why call centres fail……. revised 28. april 2000 presented by niels kjellerup, senior partner...
TRANSCRIPT
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“Why Call Centres Fail…….” revised 28. April 2000
Presented byNiels Kjellerup, Senior Partner
Resource International Pty Ltd (Australien).
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“Why Call Centres Fail…….”
This Study is based on 126 documented Call Centres Cases.
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“Why Call Centres Fail…….”Study of 126 Call Centres.
Geographic Distribution :
US 84 period 1982-1997
EU 33 1986-1997
OZ 9 1988-1997
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“Why Call Centres Fail…….”Study of 126 Call centres
Organisational Focus
Financial 45
Industrial 31
Service 38
Government 12
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“Why Call Centres Fail…….”Study of 126 Call centres
The 3 distinct Phases of a Call Centre’s life :
I. Operational Phase ( 6-12 months)
II. Expansion Phase (12-18 months)
III. Integration Phase ( + 18 months)
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“Why Call Centres Fail…….”Study of 126 Call centres
The First 18 Months are critical.
In this Study 64 Call Centres had ceased operation and been disbanded.
WHY?
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Practical Guide to FailuresOperational Phase ( 27 +++ in 6-12 Month)
• No or little People Management skills
• Cost/Benefit ; no or poor documentation
• Lack of Process Mapping/ Focus on Automation & IT
• Design Senior to Customer Needs
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Practical Guide to FailuresExpansion Phase (37+++ in 12-18 months)
• False Benchmarks
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False Benchmarks• Adopting IT-measurements has caused
more Call Centre failures than any other single issue.
• The TARP Teleservice Benchmarking Studies 1997 establishes OUTCOMES as the correct Benchmarks
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Practical Guide to FailuresExpansion Phase (37+++ in 12-18 months)
• False Benchmarks
• Channel Conflict
• Galley Slave V’s Coaching Culture Call Centre
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Practical Guide to Failures
The Galley Slave Model Vs the Coaching Culture Call Centre.
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The Galley Slave Model
Min. Productivity Demand20%
Productivity
Time
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The Galley Slave Model
20%
Productivity
Time
24%Max.Potential on job
Min Product demand
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The Galley Slave Model
20%
Productivity
Time
24%Max.Potential on job
Min Product demand
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The Galley Slave Model
• Call Centre locked in Tunnel of No Productivity Gains
• Call Centre management at a loss of How to improve ???
• End Result : 1. Management is replaced or 2. Call Centre activity Outsourced.
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The Coaching Culture Model
• Motivate staff to Increase Potential• People Management is the Key• Continuous development of Work
Processes & Purpose of Job• Management involved with Work
Situation
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Key Ingredients of Coaching Culture :
•Monitoring•Appraisal of skills and performance•Coaching to improve identified barriers to communication & relationship building
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20%
Productivity
Time
24%Professor HerzbergsResearch.
Coaching Culture Development Model
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Practical Guide to FailuresExpansion Phase (37+++ in 12-18 months)
• False Benchmarks
• Channel Conflict
• Galley Slave V’s Coaching Culture Call Centre Model.
• Customer Satisfaction not measured or used as a Comfort Zone.
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Practical Guide to FailuresIntegration Phase ( +18 Months)
• Not taking Time & Cost Out of the Customer Contact Process
• Not Exceeding Customer Expectation
• Wrong or Untimely Purpose
• Outsourcing
• Loss of Management Champion
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Summary of Failures• Benchmarks not Focussed on Outcomes• Planning inadequate in Scope and long Term
Needs• Lack of Call Centre People Management
Know How• Call Centre Purpose unaligned to
Organisational Purpose
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So where do we go from here ?
• The Call Centre learning Curve is currently very low and slow.
• Call Centre Education is slowly taking form, but still very scant and shallow.
• Consultants, like myself, can claim expertise unopposed and unchallenged
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Our Contribution, so far, to speed up the learning Curve:
The creation of an Oasis of Call Centre Know How on the World Wide Web :
“The Call Centre Managers Forum”
www.callcenters.dkYou’re all invited to visit and contribute your own insights and learning experiences.
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Thank you…...If you have any question feel free to E-mail me [email protected]