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9780131837898

Reinventing Your Contact Center : A Manager's Guide to Successful Multi-Channel CRM

by ; ;
  • ISBN13:

    9780131837898

  • ISBN10:

    0131837893

  • Edition: 1st
  • Format: Paperback
  • Copyright: 2007-01-01
  • Publisher: Prentice Hall
  • Purchase Benefits
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Summary

Emphasizing the worth of positive customer interactions, Re-Inventing Your Contact Center provides tools for building the very best multi-channel customer relationship management system. Learn why customer contact centers are so valuable to the companyrs"s bottom line. Discover how to keep employees motivated, challenged and committed. Understand the multiple channels used to communicate effectively with consumers. This new text unlocks many of the secrets behind successful customer service management and is filled with cases, exercises and assignments that build communication strategies, listening skills and confidence to re-invent oners"s own contact center. Highlights multi-channel contact center strategies. Includes all forms of customer contact, such as: voice, email, fax, Web and more! Emphasizes the value of contact management centers. Discusses how customer service experiences impact consumer behavior and purchasing plans. Includes numerous lists, charts, and calculations that can be used to determine contact center effectiveness. Excellent for anyone involved in managing a Contact Center.

Table of Contents

Foreword xiii
Preface xv
About the Authors xvii
Part 1 The Emerging Contact Center
1(54)
From Call Center to Contact Center
2(11)
The Evolution from Call Centers to Multichannel Contact Centers
2(1)
The Evolution of the Call Center Era
3(1)
The Evolution from Call Centers to...
4(9)
The Help Desk Era
4(1)
The Internet and Web Self-Service Era
4(2)
e-Service Meant No Service and Reduced Business
6(1)
An Industry in Search of Solutions
6(2)
The Contact Center Era
8(1)
The Multichannel Contact Center Era
9(1)
Using CRM to Become a Company Hero
10(3)
Managing the Customer Service Chain and CRM
13(11)
A Futuristic Look at the Contact Center
13(1)
Establishing a Unique Brand of Service
14(2)
The Customer Service Chain
16(1)
A CRM-centric Contact Center
17(1)
The Complexity of Integrating CRM Information
17(1)
Ineffective Automation and Integration Fallout
18(1)
The Fallout from Poorly Integrated Technology
19(1)
Knowledge, Skill, and Desire
19(5)
The Contact Center Professional
24(13)
India---Contact Centers Provide Respect
24(1)
The Changing U.S. Contact Center Environment
24(2)
The Manager's Role in Creating a Motivated Contact Center
26(4)
The Power of Recognition and Appreciation
26(3)
Employees as Professional Athletes
29(1)
Contact with Customers Is a Strategic Advantage
30(1)
Management's Opportunity
30(1)
Why Develop Contact Center Professionals?
30(1)
Characteristics of Contact Center Professionals
30(2)
The Seventeen Characteristics of an Extraordinary Contact Center Professional
32(1)
The Seventeen Characteristics of an Extraordinary Contact Center Manager
33(4)
Managing Customer Lifetime Value
37(13)
The Value of a Customer
37(2)
The Cost of a Service Slump
39(5)
A Complaint Is an Opportunity to Create Additional Revenue
44(1)
Contact Center Professionals That Understand the Value of a Complaint
45(1)
Are You Motivated to Receive Complaints?
46(1)
What Does It Take to Delight a Customer?
47(1)
Collecting Data versus Building a Relationship
48(1)
Delighted Contact Professionals Give You the Edge
48(2)
Putting Money Where Customer Lifetime Value Lives
50(5)
Building Customer Lifetime Value---the Next-Generation Contact Center
50(1)
Cutting the Contact Center Budget Again?
50(5)
Part 2 Barriers to Excellence in Multichannel Contact Centers
55(34)
CRM Growing Pains
56(12)
High Customer Expectations
56(1)
What Are the Various Channels of Communication?
56(1)
CRM Growing Pains
57(1)
Getting an Early Start
57(1)
Demotivators in Loosely Integrated Contact Centers
58(5)
Voice, Phone, Call Logging
58(1)
Technical Support
59(1)
Service Desk Database
59(1)
Technical Knowledge Databases
59(1)
Frequently Asked Questions
59(1)
E-Mail Management (Inbound)
60(1)
E-Mail Management (Outbound)
60(1)
Chat
60(1)
Fax
60(1)
Web Collaboration
61(1)
Telemarketing
61(1)
Sales Force and Billing Integration
61(1)
Real Mail Integration---Also known as ``Who is minding the company mailbox?''
61(1)
System Response Time and Uptime
61(1)
Logging In and Logging Out
62(1)
Can Contact Center Professionals Survive Multichannel Communications?
63(5)
Effects of Change---The Valley of Tears
68(7)
The Psychological Impact of Change
68(1)
Preventing the Effects of the Valley of Tears
69(1)
Strategic Recommendations: How a Project Team and the Contact Center Can Effectively Deal with Change
70(5)
Stress: A Hidden Barrier to Excellence
75(7)
In Search of Individual Excellence
75(1)
Decreasing Turnover and Maintaining Excellence
76(1)
Causes of Stress
77(1)
Stress Prevention
77(5)
Recognizing Ineffective Teams
82(7)
Stages of Teaming
83(1)
Build Teaming Skills in Employees
83(1)
Teams React to Change Too
83(1)
Normal Stages of Team Development
83(1)
Positive Effects on the Contact Center
84(5)
Part 3 The Motivated Contact Center
89(74)
Conscious Leadership: Creating A Motivating Environment
90(11)
Conscious Leadership and Motivation Defined
90(1)
The Various Motivational States of Contact Centers
91(1)
Building Relationships
92(1)
Motivational Ideas and Tools That Work
92(9)
Management Idea 1: To Motivate a Contact Center, Start at the Top
92(1)
Management Idea 2: Understand the Value of Coaching, Monitoring, and Development
93(1)
Management Idea 3: First Shift Priorities to Motivate and Develop Relationships
94(1)
Management Idea 4: Reverse the 80/20 Rule
94(1)
Management Idea 5: Decrease Meetings and Increase Development of Contact Center Personnel
95(1)
Management Idea 6: Establish Constant Management Consciousness
95(1)
Management Idea 7: Determine Where You Spend Your Time
96(1)
Management Idea 8: Assign Tasks in a Conscious Manner
97(1)
Management Idea 9: Address Resistance
97(1)
Management Idea 10: Deal with Issues ``in the Moment''
98(1)
Management Idea 11: Ask Questions and Listen to the Responses
98(3)
Identify Motivators in Ten Minutes: A Conscious Coaching Tools
101(11)
Motivator Defined
101(1)
Classic Theories of Motivation
101(3)
Alderfer's ERG Theory
102(1)
McClelland's Acquired Needs Theory
102(1)
Herzberg's Two-Factor Theory
102(1)
Maslow's Hierarchy of Needs Theory
103(1)
What Surveys Show
104(1)
Dynamic Assessment of Motivations
105(1)
How the Motivational Assessment Works
105(1)
Behavior Defined
105(1)
What Drives Behavior and Attitudes
106(1)
What Is an Attitude?
106(6)
The Conscious Coach: Show 'Em Who Cares!
112(9)
Coaching, Monitoring, and Development
112(2)
Coaching Defined
112(1)
Monitoring
113(1)
Development
114(1)
Why Monitor, Coach, and Develop?
114(2)
Inclusive versus Directive Management
115(1)
How to Show You Really Care
116(1)
Develop Your Contact Center Culture Daily
117(1)
A Message for Start-ups and Centers with High Turnover Rates
117(1)
A Balancing Act
117(1)
How Current Monitoring Practices Fail
117(4)
Early Involvement in Organizational Choices
121(11)
Quality of Work Life Defined
121(1)
Participation Defined
122(1)
Choosing Technology Is Motivating
122(2)
Contributing Value to Quality Control and New Product Development
124(4)
Being a Customer Advocate
128(1)
Conclusion
128(4)
Other Departments Affect a Contact Center
132(7)
Importance of Cross-Departmental Communication
132(1)
The Effects of Ineffective Cross-Departmental Communication
132(1)
Maximizing Customer Service Chain Performance
133(1)
Management's Influence over Third-Party Providers
134(2)
Positive Positioning of the Contact Center within Your Organization
136(3)
Performance Management Made Easy: C.A.R.IN.G.
139(16)
C.A.R.IN.G Defined
139(1)
Performance Management Based on the C.A.R.IN.G. Method
139(2)
Employee Development and Evaluation Methodology
141(1)
Writing the Evaluation
142(3)
Step 1: Collect Evaluation Information
142(1)
Step 2: Evaluate the Performance
143(1)
Step 3: Write the Performance Appraisal
144(1)
Presenting the Evaluation
145(2)
Performance Evaluation Time Lines
147(1)
Putting the Review on Paper
147(1)
How Do Managers Demonstrate C.A.R.IN.G?
148(1)
Compensation, Recognition, and Respect
148(1)
Avoid Overacknowledgment
148(1)
The Doughnut and Pizza Reward System
148(1)
Everyone Likes a Challenge---Well ... Maybe Not?
149(2)
Enriching Jobs for Individual Growth
151(1)
The Next-Generation Contact Center Professionals
152(1)
Conclusion
152(3)
The Physical Office Environment---A Motivator
155(8)
How Is Your Contact Center's Physical Space Perceived?
155(1)
Office Decor---A Contact Center Motivator
156(1)
Contact Center Ergonomics
157(1)
The Ergonomically Correct Computer Workstation
157(1)
The Contact Center's Physical Environment Is a Motivator, Too
157(2)
Giving Choices and Including the Contact Center Professionals in Decision Making
159(4)
Part 4 Best Practices in Multichannel Contact Centers
163(78)
Customer Interaction Management and Planning: For Multichannel Contact Centers
164(19)
Multichannel Contact Center Defined
164(2)
On Multiple Channels and Change
166(1)
Preferred Contact Center Multichannel Analytics
166(1)
Understand What You Are Buying
166(1)
Multichannel Best Practices
166(13)
Considerations for Online Staffing
179(1)
Statistics from Purdue University's Center for Customer Driven Quality
180(1)
Conclusion
180(3)
Contact Center Benchmarking: A Best Practice
183(13)
Benchmarking Defined
183(1)
Why Benchmark?
183(1)
Establishing an Accurate Peer Group
184(9)
Selecting and Defining Performance Metrics
185(8)
Conclusion
193(3)
Increasing Emotional Intelligence with Work-Style Assessments
196(9)
The Hiring Challenge
196(1)
Work Styles Defined
196(1)
Increase Emotional Intelligence
197(1)
Managing for Productivity Drops
198(1)
Assessment Benefits, Accuracy, and Validity Studies
199(3)
Increasing Uptake and Efficient Use of CRM Technology
202(1)
A Final Word on the Work-Style Approach
202(3)
SP3M---Measure, Market, and Manage Your Contact Center Results
205(11)
The Customer Service Measurement Challenge
205(1)
Customer Service Levels Defined
205(1)
Producing Business Results through the SP3M Service Model
206(1)
The Steps in the SP3M Service Model
206(5)
The First Step in SP3M
206(2)
The Second Step in SP3M
208(1)
The Third Step in SP3M
209(2)
The Continuous Improvement Cycle
211(1)
Traditional Quality Improvement Process versus the SP3M Model
211(1)
Traditional Use of Technology to Measure
211(2)
SP3M---People Using Technology to Measure
213(1)
Realizing the Value of the SP3M Initiative
214(2)
Understanding Customer Lifetime Value---A Best Practice
216(13)
Customer Lifetime Value and Customer Profitability Defined
216(1)
The Customer Value Chain
217(4)
Customer Revenue
218(1)
Customer Profitability
218(1)
Customer Loyalty or Retention
219(1)
Customer Attrition
219(1)
Customer Growth
220(1)
Calculating Customer Lifetime Value
221(1)
One Customer's Value
222(1)
More Than One Customer and Customer Segment Values
222(1)
Increasing Corporate Customer Assets
223(1)
The Value in Handling Customer Complaints and Improving Customer Service
223(1)
The Effects of Poor Service on Your Market
224(2)
Winning Customer Loyalty through Exceptional Service
226(1)
Educating Your Contact Center on Customer Lifetime Value
226(3)
Coaching Best Practices for Contact Center Leaders
229(12)
Results-Oriented Coaching Defined
229(1)
Best Practices for Designing Effective Coaching Programs
229(1)
Six Key Operating Principles
230(1)
Getting Started
230(1)
Steps in Coaching Contact Center Professionals
231(10)
Step 1: Opening the Door to Communication
231(2)
Step 2: Big Picture and Individual Goal Setting
233(2)
Step 3: Getting Commitment Ask versus Tell Skills
235(1)
Step 4: Giving Feedback to Reinforce High Performance
235(6)
Index 241

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