Call Centers For Dummies by Real Bergevin, Afshan Kinder, Winston Siegel, Bruce Simpson

By Real Bergevin, Afshan Kinder, Winston Siegel, Bruce Simpson

Tips about making your name middle a real revenue center
In North the US, name facilities are a $13 billion company, using four million humans. For managers in command of a decision heart operation, this functional, basic advisor outlines the best way to increase effects measurably, following its rules of profit iteration, potency, and buyer delight. moreover, this new version addresses many adjustments, resembling the hot expertise that's remodeling today's name middle and the location-neutral name middle. It additionally is helping readers make sure even if it's economical to outsource operations and appears on the altering function and necessities of agents.* the last word name middle consultant, now revised and up-to-date* The authors have helped over 60 businesses enhance the potency and effectiveness in their name heart operations* deals accomplished advice for name facilities of all sizes, from 20-person operations to multinational businesses

With the most recent variation of Call facilities For Dummies, managers may have a far better arsenal of recommendations to spice up their center's base line.

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Extra resources for Call Centers For Dummies

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We talk more about call center technology and technological advancements in Chapters 9 and 10. Moving from cost center to profit center Most important to the call center industry, corporations have changed their view of the call center — from cost center and (in some cases) a necessary evil to profit center and competitive advantage. Today, business owners build entire companies around call center capability. You can buy a computer from a company that doesn’t have a retail store, for example, or do your banking with a bank that doesn’t have physical branches.

It’s not just the technology; that’s the easy part! Call centers are a microcosm of business. To run a good call center, managers need to effectively blend people, processes, and technology to produce a desired result. Most call centers rely on people — often, a lot of people. Wages and salary typically comprise 60 percent to 70 percent of a call center’s budget. Because customers can ask almost anything of the call center, agents need to have at their fingertips information on just about all the company’s policies, procedures, products, and services.

Because customers can ask almost anything of the call center, agents need to have at their fingertips information on just about all the company’s policies, procedures, products, and services. With a huge volume and variety of customers, a call center gets a lot of activity. Even if you have the best technology available to smooth things out, when you’re dealing with hundreds or thousands of calls each day, the slightest bottleneck can add up to a big problem. In fact, a 1-second increase in call length in a call center that answers 1 million calls a year creates an additional 280 hours of work requiring approximately 380 additional hours of staffing.

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