A research study was undertaken a few years ago that asked two groups of people to rate their happiness levels one year after a major event in their lives.
Imagine working in an industry that has become so commoditized that most prospect’s vendor decision criteria are generally based on a single criteria; lowest cost. Whoever offers the lowest processing rate wins. If you’ve ever chosen a credit card processing company for your business, you know what I’m referring to.
Recently I had an opportunity to meet with a thriving, cash flush company—let’s call them Company X—that had determined early on, as a part of their corporate strategy, to not be content with simply having, “satisfied customers,” but to instead to do whatever was required to create customer advocates—active promoters that would serve them as both salespeople and marketers to potential customers.
Nothing Good Happens… Until You Understand Each Other
The importance of clear communication in the call center between agent and customer—
“Seek first to understand—then be understood” is a famous line from the Steven Covey book, Seven Habits of Highly Effective People, a late 80s and early 90s phenomenon. It applies to many situations, but I can think of few it applies more to than great customer service. In this age of creating a great customer experience and emerging technology that delivers unparalleled insight and information on customers, it’s easy to forget a fundamental support requirement: Can the person providing the support… be understood?
Hire agents who don’t hate their jobs—then give them reasons to not hate their jobs.
OK, I know this sounds basic, but so many companies still treat customer service as a necessary evil I thought it important to discuss in this post.
What if instead, companies realized that support is typically a very difficult job, which requires specific skillsets to be performed well?
Does your outsourcer... co-source? One Nearshorer's Perspective
So we’re all familiar with the terms co-branding, co-payment, co-operative… but there’s a new term making waves in call center/BPO circles in 2016… co-sourcing. So what does co-sourcing mean to improved call center operations? What can adoption of this concept in call-center partnership mean to a company’s overall operational success? What would your expectations be of a company that said they didn’t want to simply be an outsourcing partner, but a true co-sourcing partner?
In our experience, most people respond that they would view this as a collaborative partnership; a unification of two companies working towards a single purpose… teams partnering together to support a mutual goal.
As the definition evolves, co-sourcing is quickly coming to mean six simple but powerful attributes: Accountability, Collaboration, Transparency, Innovation, Shared Values, and Experienced Partnership.
Fully realized, the co-sourcing model provides an operating platform that supports six essential attributes. These attributes have grown from mutual back and forth relationships between companies and their call centers that needed more than just someone to answer a phone. Companies in the new economy needed a partner who could take front-line customer interactions and not only maintain a high level of customer support and satisfaction, but help make the company stronger as a result of the collaboration.