Brad Cleveland blog now at www.bradcleveland.com/blog

This blog has moved to www.bradcleveland.com/blog

Consistent Performance

If your organization is seeing call center workload patterns that are somewhat different than in similar historical months and years, you’re not alone. And the reasons – the economy, changes in customer behavior, etc. – are certainly no mystery.

Unfortunately, many managers rely on metrics that are summarized over overly-large blocks of time and lose visibility of problem areas. That can be especially problematic when underlying workload patterns are changing. Take, for example, service level… reporting and interpreting this enabling objective by day (let alone, by week or month) not only conceals problems, it can lead to bad management practices (e.g., if you have a tough morning, you will be inclined to keep more agents plugged in than necessary this afternoon in order to improve the "daily" number). Of course, that doesn’t do a thing for customers who called this morning, and it will keep your team from getting other things done this afternoon.

The good news is, you don’t have to get buried in data to report service level, forecast accuracy or other important operational metrics by interval. A simple alternative is to create a table with five or six rows and then input the number or percent of increments that were within, say, 2.5 percent of your target (first row), 5 percent (second row) and so on. You determine the thresholds—and you can tighten them down the road as performance becomes more precise.

Consistent performance, interval by interval, is one of the standout characteristics of a well-run call center. Teach your team to think, plan, report and manage in terms of what’s happening interval by interval—that’s the key to consistent performance. And it's expecially important in this season of change.

Brad Cleveland
Senior Advisor and Former President & CEO
ICMI
bcleveland@icmi.com

And Now for Some... ahem… Breaking News...

Yesterday, the Wall Street Journal ran a piece that concludes that “companies are trying harder to please customers amid the recession – and it appears to be working.” (“Companies Strive Harder to Please Customers,” Michael Sanserino and Cari Tuna, Wall Street Journal, July 27, 2009). The authors rightly point out that the American Customer Satisfaction Index is at a record high, an unexpected result given that customer satisfaction has declined in most prior recessions as companies cut back on service.

One example Mr. Sanserino and Ms. Tuna cite is Sprint Nextel Corp, which has in the past emphasized keeping call times short, but is now focused on first call resolution. According to the article, Sprint’s ACSI score is up 12.5% and the average subscriber called service four times last year, down from eight in 2007.

I am (very!) delighted to see good customer service – and sensible call center practices in particular – get this kind of positive press. And this article is just one example of many similar stories breaking across the business and popular press, recently. Kudos to the authors and especially to Sprint who seems committed to this direction (they announced this morning that they are acquiring Virgin Mobile USA, which has built a great reputation for service.)

But heck… do you ever wonder why this theme seems to be such a revelation to so many, now? Why did it have to take a severe downturn to prod so many companies to revisit and refocus their service efforts? Yep, build and equip your call center to provide solid service, allow it to do its thing – and good things happen. Not new stuff, folks. But if your company is not fully on board yet… better now than never.

Brad Cleveland
Senior Advisor and Former President & CEO
ICMI
bcleveland@icmi.com

Is Your Strategy Working?

Given the current economic challenges, it's an important time to revisit your customer access strategy, and ensure that it is finely tuned to support your organization’s brand and your customers’ needs. All nine components should be up for discussion:

Customers: How your customers are segmented and served according to their unique needs.
Contact types: The major types of interactions that will occur.
Access alternatives: The communication channels available to your customers, e.g., telephone, Web, email, retail, social media alternatives, etc.
Hours of operation: The days and hours each access alternative is available.
Service level and response time objectives: How quickly you will respond to customer contacts.
Routing methodology: How each contact will be routed and distributed.
Person/technology resources required: The agents and systems required to handle different kinds of interactions.
Information required: The information required for each contact, as well as what should be captured during interactions.
Tracking and analysis: How the information captured and produced during contacts will be used across the organization to better understand customers and to improve products, services and processes.

And the benefits? From a customer's perspective, a good strategy leads to simplified access, consistent services, ease of use and a high degree of convenience and satisfaction. From the organization's perspective, common benefits often include lower overall costs, increased capacity and higher customer retention. There is a silver lining to an uncooperative economy: you’ve got the chance – the mandate, really – to adjust direction, hone your operations, and differentiate services.

Brad Cleveland
Senior Advisor and Former President & CEO
ICMI
bcleveland@icmi.com

P.S.

Only hours after I posted the blog below, I received an email from Derek Flores, a member of Zappos' Customer Loyalty Team. As you can see, I asked his permission to post the exchange we had here... - Brad

________________________________________
From: Derek Flores
To: Brad Cleveland
Sent: Fri Jun 12 15:46:43 2009
Subject: Re: Your most recent blog positn.
Brad,

You are more than welcome to share what I wrote. I would have posted it directly but I felt this would be more personal. I'm glad you appreciated the comment.

Let me know when it is up and I will share with everyone here!

Thanks so much!

Derek

Brad Cleveland wrote:
Hi Derek,

You're welcome... and with your permission I'd like to post part or all of your email. Reason: Keeping an eye on the blog world (good, bad and otherwise) is so important and something we're encouraging companies to do systematically. You just provided a great example! Ok with you?

Brad

________________________________________
From: Derek Flores
To: Brad Cleveland
Sent: Fri Jun 12 14:33:12 2009
Subject: Your most recent blog positn.

Hello Brad,

I just read your most recent blog about "History's Most Powerful Consumer Movement", and I wanted to let you know that what you said about Zappos is great. It is great to see people recognizing us for the service we provide our customers. Zappos has always been about the very best customer service and customer experience as well as our focus on company culture! Our unique company culture allows for our Customer Loyalty Team to be happy at work and deliver that great customer service we focus so much on! An unhappy employee would never be able to deliver that kind of service!

I have shared your blog with some of my colleagues and we look forward to more Brad! Thanks again and have a great weekend!

Derek Flores
Tony's Team
Zappos.com
http://www.zappos.com

Take a look inside Zappos!
http://blogs.zappos.com/blogs

Follow Tony on Twitter!
http://twitter.com/zappos

History's Most Powerful Consumer Movement?

Some believe we are seeing the emergence of the greatest consumer movement in history. I agree. Studies suggest that the vast majority of consumers now use search engines and sites such as the http://www.consumerist.com/ to review the comments of other customers before making brand or product decisions. And bad customer experiences – even if they are one in many thousands of interactions from an internal perspective – end up on blogs, twitter, YouTube and sometimes even the morning news. (This is not just a business-to-consumer phenomenon; the trend towards providing and searching out customer feedback, albeit with somewhat better etiquette as a rule, is similar in B2B environments.)

All of this is just fine with Zappos.com, the online shoe retailer that’s getting oodles of positive press for their great customer service. Sales have grown from $1.6 million in 2000 to about $1 billion in 2008. In an interview with Success magazine (Success, November 2008), CEO Tony Hsieh, referring to their “customer loyalty team” (the 24x7 call center), says, “Most call centers have this concept of average handling time, which is all about how many customers a day each agent can talk to – and the more the better. But that ends up translating into, ‘how quickly can we get the customer off the phone?’ which we don’t think is great customer service.” On company culture, Hsieh says every person – accountants, lawyers, everybody – goes through the same training that call center representatives get. “If we want our brand to be about customer service, then customer service needs to be the whole company, not just a department.”

Some business execs believe these kinds of customer-first strategies apply only to… well, entrepreneurial startups like Zappos.com. But tell that to USAA, FedEx or even American Express (who is putting the customer experience at the center of their strategy). The call center can and should be a powerful loyalizing tool – these are not new principles. They are being “rediscovered” by companies in virtually every sector who know they’ve got to get service right. For those in call center management who really “get it” this is a powerful window of opportunity to make a difference.

Brad Cleveland

Senior Advisor and Former President & CEO

ICMI

bcleveland@icmi.com

The Power of Good Questions

By Brad Cleveland

Are we headed in the right direction? Do our priorities make sense? What would you do if you were in our shoes?

At ICMI, we are often asked these and related questions (they usually come up in the context of working on specific projects or issues with clients). They are good. They are important.

Questions establish context, and the best questions compel decisions and solutions that have far-reaching, positive impact. When it comes to strategy and direction, there’s never been a more important time to ask good questions.

Here are some of the most important questions I believe those leading customer contact services should be asking now:

Do we have a comprehensive and up-to-date customer access strategy that includes all forms of customer access, including new social media channels?

Does our mission reflect the call center’s role not only in efficiently meeting customer demands, but also in contributing intelligence (captured during contacts) to other business units?

How do others across the organization perceive the value of customer contact services, and how can that continually be improved?

Do we have appropriate performance standards for individuals and the call center, and do they align with the organization’s direction and changing customer expectations?

Have we applied disciplined planning and management methodologies to all types of activities, e.g., does our process encompass all contact types and channels, as well as all other types of work related to operations?

Do we have an effective process for training and cultivating upcoming managers and leaders (an important key to success in coming months)?

Do we have a supporting culture that is candid, consistent in values, and establishes the right objectives and opportunities for people to grow and contribute?

Have we envisioned where customer expectations are heading, how we will meet them and what we need to do now to prepare?

Many of the answers to these questions will be interrelated, and some assume (necessitate) the involvement of the broader organization (e.g., marketing, finance, operations, etc.). Effective answers require leadership, persistence and collaboration. But, given the fundamental changes taking place in our economy and the growing importance of customer contact services, asking good questions – then building solid answers – has never been more important.

Brad Cleveland
Senior Advisor and Former President & CEO
ICMI
bradc@icmi.com

Call Center Supervisors Not Getting Adequate Training, According to Study

Though much of the ‘90s, many industry pundits were predicting that supervisors would become less needed in call centers, and that their numbers would begin to drop proportionally. The conventional rationale – usually couched in discussions of flattened hierarchies and team-oriented structures – was that agents and teams were becoming more empowered, and the need for a layer between management and the front line would decline.

Just the opposite is happening, and in fact supervisor ratios of 10:1 to 12:1 ratios are fairly common today, whereas 15:1 or higher was more typical a decade ago. (Note, significant differences by type of call center remain; e.g., technical support centers may have as few as four or five staff per supervisor, while some order taking environments do fine with 20:1.)

The predictions were wrong primarily and perhaps predictably due to the growing complexity of customer contact workloads. But there are other reasons – e.g., call center supervisors are more involved in process improvement projects, liaison roles, and planning activities. In one sense, agents are increasingly enabled to do what supervisors used to do, and supervisors are spending more of their time in what used to be the realm of management.

It’s surprising, then, that according to ICMI’s recently released Contact Center Operations Report, nearly two in three centers (63.7%) do not provide any formal training for new supervisors before they assume their responsibilities. More than half of respondents feel that new supervisors do not receive enough training in their contact center, and more than two thirds feel that existing supervisors do not receive enough ongoing training.

This is an opportunity for improvement! Supervisors are more critical than ever to running successful operations. Giving them the skills and knowledge they need to face an increasingly challenging set of responsibilities just makes sense.

Brad Cleveland
Senior Advisor and Former President & CEO,
ICMI
bcleveland@think-services.com

Call Centers Missing Opportunities to Boost Business

There’s far more to handling customer contacts than improving the satisfaction and loyalty of those customers – as important as that is. As a primary customer touchpoint, the call center has significant potential to provide other business units with invaluable intelligence and support – e.g., it can help operations pinpoint quality problems, marketing develop more focused campaigns, IT design better systems, and serve as an early warning of competitive developments.

Unfortunately, far too many organizations seem to be missing this opportunity. In its recently released landmark benchmarking study, the Contact Center Operations Report, ICMI found that only 54.8% of call centers are sharing key customer data and feedback gleaned from monitoring with other departments and upper management. “This results in many missed opportunities to improve products and services, marketing, interdepartmental relationships and executive support,” says ICMI’s Greg Levin, one of the report’s authors.

While monitoring is not the only way to capture customer input, it’s a primary source, and when it is missing, that’s usually an indication that other means aren’t optimized either. With the right approach, any organization can better leverage this input to improve performance – which is especially important when the economy is so difficult.

Brad Cleveland
Senior Advisor and Former President & CEO,
ICMI
bcleveland@think-services.com

Job Roles Are a Changin'

One of the recurring themes at the recent ICMI Call Center Demo conference in Miami (which, by the way, was terrific) is that job roles continue to evolve quickly. At the agent level, job requirements are becoming more generalized in most call centers. Agents must increasingly understand the access channels customers use, the interrelated nature of services the organization provides, and the breadth of needs and expectations that customers have. The growth of social media and the enormous capabilities consumers have to access and use information is accelerating this trend.

At the management level, many job roles are becoming increasingly specialized. For example, workforce management is seeing the emergence of forecasting, scheduling and real-time management expertise. Similarly, quality monitoring depends on monitoring and coaching, program design, calibration and data analysis. Technology can also lead to specialization; e.g., individuals specifically assigned to support speech, desktops, networks, quality monitoring systems or workforce management applications. If you manage or support a small call center, you may wear many of these hats—but they are more specialized hats, nonetheless.

The most successful organizations are cultivating development programs at all levels that deliver specific skills and knowledge while reinforcing the call center’s (and organization’s) most important overall objectives. And the best leaders are encouraging collaboration and an appreciation for the diverse responsibilities the call center requires—while keeping everyone focused on the business results that matter most.

Brad Cleveland
Senior Advisor and Former President & CEO,
ICMI
bcleveland@think-services.com

What Your CFO Needs to Know About Staffing Tradeoffs

It’s a pretty safe guess that you’re engaged in some soul-searching discussions – and making tough decisions – on resources and budgets. This is your (hopefully) helpful and timely reminder: be absolutely sure that those making key decisions have an understanding of staff tradeoffs in a call center (read: real-time) environment.

The table is an example of what you might want to create(using your own numbers) to illustrate key tradeoffs. In this example, 34 agents produce a “middle of the road” service level of just over 80 percent of calls being answered in 20 seconds, with an average speed of answer (ASA) of just over 12 seconds. If you have 30 agents, fewer than a quarter of all calls are answered in 20 seconds, and ASA is over 200 seconds. Occupancy is way high, at 97%. And the load on your telecom network has grown significantly (reason: your ACD has to put all of those queued calls somewhere – kind of like putting aircraft in a holding pattern over Chicago O’Hare).

Your objective in budgeting – and in day-to-day management – should be to get just the right number of people in place at the right times, doing the right things for the business. No more, no fewer. That is fundamental in an environment that requires handling the work as it arrives.

Brad Cleveland

Senior Advisor and Former President & CEO,

ICMI

bcleveland@think-services.com

Tough Economies Force Critical Thinking

For all their downsides, bad economies have a way of forcing useful critical thinking across organizations. Common questions begin to surface: How are we really doing? What’s the value we’re creating for our organization and customers? What can we do differently? What should our workload look like? How well are we leveraging resources?

The answers can help you get through a heck of a rough patch in the economy. They can also position your organization for quick and strong recovery.

Making the right decisions requires both intuition and discipline. Although you can’t boil leadership – that’s of course what we’re really talking about – down to a simple checklist, there is something powerful about focusing on the things that matter most. So… what to do now? Here are some suggestions on high-level priorities:

· Develop a global view of your organization’s mission and principles. Then take steps to ensure that every person understands the “why” behind what they are doing.

· Recognize that “best efforts” or trying harder isn’t enough. Instead, look for true innovation opportunities – processes are where the most leverage will be.

· Analyze and understand every facet of your role and responsibilities. Then do the same for every position in the call center.

· Don’t make decisions based on assumptions — insist on having and using accurate and timely data. Use performance measurements, monitoring and coaching as a means of learning and improvement at the process level.

· Remember that those who know processes and customers best are those closest to the work – continually seek their ideas and input, and create an atmosphere of trust and open communication.

· Don’t sacrifice training – that will come back in the form of more expensive problems later. Training people to do their jobs is an enabler to sustainability and growth.

· Communicate openly, candidly, and often the value of call center services to customers, and in sharing customer intelligence that helps improve products, processes and services across the board. This just may be the time to invest in call center services – not cut them.


Brad Cleveland,
Senior Advisor; Former President/CEO ICMI
bcleveland@think-services.com

My New Year's Resolutions for 2009

I’m continually looking for ways to improve my credibility and reputation as a contact center journalist and researcher, and not just because of the court order to do so. I enjoy setting ambitious goals for myself, working toward them, and then blaming the fact that I didn’t achieve them on global warming and the economy.

What better time of year to set personal and professional goals than right now – when all the alcohol from holiday parties makes me feel brave and invincible. So, here are my career-related New Year’s resolutions for 2009:

1) I will only quote actual people in my articles. It’s inevitable that, as a contact center journalist, you start to develop some strong opinions and ideas about what are the best practices in customer care. The trouble is that it can be challenging to find respected sources who support the opinions and ideas that you want to espouse in your articles. To overcome this challenge, I’ve become very adept at making up fictitious experts and quoting them in my feature stories.

While this practice makes for better reading and helps to drive home my brilliant points, I realize it might be considered a tad unethical, even if only by people with a pulse. So, from this point forward, I vow to stop citing fictitious sources and, instead, will pay real sources to let me attribute my groundbreaking ideas and suggestions to them.


2) I will learn how to tie a tie. Having worked from my home since 1994, and being obnoxious enough to not get invited to any weddings, I have lost all tie-tying capabilities. This, I have found, has hindered my ability to garner the level of respect I feel I deserve in the contact center industry. Regardless of how much insight and wisdom I provide while presenting on expert panels at conferences, being seated next to peers who are dressed to the nines while I’m wearing my flannel robe and Winnie the Pooh slippers sometimes costs me in terms of positive recognition.

I wish people could just see past my pajama bottoms (well, not literally) and rate me based on the sharpness of my mind and full understanding of all things related to contact centers. However, if all it takes is for me to put on a collared shirt, a non-clip-on tie and some pants without a drawstring to earn a place among the customer contact elite, then I’m willing to go to Target today.


3) I will stop hurting people who are in search of “industry standards” for everything. If I had a dime for every manager who has asked me for the (non-existent) industry standard for service level, abandonment, handle time, cost per call, or (insert the name of any other metric you can think of), I’d have enough money to finish building the dungeon I’m currently constructing to house all such managers.

Am I proud of my aggressive and often violent treatment of these well-meaning professionals who are under the impression that complex performance objectives can be reduced to a simple, universal figure or formula? Well, I don’t know if proud is the word, but it does feel good to go ballistic on an unsuspecting soul who is looking for me to tell him what his and every other contact center’s email response time objective should be. Nonetheless, I acknowledge that verbally and physically abusing relatively innocent managers and supervisors is not only wrong, but ineffective, too; most continue their futile search once they recover from the insults and/or injuries.

So, I promise to stop taking it upon myself to teach these poor contact center novices a lesson through violence. Instead I’ll have a trained and certified goon from Chicago’s South Side deliver the lumps that have for years left my hands swollen, thus hindering my typing efficiency.


Publisher’s Note: Greg is of course exaggerating in this article for entertainment purposes. He is not building a dungeon to house inexperienced nor incompetent contact center professionals – it’s more of a large cage.

Building Stronger Organizations

Every customer contact that we handle provides implicit or direct insight into processes, products, policies, services, customers and the external environment. We are capturing intelligence that can pinpoint manufacturing or operational quality problems, contribute to better marketing campaigns, help to design better information systems, and serve as an early warning system for potential publicity troubles or competitive challenges.

But for this information to be useful, our colleagues must accept and act on it. Will they? Yes—if we include three essential steps in these efforts. First, we must develop good working relationships with the individuals who run other areas of the organization. Second, our role is to serve, not to point out flaws—while that may be obvious to us, we need to emphasize it from the start. Third, the data that we share must be useful and usable, based on an ongoing commitment on our part to understand business requirements and how to turn mounds of call center data and “call center-esque” codes into actionable information.

We have an opportunity to play a central role in building a stronger organization with better services and products across the board—but it’s a role we must earn.

Brad Cleveland,
Senior Advisor; Former President/CEO ICMI
bcleveland@think-services.com.

Effective Budgeting… In Any Kind of Economy

If you're reevaluating projections and funding, you're not alone. Economic conditions are forcing many organizations to revisit and revise assumptions, and those leading call centers are assessing the impact of changing workloads, customers and resource requirements.

As we’ve watched the budgeting process play out in different organizations – and have observed how some seem to consistently get the funding they need – some important lessons have emerged:

Focus on results. Improved sales, higher levels of customer satisfaction and retention, streamlined costs, contributions to research and development – these are examples of results. Handling N calls, achieving 93% first call resolution or hitting service level targets are NOT results decision makers are looking for – they are important, sure, but are operational enablers.

Base your budgets on a clear strategy. By defining who your customers are, when and how they desire to reach you, the means by which you will identify, route, handle, and track those contacts, and how you will leverage the information that comes from them, your customer access strategy should be the principle blueprint for the budget. Without this foundation, budgetary decisions are likely to head off in many directions.

Ensure the budgeting process is open and candid. Be realistic about changes in the eternal environment, and completely transparent – in terms of the good, bad, and ugly – about how well the call center has been meeting its objectives in the recent past.

Leverage the resource planning you are already doing. In well-run call centers, forecasting, staffing, scheduling and cost-analysis are ongoing responsibilities. These activities should take much of the work out of the budget process, because the budget should ultimately be based on the same workload predictions.

View the budget as a process, not just a plan or document. I've seen managers spend many hours putting the detail together, only to have their priorities swept away or diluted in a matter of minutes in financial planning discussions. I've also seen powerful budgetary agreements happen over an informal lunch. It's the effectiveness of your case that matters most.

Sure, budgeting requires some number crunching and analysis… but spend at least as much time opening channels of communication and educating decision makers. That makes all the difference.

As former President/CEO of ICMI, Brad led the firm to international recognition and an eventual sale to Think Services. He now serves as a Senior Advisor to ICMI/Think Services and delivers keynotes and consulting around the world. Brad is author/editor of eight books, including Call Center Management on Fast Forward, which received an Amazon.com best-selling award. He can be reached at bcleveland@think-services.com.

Don’t get caught up in the reduction frenzy!

The following two passages are from an article on HarvardBusiness.org. It is titled: “The Secret of Success in a Failing Economy”. It is very timely, and I have written an article that will be in the January issue of Support World magazine addressing this same issue. My article will be titled: “Don’t Make Bad Decisions in a Bad Economy”. The points are the same; never stop investing in your people or the things that are important to your customers. I will let you read the excerpts. Let us know what you think?

“The more jarring message comes for companies and their leaders. We're still early into the downturn, but already big companies are reacting the way they always do. They are encouraging their highest-paid, most-experienced performers--that is, those with the most practice--to be the first to leave. Last year, in perhaps the most famous example of this brain-dead, knee-jerk policy , Circuit City, the giant electronics retailer, announced its so-called "wage management initiative." The plan: fire its most talented and experienced employees in favor of younger workers making less money. Of course, customers who visited the stores looking for advice got much less of it, which meant they took their business elsewhere. The result? Last month, Circuit City filed for bankruptcy.”

“How's this for a secret of success? You don't survive a downturn by encouraging your most experienced people to leave. Perhaps more business leaders can resist this wrong-headed practice--and hold on to those employees who have had the most practice in their careers.”

Makes a lot of sense, doesn’t it? I’m no Harvard grad; but this is a no brainer!

Rich Hand
Executive Director of Membership
ICMI

In Your Ear: The Top Censored Contact Center News Stories of 2008
By Greg Levin

It’s that time of year again – a time when I reflect back over the past 12 months in our industry and realize what a journalistic coward I have been. You see, all these months that I’ve been writing fluffy, feel-good feature articles and case studies, there have been duplicitous scandals, great injustices, vendor cage fighting occurring all over the contact center world.

Most of you never hear about such unsavory stories because few trade publications have the guts and spunk to go up against the powerful industry leaders and establishment. But trust me, plenty such stories exist. If only I had a dime for every time a top contact center consultant wrote his own “client” testimonials, or every time a leading Fortune 500 company’ center genetically cloned one of its top agents, well, I’d be rich enough to cover the fee that major vendors pay to win “Product of the Year” awards.

Just like every year around this time, I’ve become disgusted by my own cowardice and, as a result, present to you now the top two censored contact center news stories of the past year. If you often become squeamish at the sight of naked, objective truth, you may want to bypass the remainder of this blog/article (blogicle) and instead turn on Fox News.


Speech Analytics Solution Removed from Market for Taking Advantage of Callers Who Aren’t Right in the Head

The power of speech analytics has been highly touted for several years now, but one vendor recently tried to go too far with its latest offering, which has been banned in the U.S.

Where typical speech analytics tools are able to evaluate key words and phrases to shed light on caller preferences and satisfaction levels, CallAmity Inc.’s new product, VoiceVasion, is able to analyze vocal patterns to determine such things as customer sanity, loneliness levels, and likelihood that the customer might be really stupid. Using such information, the system can then help companies take advantage of such poor saps.

For instance, if VoiceVasion’s highly sensitive speech technology detects a crazy person or a numbskull on the line, screen pops instruct the agent to tell the caller that if he doesn’t buy the company’s product or service immediately, the world will end within the next day or two, or a week at the latest. Or if the technology determines that a suicidal person is on the line, agents are told to lie about how every new purchase comes with a two-year supply of Zoloft or a free ticket to Disney on Ice.

Harry Skink, CallAmity’s director of marketing, acknowledges that the product is a bit controversial, but explains that it stands to make a real difference in people’s lives. “The number of wackos and idiots in this country is ever-increasing, but they are often overlooked and ignored. We saw a real opportunity to recognize these people while at the same time vastly increasing the revenues of our clients.”


Top Contact Center Consultant Suspected of Stealing Most of His Insights from Wikipedia

Carl Jeffries’ meteoric rise to fame as a contact center consultant all started in 2004 when he helped a renowned Fortune 500 company implement a VoIP platform, with only three fatalities reported. He received much praise and recognition, and word soon spread of Jeffries’ skill, innovation and full head of hair – helping him land scores of additional consulting clients.

It was recently discovered, however, that up to 99 percent of Jeffries’ ideas, approaches and advice may have come directly from Wikipedia – the online encyclopedia that is written and edited by users who are smarter than Jeffries but who receive none of the $10,000-a-day consulting fees Jeffries charges clients.

Sarah Johnson, director of customer care for CitiChaseAmerica Bank, was the first person to expose Jeffries. A colleague of Johnson’s – who was considering hiring Jeffries to help her call center hypnotize customers into thinking they were loyal and satisfied –
asked Johnson to take a look at Jeffries proposal and give feedback. While perusing the proposal, Johnson realized that much of the information had been lifted directly from a Wikipedia entry on Customer Hypnosis that Johnson had written while drunk a few months earlier.
Dozens of other contact center professionals have since reported similar incidents, greatly discrediting the star consultant. It should be pointed out that it is not illegal to steal information from Wikipedia, thus Jeffries will face no prison time nor fines; however he will likely face years of declining business and having nobody sit by him during lunch at industry events.

Seven Keys to Cutting Costs Effectively

Because of the nature of random call arrival and the reality of queues, simply reducing costs across the board does not work well in a customer contact environment. Insufficient staff or other resources can quickly lead to long customer queues, additional contacts and intolerable agent occupancy rates.

Those who get the best results are more savvy – they focus on leverage points, and have an organizationwide perspective. Here are seven key principles to keep in mind as you look for ways to minimize and reduce expenses:

1) Clarify your strategy and approach. Before making major changes, it is essential that your internal management team agree on the services the call center will provide. Your “customer access strategy” should define issues such as the customer segments you will serve; access channels (telephone, email, Web, etc.); telephone numbers, email addresses, URLs; hours of operation; service level objectives; services provided; and how you will capture information on customer interactions to strengthen processes, products and services. Without this strategic framework, cost cutting efforts are likely to head off in many unrelated directions.

2) Identify organizationwide opportunities. Rather than focus on cost-cutting in a vacuum, look for ways to maximize cross-functional resources. For example, marketing managers may be willing to provide the call center with budget to capture and analyze information on consumer trends and expectations, when shown they can save money on target marketing. Similarly, maintaining effective after-sales services can provide valuable research and development input, leading to sustained market share, better sales and money-saving process improvements throughout the organization.

3) Redouble your efforts to prevent unnecessary and unprofitable contacts before they happen. Chances are, about 20 percent of call types account for something like 80 percent of the call load your center handles. In the context of your customer access strategy, explore options for preventing, handling or deferring a greater percentage of these contacts – versus trying to cut back across the board.

4) Pool agent group resources as feasible. The powerful pooling principle is an immutable law – all things equal, if you take small, specialized agent groups, effectively cross-train them and put them into a larger group, you’ll have a more efficient environment. The objective should be to keep things as simple and pooled as possible without jeopardizing the services specific contacts and customers require.

5) Optimize staffing and schedules. Being even slightly understaffed will cause big problems in terms of low service levels, high occupancy and heavy telecom network usage. On the other hand, those increments (i.e., half hours) of the day producing service levels of 100% may indicate that you have far more people at those times than needed. Getting forecasting, staffing and scheduling tuned up is a sure path to better cost performance – and customers, employees and shareholders all come out ahead.

6) Work on process improvements. Errors and process inefficiencies are particularly troublesome in call centers – they consume valuable staff time, drive up network costs, and contribute to repeat calls. The good news is, even modest improvements to processes can yield dramatic results.

7) Keep your eye on the biggies: customer loyalty, revenues, and market share. Customer expectations are evolving rapidly and customers are more sensitive to perceived value and service than ever. In an uncertain economy, customer care has become a key battleground, and it’s important to assess decisions in the context of how your customers will be impacted. In other words, don’t let short term measures undermine longer term success. These decisions require foresight and a healthy dose of good instinct.

Brad Cleveland
Senior Advisor; former President/CEO ICMI

Brad is passionate about helping organizations improve the effectiveness of their customer contact services. As former President/CEO and longtime owner of ICMI, Brad led the firm to international recognition and an eventual sale to Think Services. He now serves as a Senior Advisor to ICMI/Think Services and delivers keynotes and consulting across the globe. Brad is author/editor of eight books, including Call Center Management on Fast Forward, which received an Amazon.com best-selling award. He can be reached at bcleveland@think-services.com.

2008 “Product of the Year" Runner-Ups

While most publications in our industry like to jump on the “hot product” bandwagon, I enjoy writing about the contact center solutions that just missed making a big splash. I’ve always been a sucker for the underdog in general– those smaller yet noble competitors that persistently fight and claw and scratch in an attempt to make it to the top, only to get squashed in the end by a stronger player with more experience and a bigger exhibit booth budget.

The following new contact center tools and applications may not have won any awards or gotten much press this past year, but that doesn’t mean the vendors that supply them don’t know how to send me gifts in return for a little recognition.


CustomerCoercion™. These days it’s all about the customer, and this innovative, though controversial, tool – from Goomba, Inc. – will help just about any contact center achieve high customer satisfaction ratings.

CustomerCoercion is a robust automated post-contact survey system that asks callers about their experience immediately following an interaction with an agent. What makes this survey tool so unique is that, rather than alert a manager whenever the system detects an unsatisfied customer, CustomerCoercion suggests that the customer seriously reconsider his or her survey responses.

For example, let’s say a customer, while responding to the post-call survey, rates the agent poorly on “product knowledge”; before CustomerCoercion logs the customer’s survey responses, the system might respond with “Do you want to know what happened to the last guy who said our agents were stupid?”, then ask the customer if they want to change their rating. Or if, for example, the customer indicates via the survey that their issue was not fully resolved, CustomerCoercion may come back with, “Is that so? Well, how bout I come over to your house and resolve all your problems, buddy?”

In early focus-group testing of the CustomerCoercion survey tool, customer satisfaction rates increased by an average of 75% among 25 participating contact centers. When asked whether such threat-based improvements were truly valid, Goomba, Inc. President Joey Mancuso said that if we ever questioned his company’s methods again, he’d punch our families in the stomach.


MindShift Headsets™. Voices Calling, LLC., the makers of this innovative product, believe that it’s no longer enough for headsets to merely be comfortable and provide clear sound quality; they need to also subtly alter agents’ natural thought patterns and emotions to help reduce depression, anxiety and turnover.

A recent study by the National Institute of Apathy (NIA) revealed that contact center staff are five times more likely than any other employee type to cry on the job, and seven times more likely to hold their supervisor hostage in an abandoned shed. No doubt that the agent position is a highly taxing one, which is why Voices Calling created MindShift Headsets – the only headset on the market that whispers encouraging and deceptive messages directly into the ears of agents throughout their shift to keep them from, like, totally losing it.

Here’s how they work: State-of-the-art micro-sensors in the headset are able to detect any negative emotions – be it sadness, anger, boredom, humiliation, inadequacy, etc. – that the agent is feeling between calls, and then deliver subliminal messages to help trick the agent into thinking that their job doesn’t suck and that they are going to be ok. Agents thinking of quitting might hear something like, “You are an invaluable member of this team, and without you providing the outstanding service you are known for, some customers may die.” Or agents who are simply underperforming due to general sadness and hopelessness may hear, “Puppies and kittens in a fireman’s boot! Puppies and kittens in a fireman’s boot!”

MindShift Headsets come in regular and extra strength, the latter of which, in addition to delivering mind-altering subliminal whispers, injects liquid Valium directly into agents’ ears.


TeleCommunes™. Home agent initiatives are all the rage these days – enabling contact centers to expand their recruiting reach, retain highly qualified reps, enjoy more reliable and flexible staffing models, and be more eco-conscious by reducing the amount of employee commuting to and from work. However, some companies are still a bit wary about sending agents home to handle customer contacts, fearing that the isolation will wreak havoc on team-building efforts and morale. That’s why innovative call center design firm, Façade Inc., has developed TeleCommunes – strategically located compounds that house up to 15 agents who live in the same geographic area.

Agents not only handle calls from these regional compounds, they live there with their coworkers – in very cramped spaces, with only minimal food available. The idea is to emulate a bleak communist environment, thus fostering a spirit of brotherhood and cooperation among the agents and stripping them of any sense of ego or individualism – traits that have been known to interfere with corporations’ mission, vision and values.

It’s a win-win for both the company and the TeleCommunists: The company enjoys the typical benefits of home agent initiatives while still maintaining a sense of team among staff, while the TeleCommunists get a much shorter commute, get to try gruel for the first time and learn to handle calls in Russian while huddling to keep warm.

Greg Levin
Creative Projects Coordinator
ICMI

An Example of what TO DO in a down economy…

This morning we were greeted by the staff of the Hilton Antlers Hotel in Colorado Springs. The staff included one of their Executive Chefs - cooking the HDI/ICMI office breakfast. It was their way of saying thank you for being a great customer. You see, we do a lot of business with the Hotel because HDI/ICMI is in the business of getting people together. We hold a lot of meetings and events.

Here is the point; CEO’s, CFO’s, and other executives are mandating cuts, cuts, and more cuts because they are anticipating or realizing difficult financial conditions. They are telling their management, the people that deal with customers, that we must be more frugal, and no expense is off the table. Now I have no issue with reviewing expenses and doing business efficiently, but there is a line between efficiency and effectiveness.

The further you are from the customer, the easier it is to recommend cuts. But I will argue that what the Hilton did here at our offices is what we need to do at our organizations; wow the customer by investing and standing out from all of the competitors that are cutting. In your support organization you play a critical role in keeping the entire organization efficient. As a Contact Center, you are the face of the customer and have the ability to stand out, and up for your customers in these difficult economic times. We should be encouraged both motivationally and financially to find ways to WOW our customers to improve their experiences with our organizations. Because business will continue, even though it may be less business than last year, don’t we want to be the company they choose to do that business with?

Taking care of your customer like the Antlers Hilton did here today at our office, builds loyalty and tells me, they know how to treat their customers. Where will I want my customers to stay; at a hotel that is cutting staff and services, or a hotel that understands there is never a good time to skimp on customer service?

We have difficult choices to make in the near future but investing in your customer is never a bad business decision.

Are you investing or cutting your services to your customers? I would love to hear from you. Let me know what creative things you have done to reduce costs but improve customer services. Being so close to the customer we know how important it is - now more than ever - to invest in our business, not retract it…

Rich Hand
Executive Director of Membership
HDI/ICMI