anyone involved in any aspect of customer service.Jonathan Blain, Chief Executive Officer, ASAP International Group PlcINTRODUCTIONAFTE

3、R SALES SERVICEA call from the customer to check the likely delivery date revealed no apparent problems. But on the seventh day the store rang to say that the computer could not be built to theagreed specification. An internal zip drive could not be included, therefore the price would be lower and a

4、 new payment authority required. The computer could not he built until the authority was received! To cut a long siory short, delivery took five weeks.Bui that was only the start! Printers and peripheral cquipmeni never worked properlywith the computer and so the customer sought help from the store.

5、 Its reaction was to send a contracted engineer, who incidentally had installed the machinery originally, to resolve the problem. The customer had to pay 20 per hour for the privilege!lMANAGEMENT ISSUESE-SSENTIAL TRAININGTraining and development progression plan,Level kJKey ResponstoifitiesEssential

6、 SkillsSkills Required by some StaffSupport SkitsLJSenior Management Call Centre & Branch ManagersCorporate policy and strategy Planning/ DirectingStrategic planning. Competitive analysis. Identifying need for changeMiddle ManagementSales ForceRelationship ManagersAchieving results through othersMan

7、aging ihc businessProject management. Managing change. Budgeting & finance, Stress management. Man management, Leadership.Presentation skills. Problem solving. Intluencing skills. Managing meetings, Team buildingSelection interviewingCounsellingSellingCRM project managementMANAGEMENT ISSUESE-SSENTIA

8、L TRAININGTraining and development progression planMANAGEMENT ISSUESlM5lKey ResponsfciltiesEssential SkillsSkils Required by some StaffjSwort1SksTechnical or Supervisory Held Service Help DeskTaking responsibility for the task, (he team or selfIn(crpcr?ional skills. Time management. Motivation, Coac

9、hing, AppraisalTechnical report writingReport functionality of CRM systemSenior Clerical or Administrative/XccountsSales OfficeAdvanced processing Dealing wi(h clients and more complex enquiriesAssertiveness, Handling complaints. Effective letter writingUse of CRM communications managementClericalCa

10、ll Centre staffProcessing Dealing with non- coinplex enquiriesTelephone techniques. Active listening. Being an effective (cam member. Office practicesKeyboard skills, Use of telephone system. Use of CRM databaseCALL CENTRE CAPACITYDont make the mistake of thinking that because you offer an internet

11、service you can reduce telephone call centre capacity. Unless you are sure that you have resolved:g Poor web designg Lengthy downloadsgPoor response timesgPoor search facilitiesg Limited product informationEveryone now feels theyve got to have a website but most dont adapt it for customer needs nor

12、service it adequately. So instead of being an alternative route, a website instigates even more calls to the centre.MANAGEMENT ISSUESSECURITYTo protect customer information and credit details, an organisation must:g Build in security to design (BS7799)g Plan for its system to be swampedg Check audit

13、 logs08Q口口口口08Q口口口口CentreUse firewalls (electronic barriers between your network and outside world)MANAGEMENT ISSUESSECURITYDespite high profile publicity of security breaches (eg: the love bug) the number of breaches is increasing. Management needs to identify the objectives of the e-business opera

14、tion and assess the security risk, so that it can build in security from the outset.Use 4 steps for security:1 . Establish the identity of the customerLegally bind yourself, as the seller, and the customer to the transaction 3.Ensure a high level of encryption4. Check that the information sent is id

15、enlical to that receivedMANAGEMENT ISSUESTHE FUTUREE-customer service is here to stay. Current developments with WAP (Wireless Application Protocol) will give call centres the opportunity to generate event-driven messages directly to customers. You may receive a text message when your insurance is d

16、ue for renewal, and it may be possible to enter into a binding contract through the exchange of such Short Messaging Systems (SMSs).Wireless subscribers now ouinumbcr wired subscribers in the domestic market. It is anticipated (hat wireless users worldwide will reach 1.5 billion within the next few

17、years (Strategy Analytics) with 40% of B2C calls being made via mobile systems (Gartner). Mobile e- coinmerce is likely to become m-commerce.Advances in digital technology have already brought opportunities for transactions to take place through interactive TV sets, which offers a potentially huge a

18、udience.Ultimately, this new revolution will allow organisations to conduct business with the customer through any channel, at any time, in any language, and in any currency.However, the greater convenience of communicalion methods and wider accessibility between seller and consumer will provide mor

19、e customer choice. Will customers choose you?JARGON BUSTERSB2B (Business to Business) encompasses commercial activity between one business and another and is a frequently used term lor internet business transactions.B2C (Business to Consumer) encompasses commercial activity between a business (suppl

20、ier) and a customer (domestic rather than business).CRM (Customer Relationship Management) systems are packaged software solutions for front office functions such as customer contact, sales, marketing, accounts receivable, etc. As implied in the name, they include the customer in the business proces

21、ses being managed. Examples include Siebel and Clarify. Several ERP suppliers are now also extending their applications to cover some aspects of CRM.Clicks and mortar organisations are companies (hat have successfully integrated their online virtual existence with their real world off-line physical

22、presence.JARGON BUSTERSCross-selling is the opportunity to offer your customer another product or service from across your business range, in addition to the one they have already purchased.ERP (Enterprise Resource Planning) systems are packaged software solutions for back office functions such as a

23、ccounts payable, payroll, human resources, financials and manufacturing. They often include the supplier in the business processes being managed. Examples include SAP, Oracle, Peoplesoft, Baan and JD Edwards.Firewall is a gatekeeper (computer) that sits between the internet and your private network.

24、 It protects the private network by filtering traffic to and from the internet, based on policies that you define. You can use the firewall to define who can get on(o your network and when.Hyperlinks allow you to link web pages and documents together.Up-selling is when you aim to get the customer to

25、 buy a higher level of the same product or service (an up-grade) to meet their needs better.USEFUL WEBSITES & PUBLICATIONSClient/Server Survival Guide, Orfali, Harkey & EdwardsThe Customer Service Pocketbook. Tony Newby & Sean McManus, Management PocketbooksThe E-commerce Pocketbook, Will Rowan. Man

26、agement PocketbooksFinancial TimesPeople Management JournalThe Telesales Pocketbook. Peter Wyllie, Management PocketbooksUseful websites to access training and service information: g oftel.org g zed g FT About the AuthorMike ApplegarthMike has been a training professional for 25 years, with over 20

27、of those spent as a consultant. His assignments have involved him in projects within a range of industries from insurance to petrochemicals, and his clients are within the private and public sectors and amongst charitable institutions.He specialises in auditing the effectiveness of (he (raining func

28、tion and in producing tailored solutions to team performance and development issues, and he has implementedcompetence-based frameworks for use in employee recruitment and assessment.He is the author of How To Take A Training Audit, first printed in July 1991 as a leader in the Kogan Page Practical T

29、rainer Series.Contact: Mike can be contacted at Applcgarth Professional Training. Man field House, Collins Gardens, Ash, Surrey GUI2 6EP.Tel:+44 (0) 1252 338517 or email to mappleglobalnet.co.uk.INTRODUCTIONAFTER SALES SERVICEFurther problems surfaced. Not trusting (he engineer, nor wanting to pay f

30、urther, the customer found a support number and was connected to a call centre in the States. They guided her through a process of shutting down software, as (he computers resources were inexplicably overloading. Unfortunately, and unbeknown(o the customer, the scanner was disabled during that proce

31、ss and, later, could not be used to complete an important business document by its deadline. The customer was left to panic and incur additional expense again by doing creative things with pay-as-you-use photocopiers. Solving one problem had simply started another.The next time the customer called t

32、he support number, she got an entirely different accent al (he end of (he line. Her call wasnt routed io the Stales this (ime bm to another English speaking country where the words can be difficult to discern until the ear becomes attuned to the accent. This time she was told that whoever she had sp

33、oken to before had given her the wrong instructions!About the AuthorAdrian Guttridge, BSc (Hons) FBCS, CEng, CITPCuiTently a director with financial services group Abbey, Adrian has over 20 years experience in information technology and business process outsourcing. Most of his career has been spent

34、 working for service companies such as Logica, Data Logic, Accenture and Marlborough Stirling. He has worked in several industry sectors with organisations as diverse as National Westminster Bank, the industrial gases group BOC. the utility company Sccboard, and financial services companies Prudenti

35、al and Abbey.Adrian has extensive call centre experience. In the late nineties he was the Service Implementation Manager for ihc call centre and back-office re-engineering a( Sccboard. In 2000, as Head of Service Management at Prudential, he had line responsibility for re-engineering the IT help des

36、ks which served approximately 10,0(X) users. In 2003, he was the CEO for a joint venture between Egg and Marlborough Stirling, providing mortgage business process services to several mortgage lenders, which included call-ccntrc capability. Adrian is also a member of the Institute of Directors.Contac

37、t： Adrian can be contacicd at adrianguttridgeaol About the AuthorKeith Posner, LLB FCIPDKeith began his professional training career over 17 years ago at Nationwide Building Society. He then joined Cornhill Insurance and managed (he specialist training function on their business process reengineerin

38、g project team.Keith and his wife Sian formed Positive Perspective nine years ago.Their team of consultants specialise in one-to-one executive coaching, and designing and delivering a wide range of individually tailored training programmes, including: BusinessPlanning and Project Management, Stress

39、Management, Life Balance, Leadership & Motivation, Selling & Negotiation Skills, Management of Change, Team Building, Career Development Centres and Communication & Empowerment.Positive Perspectives client base includes managing directors, partners and senior managers from prominent global and natio

40、nal companies, notably within the utilities, financial and service sectors. With Mike Applegarth he has written two other pocketbooks, on empowerment and project management.Contact: Keith can be contacted at: Positive Perspective, The Coach House, HenfoldLane, South Holm wood, Dorking, SuiTey RH5 4N

41、X Tel: +44 (0) 1306 88 89 90E-mail: keiihppospers.co.uk positiveperspective.co.ukORDER FORMYour detailsName Position Company Address Please send me:The Call Centre Customer Care Pocketbookcopes1111The PocketbookThe Pocketbook1 1The PocketbookuThe Pocketbook口TelephoneE-mailVAT No. (EC companies)Your

42、Order RefOrder by PostMANAGEMENT POCKETBOOKS LTDLAUREL HOUSE, STATION APPROACH, ALBESFORD. HAMPSHIRE SO24 9JH UKOrder by Phone, Fax or InternetTelephone: +44 (0)1962 735573Facsimile: +44 (0)1962 733637 E- mail: salespocketbook.co.uk Web: pockctbook.co.uk Customers in USA should contact:A/Stylus Publ

43、ishing, LLC. 22883 Quicksilver Drive.Sterling. VA 20166-2012Telephone: 703 661 1581 or 800 232 0223Facsimile: 703 661 1501 E-mail: styluspubaol INTRODUCTIONAFTER SALES SERVICEWhen the CD-rewriter also failed to function properly, all the customer wanted, having spent nearly 2000, was a new machine -

44、 one that did the job it was supposed to do. Bui no! The customer didnt come first: the companys internal processes were more important. The standard reply to any request for a competent engineer to come on site and sort out the computer, or even to provide a temporary replacement while it was being

45、 fixed, was We dont operate that way!The customer perceived that her business was at the mercy of an unsympathetic, self- focused, money-grabbing organisation that failed to meet its obligations to her. Not once did anyone express so much as an apology or concern for her predicament. It wasnt just a

46、 home PC she was buying, it was also a business tool, offering the hope of greater efficiency and professionalism and contributing to paying the mortgage.Further insult was added to injury when arrangements were eventually made for the computer to be collected and taken away for repair. The customer

47、 had to manage without it for a tew days. Needless to say no replacement or compensation were offered.IINTRODUCTIONAFTER SALES SERVICEMoreover, the courier acting on the manufacturers behalf went to the wrong address, despite specific instructions from the customer. Although only four miles away, th

48、e courier told her (he collection would have to be rescheduled for another day!The convenience of telephony had taken over. After sales service was to be done over the phone and face-to-face contact had to be paid for. Communications were to be remote, leaving the customer feeling very isolated.The purpose of this story is to show that customer service is measured ultimately by the customer. Customer service cannot exist only at the point of sale. Neithe