Possible Methods to Solve Problem Through Tool Kit
I. Call Center Company: Link Solutions
1.1. Brief history of call center in the Philippines.
The Philippines has begun to soar high in the worldwide business outsourcing process. The industry targets a large-scale expansion. With the increasing demands in a call center constructions, lots of new business agreements were signed and numbers of North American investors were heading out to the Philippines.(1)
· The Philippines has around 100 call centers service providers to date.
· The 100 outsource call centers have a planned capacity of 60,000 seats by 2012.
· Wide source of well-educated, highly trained call center agents are available.
· English is a second language and Filipinos adopt easily the American accent.
II. Background and operations of Link Solutions
2.1. Link Solutions is formed by group of experience call center agents. Most of them came from a well-to do family and have been in the business process outsourcing for almost a decade now. Presently, the company is situated in Makati City.
2.2. Link Solution is operated and managed within the management umbrella of companies. The CEO with his/her Executive assistant sits at the top, and then, follows by finance, sales and marketing, customer service, logistics and Human resource. While Billing and adjustment, Telesales, and Technical support.
III. Markets, Management Style and, Products.
3.1. Link Solution provides a wide variety of services, such as but not limited to: Inbound services, Outbound/Telemarketing, and Technical Support.
3.2. Managing the customer base is synonymous with strategic management. Large number of relationships has to be evaluated, both existing and potential ones.
3.3. Some products are insurance companies, mortgage, airlines, banks, and many more, depending on the establishments that use call centers.
IV. Pressures that client faces and why the recommendations are necessary.
4.1. In the call center industry, excellent customer service is the basic pressure that a client would face. Service can be help, attention, listening and professional assistance given to the client. If senior officer believes in service, there is a chance the idea can become contagious. If they do not really believe in it, it will go nowhere fast regardless of what they say. Most of the problems of the poor or mediocre service originate in systems, procedures, policies, rules and regulations and, organizational craziness. Too often, frontline people were blamed for poor service, when the real problem is systems that do not work or make sense. If the top brass is not willing to reorganize the system, they will lose of their main goal.
4.2. Of course, recommendations for changes are necessary. Understandably, the stage of excellent service is the “getting ready” stage. It involves understanding one’s customer. In knowing the customer, one must avoid the common sins of customer service. With as many proliferations of companies there are today and with the business globalization well underway, one would think almost all business would focus
Closely to rendering excellent customer service. But that is far from reality. Almost all of the corporate world has mediocrity, as the rule of service. Majority of them get by with little or no real care to the customer’s needs. As a result they become more mediocre in their dealings with the customers.
V. Generic Toolkit: TEESAPU, a quality toolkit design for excellent customer service.
5.1. Description
The evolution from contact center to interaction center becomes even more critical as business foster customer relationships at different levels and through multiple channels. So, contact centers need to be scalable and flexible to accommodate ever-changing customer expectations, as well as constantly evolving technologies. Hence, the “TEESAPU” toolkit is designed to counteract the “common sins” of customer service such as, Rule Book, Apathy, Brush-off, Coldness, Condescension, Robotism and, Runaround.
VI. Challenges facing the organization.
6.1. Managing a multi-channel situation in customer relationship is very challenging from a managerial point of view since communication with the customer easily becomes more difficult due to complexity. Large number of relationships should be evaluated, both existing and potential ones. (2)
6.2. Another challenge to also consider in this context is how customers are approach and through what channels customers encounter are handled.
VII. Options and Possible Solutions for the client to consider.
7.1. For relationship to develop in appositive direction, it is often necessary that client actively share their competence. Even unprofitable relationships can be valuable because they force companies to learn and develop.
7.2. Relationship value is also evaluated on the basis of client competence. Demanding and time-consuming clients are often valuable because they bring competence to the relationship that the company does not have on its own. The client often has as orientation worth on the market. Strongly committed clients who are prepared to recommend and work on behalf of a company are very valuable because they can significantly contribute to the emergence of new relationships. Thus, the economy and society in general are becoming increasingly networked and thus, the reference value of clients is also becoming increasingly significant.
VIII. How it would be used in the client’s organization.
By determining the value potential of the generic toolkit, TEESAPU, development efforts can be allocated based on projected future revenue. Often emphasis should be shifted from the establishments of new relationships to the enhancement of current relationships. With easy access to information, clients now have immediate decision-making power, regarding products and financing, available locations, and many more.
IX. Strengths and Weaknesses
9.1. Some strengths are: can maximize ROI (return on investment ), multiply opportunities to cross-sell and up-sell, revenue from the relationship grow in relation to the costs, relationship longevity and, profitability of relationship.
9.2. Weaknesses are: client’s high expectation of the company, the client is just seen in the level of profitable friendship, emotional dimensions are unfortunately often neglected when a customer relationship comes to an end, a physical product is usually impersonal in its impact on the customer.
Footnotes:
1. C all center in the Philippines, business section, Manila Bulletin (Sunday edition)
2. Manual of call center setting
Credit:ivythesis.typepad.com
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