國外呼叫中心如何提高客戶滿意度

1、EffectivenessIndicators一CustomerSatisfaction效益指標(biāo)客戶滿意度TurajSeyfrafiaan在過去的幾個月中，我們審查了呼叫中心一系列效益指標(biāo)，每篇分析都專注于某一特定指標(biāo)，不能單獨(dú)進(jìn)行分析而只能作為整體規(guī)劃的某一特定方面。那么，這些效益指標(biāo)中哪一個指標(biāo)才可以作為測量業(yè)務(wù)的重要標(biāo)準(zhǔn)呢？哪一項(xiàng)指標(biāo)又是呼叫中心經(jīng)理可以或者必須遵循的呢？Inthepastseveralmonths,wehavereviewedanumberofcontactcentreefficiencyandeffectivenessindicators.Whileeachartic

2、lediscussedaspecificgroupingofindicators,itwasalwaysemphasizedthatwecannotanalyzetheminsolitudeandneedtoviewthemaspartofalargerholisticpicture.Fromtimetotime,however,Ihavebeenaskedwhichoneoftheseindicatorsisthemostimportantmeasurementforthebusiness?Isthereonemeasurementthatacontactcentremanagercan/m

3、ustfollow?Well,Idontknowif“CustomerSatisfaction”shouldbetheonlymeasurementbutIdoknowthatitshouldbetheprimarymeasurement.Yousee,weareallinbusinessbecausewearetryingtogeneraterevenuefromourproductsandservices.Wearethe“Providerswhoofferthoseproductsandservicestocustomers.Withoutcustomersthereisnothingf

4、orustooffer!Weneedcustomers!Ascontactcentresplayabiggerandbiggerroleintodaysbusinesses,theirimpactonthecustomers,andasaresultontheirloyaltytoacompany,becomemoreandmoreevident.Infactbest-in-classcontactcentrespridethemselvesinmakingthediffereneeandincreasingtheoverallcustomersatisfaction.Manyyearsago

5、whiledoingabenchmarkingstudy;IhadanopportunityofdiscussingtheroleofthecontactcentrewithaseniorVPofamulti-millionDollarmailordercompany.Severalofourquestionswerefocusedonthesalesprocessatthecentre,buthesimplypointedoutthat“thecataloguedoestheselling;weareheretoservecustomersandareresponsiblefortheirs

6、atisfaction!Hehadclearlyunderstoodthatwithoutsatisfiedcustomersthebusinesscouldnotgrowandhadentrenchedthatasthemainroleforhiscentres.Dontgetmewrong!Theydidhaveallkindofefficiencyandeffectivenessmeasurementsandheknewhisoperationinfinedetail,butthegoaloftheoperationwastoincreaseCustomerSatisfaction.Im

7、pactonBusinessInthepasttwentyyears,therehavebeenmanystudiestryingtodefinetheimpactofcustomersatisfactiononlongtermrevenue/profitinmoretangiblerelationshipinordertoconvincethoseskepticalexecutiveswhofeltthecostofcustomersatisfactionwouldfaroverweighitsbenefits.Majorityofthesestudiespointedtothesameco

8、nclusionthatcustomersatisfactionmattersandcanincreasebothshort-termandlong-termrevenuefortheorganization.Herearethreeofthewellknownconclusions:Itcostssignificantlymore(6-12times)toattractanewcustomerthankeepinganexistingcustomer(“Satisfied”or“VerySatisfied”).Inacompetitiveenvironment,acompanywith“ex

9、cellentcustomersatisfaction”canchargeupto10%premiumforsimilarproductsandservicesthanitscompetitor(inotherwordsittake10%pricedifferentialfora“VerySatisfied”customertoconsiderchanginghisprovider).Thispremiumdropstounder3%for“Satisfied”customers.Ontheotherside,thosecustomerswhoratetheirsatisfactionas“P

10、oor”and“VeryPoor”willconsiderachangeassoonassimilarproductsandservicesareavailablefromacompetitor.Companiesthatprovidemultipleproductsandservicescanhaveupto60%higherrevenuefrom“VerySatisfied”customersthanfrom“Satisfied”customers.Asmentionedallthesestudiesdeliverthesameconclusion:customersatisfaction

11、isimportanttothelongtermsurvivalandgrowthofanorganization.So,ifweagreethatcustomersatisfactionisimportant,howdoweachievethatandhowdowemeasureourprogress?Therehavebeenmanytheoriesaroundwhatisitthatcustomersvalue,andhowtoincreasetheirsatisfaction.Ingeneraltherearemanyfactorscontributingtothecustomerso

12、verallsatisfaction.Thesefactorsvaryfromcustomertocustomerandfromenvironmenttoenvironmentbuttypicallyincludefactorssuchasproduct(functionality,quality),price,deliveryandservice.Contactcentresdonthavemuchtocontributetotheproductitself,priceorfulfillmentbutcanhaveamajorimpactontheserviceandthisiswherec

13、ontactcentrescandifferentiatethemselveswhilecreatingwealthfortheorganization.CustomerSatisfactionisanARTAsarule,customersexpectationofacontactcentrecanbegroupedintothreemajorcategories:Access,ResolutionandTreatment(ARTforshort).“Access”defineshoweasyitisforcustomerstoreachacentre(longwaittimeoraconv

14、olutedIVRcertainlydoesnothelp).“Resolution”dealswiththesolutionsthatwereoffered/deliveredtothecustomersduringtheircontactsandhoweasyordifficultwastoobtainsuchsolutions(FCRcomestomind).Finally“Treatment”describeshowcustomersweretreatedduringtheircontacts.Eachofthesethreemajorcategoriescanbelinkedback

15、tooneormoreoftheefficiency/effectivenessmeasurement.ForexampleAccesscanbelinkedbacktoServiceLevelandASA.CustomerSatisfactionIndexHavingcustomersatisfactiondefinedaroundART,makesitsmeasurementaloteasier.Typically,contactcentresdevelopashortsurvey(5to10questions)aroundthesethreecategories(plusoneortwo

16、loyaltyquestionswhichwewilldiscusslaterinthisarticle)inordertomeasuretheoverallsatisfaction.Atthesametimeasecondary(detailed)surveyisdevelopedaroundeachofthesecategories.Thesesurveysareonlyusedifandwhenthereisaneedformoredetailedanalysis(suchasanimprovementinitiativeorinvestigationaboutcertaincatego

17、ry).Obviouslydifferentorganizationsusedifferentscalefortheirsurveymeasurement.Thesescalesfallintotwocategories:Quantitative(suchas0一10)andQualitative(suchasVerySatisfied,“Satisfied”andsoon).Quantitativescaleismoreadaptablefornumericalanalysis,however,itmakesitharderforcustomerstopickanumberthatrepre

18、sentstheirtruefeeling(forexamplewhatisthedifferencebetweena“6”vs.“7”).Qualitativescales,ontheotherhand,provideabetterdefinitiontothescaleforcustomerstochoose.Regardlessofwhichscaleyoudecidetouse,theresultcanbepresentedasanindexthatcombinesalltheresults.Anindexissimplyanaverageofallthenumericalresult

19、s.Incaseofqualitativescaleeachgradeisgivenanumericalvalueinordertocoverentirerange(forexampleifthescalehasonly4options,thenthelowestgradeis0,thehighestgradeis100andtheothertwoare33and66).Therearestillafeworganizationswhoreporttheirresultfortop1or2gradesonly(forexample“79%ofcustomersranktheirsatisfac

20、tionas“Satisfied”and“VerySatisfied”).Bychoosingaspecificgroupingoftherespondent,thismethodfailstoprovideacompletepictureofwhatcustomers(allofthem)thinkaswecannottellifthemajorityofcustomersare“VerySatisfied”orjust“Satisfied”.Inadditionthereisnoreportaboutsatisfactionoftheother21%.Althoughithasbeenpr

21、oventhatcustomersatisfactioncanandwillleadtohigherrevenues,thereisstillthequestionofcustomerintention,especiallywhenitcomestothelargeticketitemssuchasautomobiles.Isthecustomersatisfactionavalidindicatoroffuturerevenues?Wouldasatisfiedcustomerpurchasethesamebrandwhenitistimeforanupgrade?Theproblemher

22、eisthattherearemanyotherfactorsinvolvedthatwillimpactcustomersintentionandasaresultevena“VerySatisfied”customermaynotbecomearepeatcustomer.(Althougheveninthesesituations,theprobabilityofacustomerbecomingarepeatcustomerincreaseswiththeleveloftheirsatisfaction).Inordertogaugethelikelihoodofcustomersre

23、peatingtheirpurchasesandbecomingrepeatcustomers,manyorganizationlargeandsmall一haveintroducedoneortwoquestionswithregardtocustomersintention,loyaltyandpotentialrecommendationtoothers.Whenreviewingresultsfromsuchsurveys,wemustkeepinmindthat:a)customersareevaluatingtheentireorganization(includingproduc

24、tfeaturesandquality,price,deliveryandservice);andb)customersprovidetheirfeelingsatthemomentofthesurveywhichishighlyinfluencedbytheirlatestexperiencewiththecompany.Suchfeelingsmaychangeovertimedependingonmorerecentinteractionwiththeorganization.NetPromoterOvertheyears,loyaltyquestionshaveexpandedfrom

25、individualcustomerspurchaseintention(wouldyouuseusagain?)tohisorherwillingnesstorecommendthecompanysproductsandservices(wouldyourecommendustoyourcolleagues?).Theideahereisbasedontheoldadagethatwordofthemouthisthebestadvertising.Byincludingthequestionaboutrecommendation,organizationshopetocaptureasim

26、pleandaccurateindicatorforfuturegrowth.In2003Bain&Companyintroducedamoreformal/structuredformatforthisquestionandtherelatedanalysiscalledNetPromoter.Thesurveysimplyasksaboutthelikelihoodofacustomerrecommendingtheproductand/orservicetoothersonascaleof0(notatalllikely)to10(extremelylikely).Customerswithscoresbetween0and6areconsideredtobe“Detractors”whilethosecustomerswithscoresof9and10areconsideredtobe“Promoters”(customerswithscoresof7and8areconsideredtobe“Passive”).NetPromoterScore(orNPS)isthedifferencebetweenthepercentageof“Promoters”and“Detractors”.Apositivenumberind