Components of Customer Satisfaction

A lot of companies and researches share different ingredients in the formula of pleasing customers. None are exactly alike but each share something similar.

Failing customer satisfaction is not just the product or service itself- 70% of the time, it’s the customer service that comes with it.

Based on experience, customer satisfaction is not just meeting the expectations of the consumer. It is surpassing what is expected– giving more what is needed– with a smile. Doing it through the phone is different from face- to- face interaction. A smile cannot be seen over the phone, though most will tell you it can be heard– which is true. Moreover, there are these four elements that are sure in everyone’s list when satisfaction through the phone is being talked about.

Concern. It is the sound of being attended to and being sincere– as if the person you are talking to is really focused and interested with the reason of your call. Aside from tone, by asking the right questions, customers will feel that you are stepping into their shoes and acknowledges the issue.

Politeness. What sets a customer to rant about bad customer service is not really if the problem is resolved. Based on statistics, Resolution is closely followed by Courtesy. The tone, the way they are addressed, the words used– these may be small things but are crucial to the impression of a customer.

Urgency. Time is very important to all. Especially if a customer finally got hold of someone after a long wait, there is no better cure to that dissatisfaction of being on hold but to be addressed with utmost urgency. Not hasty though– just being immediately attended and time is considered.

Knowledge. What binds all the other components is the ability to execute them based on policies. Of course, no over- promising just to keep that customer. Just the correct procedures so as to satisfy not just the customers but the owners of the company as well. Knowledge is not just the what, where, and when of this. It is also the how and why. Having this is the best weapon an agent can ever have on facing all types of customers.

We do not have to say how important satisfied customers are. They bring in profit and bring in some more. Losing them would mean losing profit and losing some more. So we don’t just study customer service. We do it.

The Groupness Factor: The HR & Finance Adventure

Travel.  Fun.  Learning. Experience.  A sharing of genuine togetherness.  Rare.  But sound.

Work is a gift. So are the people we are working with. Every day at the workplace, we spend time accomplishing tasks. Smiling seems a respite from the tedious and stressful environment. This has made gatherings an opportunity rather than a habit. A good habit, indeed.

Time spent well with colleagues is quality that results to groupness—an important element that brings about concerted effort at the workplace.

Groupness encourages cohesion. Management takes effort in making groups more welcoming, more successful or cooperative. It sees to it that every group is extended the chance to increase its capacity to solve problems and make decisions. There are three factors that are analyzed to see the ability of a team to make or unmake: structure, individual members and process. Structure dictates the size of the team; whether small or large, the individual members make a decision and each voice represents a way of thinking. Processes mobilize the team members. Any group should understand its aims and objectives and should accept these. If the group has already figured out its rules and procedures, they become more efficient.

It is a need to belong to a group which successfully solves conflicts and does tasks effectively. However, this is not a lone truth. While managers engage their minds to daily assignments, they are also to engage their hearts to the value of coming together to create a positive work environment. And how do we begin? It is by letting the individual realize the value of his contribution to the group and to the organization. Take a good look at these pictures. Need we say more?

Let us come together and create a corporate success culture. Warning: It’s not a piece of cake.

On Sharpening the Saw

A Poem of Deliverance

Born at sundown

At the dripping waters

Unknown.

Age one and up

Rolled, walked, and ran

Soared high.

Scathed in haste

Bruised, bundled, in a brawl

Profusely bled.

Morning brew

Thought, fought, and lived

Calvary in Golgotha.

Fingers crossed

Enliven, bathed, and new

Unfinished.

Race. Race. Even more.

What We Say: On Coming Together

CTI values togetherness. Just like any other organization, it remains a plus to gather and declare oneness in many ways. Though there are tests to diversity, the differences lead to unison, which creates value in times of unfavorable situations inevitable in any business environment. This may not diminish challenges; but it ascertains team playing when there are unanswered questions, unresolved situations, and misconstrued thinking.

Alongside enjoyment and de-stressing, employees take effort to establish camaraderie. Work sometimes contributes to personal imbalances that affect work ethic and circumstances; however, people find a way to be happy, even when stakeholders are ambivalent. The idea is we hold on. This makes the difference.

To be politically correct, two or more minds have always been better than one— if we continue recognizing and trusting the good in every individual. Imagine— what one gives, the other receives; and if this continues as a culture, then the relationship slowly creates value, which eventually leads to effectiveness—a conceptual definition of quality.

From here on, we expend time and effort,  in making each other a value-added resource to the company. Celebrating each one is a business: we come together at work, at play, and at promoting who we are, and where we want to go.

Managers and Staff Join Annual CCAP Convention

Pasay City, Manila, Philippines - Managers and staff attended the annual CCAP Convention on July 15 & 16, 2009 at the SMX Convention of the Mall of Asia in Pasay City. Among those who participated were representatives from Operations, Training, HR and Administration.

This year’s convention focused on the impact of the global crisis on the BPO industry and what CCAP and its members’ perspective on the current situation.

The two-day conference was a well-attended event with plenary and track sessions in the morning and afternoon as well as a trade fair on the side. Discussion zeroed into the current state of the call center industry and the impact of the global recession on the business, fearless forecasts amid the circumstances, and how to fuel growth despite the economic downturn, global industry trends and opportunities. Keynote speaker of the event was then former DTI Secretary and now, Senator Mar Roxas III.

The tracks were divided into salient components of the industry: people development ( keeping talent ), operations ( controlling cost ), IT solutions ( future technologies ), career development ( personal development ), and basics of call center operations ( running the call center ).

Just like the rest of the participating groups, CTI managers and staff met new faces, renewed learning, enjoyed the banquet and the brief interaction with industry players.

CTI Finance Manager Sheryl Rose Guerrero At The Mutya ng Pilinas 2009

Aurora,Quezon,Philippines-

CTI Finance Manager Sheryl Rose Guerrero joined the Mutya ng Pilipinas Beauty Pageant on July 16 and qualified for the pre-pageant activities, ramped her way off on July 30 during the press launch at the Sulu Hotel in Quezon City. ‘Sheshe’, as she is fondly called, coveted the award ‘Best in Sabutan Wear’ , charmed the audience as she carried herself radiantly in the national costume category. Amongst all 38 candidates, Sheshe, standing tall, sweet and sassy in a yellow swimsuit before the cheering crowd, embellished the night with her beauty, fresh and unassuming, captivated the judges and crowd graced by fashion luminaries and beauty icons with the likes of Philippine fashion czar Rene Salud.

On August 9, Saturday, the pageant concluded with winners from southern Philippines to represent the country within the greater Asia Pacific in the last quarter of the year.

Sheshe returns bringing with her stories and memories to share with our community as CTI acknowledges her brief and meaningful stint in the pageant, which now catapulted her to the multitude of women who brave the new and the challenging, elevating her to the roster of the many Filipinas who exude beauty, grace, humility and truth.

Why companies favor Philippine call centers versus Indian call centers

A survey years ago by Kelly Services Inc., a Michigan-based global staffing firm showed that the Philippines had already taken a sizeable chunk of call center jobs and answering services from India back then. Fast forward to today, it is very clear that this has become the norm and is trending even towards the Philippines playing a bigger role in the global call center outsourcing phenomenon.

The numbers are currently showing that the Philippines has undoubtedly surpassed India in the call center outsourcing industry, with low cost combined with very high value as the major reasons. India is no longer the first choice for companies in the U.S. who are looking to set up their call center operations and answering services abroad, mostly from businesses outsourcing their call center customer service and technical support overseas. What are the compelling reasons then, on why Filipinos are seen as the better call center agent / virtual assistant?

Philippines was under US military rule

Historically, the Philippines is better-suited to dealing with American businesses because of the simple fact that the country was once under American rule. Much of the country’s pop culture, lifestyle, and sensibilities is heavily influenced by the U.S. and proves that the Philippines’ link to the U.S. is stronger than to anyone else in the world.

Better American English fluency and language skills

The Philippines still is the 3rd largest English-speaking country in the world and is very much in touch with trends in the language’s conversational use. Coupled with a strong cultural link to the U.S, this leads to better familiarity with North American terminology and language, as well as an acute awareness of the contemporary.

Very good education

The Philippines produces around 400,000 graduates every year, all well-trained and very competent in their chosen fields. But with a bit of an inadequate employment base, the high literacy rate is pushed towards employment overseas or underemployment. This huge pool of available workers has made the Philippines very attractive to businesses wishing to employ flexible high-quality call center staffing who sees call center positions as career choices and not just stepping stones.

Healthier and more inclined to do the work

Singaporean market research outfit ACA Research Inc. reported that Filipinos use less Sick Leaves than their Indian counterparts when employed by call centers, and are more devoted to their companies, having a much lower turnover rate in employment. They also exhibit a wonderful work ethic, not mindful of the time spent on work but oriented towards getting the job done instead. Training days are less, adult supervision is minimal, and the language barrier is more or less reduced to nil which makes outsourcing call center operations here almost a cinch.

A burgeoning industry

The Philippine call center industry has come a long way since the days when the first outsourcing company set foot in the country. With an increasing expertise in how the industry works, more sophisticated performance metrics, and better technology, the groundwork is being laid for a further surge in cornering the outsourcing market, most notably in the call center business. The U.S. has invested much in improving call center management skills in the Philippines that it is so much a reliable prospect now.

Similarity in legal and tax framework with the US

This is a strong element in why companies outsource their call centers to the Philippines more, and is sometimes overlooked, but should really be a huge factor in making the decision. It only serves to ease whatever administrative bottlenecks American businesses may encounter when setting up their offshore call centers in the country, a virtual luxury in the quest for global homogeny.

Strong government support

The Philippine government has prided itself in the country’s ability to provide excellent customer service with an adequate employment base and has turned its focus into making the Philippines a hotbed for call center outsourcing. Developments in technology and infrastructure, tax breaks, and similar incentives are being aggressively pushed to support the growing call center industry and make the country more attractive to foreign investors.

Clearly, outsourcing your call center answering services to the Philippines is more cost-effective, especially to companies that have customer service or technical support as a main cog in their business. With call center operations being labor-intensive but highly dependent on quality, a country blessed with a high number of workers with an exemplary pleasant attitude proves to be the winner.

What is Voice Broadcasting

Voice broadcasting is a mass communication technique, begun in the 1990s, that broadcasts telephone messages to hundreds or thousands of call recipients at once. This technology has both commercial and community applications. Voice broadcast users can contact targets (whether they be members, subscribers, constituents, employees, or customers) almost immediately. When used by government authorities, it may be known as reverse 911 (since such notifications are intended only for use in emergencies).
Voice broadcast systems manage a database of phone lists as well as digitally-recorded phone messages. Using telephony components, these computers can simultaneously broadcast thousands of phone messages. Personalized information can be included in the phone messages through the integration of text-to-speech software.
Advanced systems include telephony boards with answering-machine detection, and the logic to properly play a unique message to answering machines without message truncation.
Interactive voice broadcasting (also referred to as interactive voice messaging) programs allow the call recipient to listen to the recorded message and interact with the system by pressing keys on the phone keypad. The system can detect which key is pressed and be programmed to interact and play various messages accordingly. This is a form of Interactive voice response (IVR).
The actions that can be programmed may include surveys, information confirmation, contact preference confirmation, or navigation through a phone menu. An example of the use of this technology is automated phone surveys, where professional polling organizations place automatic calls to conduct surveys. Respondents are provided survey questions that are answered using DTMF-tone keypad responses.
More qualitative results can be captured by allowing call recipients to leave their own voice message instead of just button presses. This function can not only be used for “grassroots” lobbying, but can be used to allow loved ones to leave voice messages for each other when separated after a disaster.

Why Choose Service Level as the Key Call Center Telephone Indicator?

It seems that more call centers are focusing on abandon rate or average speed of answer (ASA) as the primary measures of inbound call success.

One of the biggest hurdles is convincing senior management of the benefits associated with adopting service level as the primary measure of success. To many, a focus on abandons or ASA seems logical since, on the surface, they appear to make the most sense and are easily communicated. The typical thinking is that abandons reveal the exact number of “lost opportunities” while ASA tells you the “average” time customers spend on hold. Unfortunately, concentrating on abandon rate or ASA does more long-term harm than good, and causes call centers to run less efficiently. In the sections that follow, we’ll spend a little time revisiting service level and then explore the challenges associated with other call indicators.

Service Level Revisited
Service level is absolutely the best call center telephone speed-to-answer. It directly measures the accessibility of your organization to your customers and should be used as the primary measure of telephone success, which is defined as answering X percent of calls within Y seconds (e.g., 80% of calls in 30 seconds). Service level is the tried-and-true indicator for call centers and is the basis on which all commercially available workforce management systems are built. Service level is often viewed simply as a performance measure or goal for call centers. It is true that it does provide the best overall indicator of caller treatment, but it also serves a much greater purpose. A call center’s telephone service level objective provides the foundation for the most fundamental activities in a center: planning, staffing and execution. The service level objective you choose will directly influence the number of people you hire, how many people you need to have on the phone in each hour of the day and when you need to implement a real-time recovery plan.

Service Level vs. Abandon Rate
Call center abandon rates are influenced by factors that are beyond the call centers’ direct control and, therefore, are typically measured as outcomes of a service level instead of a stand-alone measure of customer service. The following factors may  help illustrate the role of external influences on a call center’s abandon percentage:

1. Degree of motivation: Callers to airlines wait longer during special price promotions than at other times. Callers with power-outages will wait longer to reach their utility than those with billing questions.
2. Availability of substitutes: The Web, fax, mail, additional phone numbers and selections in the VRU are examples of potential substitutes that callers can use to reach the primary group. If a primary queue backs up, callers may dial other available numbers, choose incorrect routing selections in an automated attendant (press one for this, two for that…) or even call the company’s main number (switchboard). If callers are highly motivated and have no workable substitutes, they will retry many times if they get busies, and will generally wait a long time in queue.
3. Competition’s service level: This factor applies when callers have the alternative of using a competitor’s services.
4. Level of expectations: The reputation that an organization or industry has for service (or the level of service being promoted) has a direct bearing on caller tolerance. For example, callers to catalog companies generally expect comparatively high levels of service and are much less tolerant of queues than, say, callers to utilities or software support centers.
5. Time available: Doctors who call insurance providers are infamous for being intolerant of even modest waits. Retirees calling the same companies may have time to chat.
6. Who’s paying for the call: In general, callers are more tolerant of a queue when the call is free to them.
7. Human behavior: The weather, the caller’s mood and the day’s news all have some bearing on caller tolerance.

The level of caller tolerance will be different in almost every queue or skill group because of the variety of callers and reasons for calling. Service level can illustrate the caller’s experience when other telephone objectives are not met. For example, when an abandon rate is at 10% this measure alone will not reveal how callers were treated – just that 10% chose not to hang on long enough to reach an agent. By contrast, if the service level is at 40% on the day with a 10% abandon, it tells you that 60% of the customers who reached a representative had a wait time longer than 30 seconds. (given an 80/30 SLO). Furthermore, service level objectives tend to directly correlate with the abandon rate for each queue or skill group. If the service level objective for a skill group has been properly established and is being met, the resulting abandon rate will also be within the acceptable range.

Service Level Vs. Average Speed of Answer
Average speed of answer is another measure that is reported as a key indicator in most call centers. While it is a good gauge of caller treatment, it is typically used to add perspective to service level results, but should not be looked at as the primary measure of success. In call centers with relatively high occupancy rates (i.e., centers with larger answer groups), the average speed of answer will typically be within 15 seconds when meeting a 90/30 service level objective. In smaller answer groups, a lower agent occupancy is required resulting in situations where the service level objective is met, but the average speed of answer can, in some cases, be as much as 100 percent higher that of a larger answer group.

Transitioning to a service level objective as the primary indicator will allow every department’s telephone results to be equally compared, as well as answering the following key questions quickly and accurately:

• How accessible is your call center?
• What is the optimum level of staff and supporting resources?
• How do you compare to others?
• Are you prepared to handle the response to marketing campaigns?
• How busy are your reps going to be?
• What are your costs going to be?

What Makes a Dynamic Call Center?

What Makes a Dynamic Call Center?
In the past, Call Centers have not always had the best reputation. The phones were manned by untrained workers who did little more than pass along messages of discontent from buyer to seller. The combination of inadequate phone systems, lack of call tracking tools, and spotty procedures for fielding communications made the call center a liability. Fortunately, businesses soon realized that they could use their centers to make a positive impression on customers which could be proven by the industry growth from 22 billion in 2002 to 26 billion to 2009Call Center Trends cites two key elements that progressive operations are using to enhance the buyer experience and focus their marketing operations:

• Maintain updated information in the customer relationship management (CRM) database. CRM and the call center complement each other beautifully. Businesses who keep detailed information on their customers buying habits have a distinct advantage over organizations that do not.
• Consistently deliver high-impact communications. Using CRM to create meaningful messages to buyers can increase sales, promote word-of-mouth referrals, and maximize return on investment.

How is an Inbound Call Center Different?
The inbound Call center is primarily a fielder of complaints and returns. After all, businesses rarely, if ever, receive a call from a satisfied customer. According to Call Center Times, new developments in the technology and lower cost of ownership should allow vast improvements in our attitudes towards automated systems.

Using meticulously trained personnel and specific guidelines for handling a variety of different call types, businesses can help satisfy the customer’s immediate needs and change their overall view towards the organization. The inbound Call Center now helps secure sales and retain customers, which is much more cost-effective than acquiring new ones.

Outsourcing an Inbound Call Center
Many businesses don’t have the human or fiscal resources to operate their own inbound Call Center 24/7/365 operations require manpower and expensive technologies. That’s why it was found that greater than 80 percent of North American companies are electing to outsource at least some part of their CRM services. But to do the job effectively the following must be considered:

• Multi-tiered Support Structure. This describes the method by which the Call Center will field your calls and assign them for support. Several tiers means that calls will be assigned in order of their urgency. This amounts to basic calls being handled as quickly as possible, while calls requiring more complex responses get appropriated to the proper department.
• Data Recording and Analysis. Call Center should use call tracking software to organize calls into analyzable data. This can increase response times and allow businesses to create solutions for blanket issues.

Understanding these fact, CTI has invested significant resources to enable easy deployment of multi-tiered support structure overlaid with the most robust real time reporting and analysis that will pin point areas of failure quickly. To find out how we could grow with you please contact www.cticrm.com