Call Center Management http://gmj.gallup.com/ http://backend.userland.com/rss Gallup WebTeam Nearly 80% of Americans think the practice is bad for the U.S. economy -- and not just because of the loss of jobs, according to Gallup research. This may be a red flag for U.S. executives, who should be aware of the fact that, regardless of what their companies think of outsourcing, the vast majority of their customers aren't keen on it. http://gmj.gallup.com/content/28309/Beware-Your-Customers-Oppose-Outsourcing.aspx?CSTS=tagrss Thu, 09 Aug 2007 00:00:00 GMT Fully engaged customers deliver a 23% premium over average customers in share of wallet, profitability, revenue, and relationship growth. That's exactly why so many call centers survey customers to determine their level of engagement. But what happens in between measurements? Specifically, how can a team leader keep customer engagement from feeling like an isolated event, rather than a way of doing business? http://gmj.gallup.com/content/24475/Engaging-Customers-All-Day-Every-Day.aspx?CSTS=tagrss Thu, 14 Sep 2006 00:00:00 GMT Call centers are meant to be a customer convenience -- a place where customers phone for help or to make a purchase. But all too many of them alienate callers and drain money. It doesn't have to be this way. Here are proven strategies to help turn around poor-performing centers. http://gmj.gallup.com/content/23206/Great-Profit-Drain.aspx?CSTS=tagrss Thu, 08 Jun 2006 00:00:00 GMT Through extensive research, Gallup has identified four barriers that can substantially undermine efforts to improve employee and customer engagement in call centers. Here are those barriers -- and advice for how executives can overcome them. http://gmj.gallup.com/content/21730/Making-Right-Calls.aspx?CSTS=tagrss Thu, 09 Mar 2006 00:00:00 GMT No one said forging a productive, cooperative relationship with unionized workers is easy. But smart, forward-thinking executives are doing it. This is particularly true in call centers, where managers are overcoming problems like poor attendance and waning morale to build lasting, and profitable, partnerships. Those managers and union leaders offer tips for creating a win-win scenario. http://gmj.gallup.com/content/21727/Unions-Management-Blissful-Marriage.aspx?CSTS=tagrss Thu, 09 Mar 2006 00:00:00 GMT It's essential for companies to energize the people who have the most direct contact with customers. Here are three keys to increasing agents' dedication, enthusiasm, and customer focus. http://gmj.gallup.com/content/19087/Creating-EmployeeCentric-Call-Center.aspx?CSTS=tagrss Thu, 13 Oct 2005 00:00:00 GMT Executives who spend time in their companies' call centers learn an awful lot about how employees and customers really feel about their business. Maybe it's time you paid a visit. http://gmj.gallup.com/content/18154/Start-Calling-Your-Call-Centers.aspx?CSTS=tagrss Thu, 08 Sep 2005 00:00:00 GMT Why does it matter when a boss takes a personal interest in his employees? Just ask the people at a Qwest call center who once faced an uncertain future and, inspired by a great manager, turned it into the biggest and best site in the company. http://gmj.gallup.com/content/14593/Becoming-Best-Qwest.aspx?CSTS=tagrss Thu, 13 Jan 2005 00:00:00 GMT Companies install CRM systems because they want to increase their call center's performance and enhance revenue. Unfortunately, all too often, companies and their call centers relearn an old lesson: Computers don't know everything. http://gmj.gallup.com/content/235/Empower-People-Software.aspx?CSTS=tagrss Mon, 24 Jun 2002 00:00:00 GMT Why does the service you receive over the telephone differ so widely from call to call? Don't these companies train their reps, monitor their quality, or supervise their work? Unfortunately, they do -- but it just makes things worse. Here's how to fix the problem. http://gmj.gallup.com/content/241/What-Supervisors-Dont-Know.aspx?CSTS=tagrss Mon, 27 May 2002 00:00:00 GMT