1. Managing Call Centers Matt Slaight MBA 731

2. Call Center Defined An environment for structured high-volume telecommunications. Used by: –multiservice customer and employee service and support centers, –inbound and outbound telemarketing services, –help desk services, –government-operated support centers, and –other types of structured communications operations. Human-assisted or Automated Self-service. Primary communication channels support live voice: –circuit-switched telephones, –VoIP, and –Internet telephony. Key underlying technologies: –automatic call distributor (ACD), –computer telephony integration (CTI), and –interactive voice response (IVR). Additional technologies and processes: –quality assurance, –workforce management, –e-learning, –Analytics, and –performance management.

3. Call Center Management Call Center Management seeks to optimize three key aspects: –Performance of the employees Staff Size Training Assessment and Reward Motivation and Moral –Technologies Seamless integration Databases User Interface Agent schedules relative to past performance Tracking improvements –Underlying Processes Process reviews, redesign, and optimization Monitor key processes Automated workflows

4. Call Center IT Infrastructure Includes a wide range of technologies, such as: Telephony infrastructure. Multimedia contact routing and prioritization engines. Speech-enabled self-service applications Virtual routing applications Presence tools. Tools for integration with customer relationship management (CRM) software. Data mart and analytics systems. Optimization tools for workforce management, session recording and e-learning, etc.

5. Call Center Management and Workflow Optimization Framework

6. In-Source or Outsource? Sourcing ObjectivesManagement & Measurement Scheme EfficiencyMetrics and Service Level Agreements EnhancementAdding previously unavailable services TransformationBusiness performance inprovements

7. In-Source or Outsource?

8. Why do we care? Call Center Benefits –Direct Access to Customers Traditional Call Center vs. Enterprise Contact Center –Multiple Communication Channels –Voice, e-mail, IM –Self-service voice and web –Decentralized Increased management challenges –Efficiency –Client and Employee Satisfaction –Cost Reductions

9. References Davies, J. (2006, June 19). Contact Center Workforce Optimization: A Framework for Success. Gartner, Inc. Elliot, B. (2005, Sept 8). How to Transform Employees into Contact Center Agents. Gartner, Inc. Elliot, B., Hafner, B., Kolsky, E., et al. (2006, July 13). Hype Cycle for Contact Center Infrastructure, 2006. Gartner, Inc. Goldman, M. (2006, July 6). Consider Your Customer’s Needs When Outsourcing CRM. Gartner, Inc. Moaz, M. (2007, Feb 9). Key Issues for Enterprise Contact Centers, 2007. Gartner, Inc. Snyder, J., Kraus, D., Lassman, J. (2007, March 27). Key Issues for Contact Center Infrastructure, 2007. Gartner, Inc.