Tuesday, 2 July 2013

The importance of Agent Engagement when introducing a Contact Centre CEM Solution

Within ViewsCast, we run many automated customer experience measurement programmes within contact centres, for multiple clients. We have the technical capability to deploy Interactive Voice Response (IVR) surveys, SMS surveys and online surveys and all data is fed straight through to our online reporting platform, ViewsSummary in real-time. The different modes we have are used in various ways, although the main mode applied within contact centres naturally tends to be IVR, perhaps with the exception of the telecommunications market focusing more on SMS.

Throughout the last couple of years, we’ve seen a number of instances of high levels of engagement within businesses and contact centres with examples of contact centre managers, team leaders and agents being genuinely engaged and enthusiastic. Within these organisations, there is an eagerness to see the results as they come through in real-time and a hunger to know what the customer has said about them.

We’ve also however, seen examples of disengaged teams where the tool is viewed in a negative light. This is often symbolic of the culture within the organisation and is driven from the top down. Other measurement tools within the business may not be used constructively and hence, a CEM tool can quickly be viewed by the agents, as another stick by which they can be beaten.

Why is it so important?

To answer this question, it’s worth looking at why the tool was introduced in the first place – usually to measure the level of customer experience being delivered and understand the pain-points, allowing for direct action to be taken for the better and understanding where agents are excelling and recognising this in some way.

Ultimately the goal is to improve the level of service being delivered, but it will not be possible to make any real positive change if your agents are disengaged. It is these individuals who will need to change, whether it be the friendliness of their tone, their First Call Resolution (FCR), speed of answer etc... It’s worth noting that in some cases, the changes needed are more process-driven and potentially out of the agents control, but in most instances, your agents will be needed in order to change things for the better. Without their engagement & buy-in, they’re not going to do this.

Methods to ensure engagement

If the contact centre does not have a strong positive culture to begin with, it can be hard to position something like this positively without agents becoming cynical and instantly taking against it. In this instance, it will be challenging to change this negativity but it must be attempted for the programme to have any real benefit.

Within all types of contact centres, the upfront communication is vital to the initial perception of the tool. It should be positioned as a positive tool carrying the following objectives:

·         To gain an understanding of the overall level of service being provided to customers

·         To reward/recognise examples of excellent customer service

·         To retrain in the instance of below-par customer service

·         To assist the agents in enhancing their skillset and developing personally

A new programme should ideally be endorsed by the top management within the business in order to ensure is carries the gravitas required to be embraced and used most effectively. Often companies label the programme with a brand name and produce supporting materials including posters, mouse-mats, pens to really drive awareness, expectation and the right messaging.

A further method of gaining the required buy-in upfront is to actively consult the agents in certain elements upfront, e.g. where they believe the pain-points lie / their ideas on a name for the programme upfront.

How to ensure ongoing engagement

Of course, what I’ve discussed above is mainly related to the upfront implementation; however it’s fundamental that this continues as the programme runs on.

In my opinion, the most important factor here is to ensure consistent and regular feedback. With real-time data feeds, managers and team leaders are able to implement changes immediately, but feedback should also be given frequently – if not immediately, then daily / weekly. This could be aggregated team level feedback within morning huddles or 1-2-1 feedback focusing on the specific agent in question.

A previous client of mine had a CEM solution within the contact centre. I remember asking her about how the data was fed-back to agents? She said it wasn’t.  I was both amazed and disappointed. Interestingly, this client had one of the lowest Overall Satisfaction scores I have seen.

Conversely, we currently have a number of clients with driven management and engaged teams working with the programme and in a number of cases, we have seen a direct improvement in the overall measures, such as O-Sat, NPS and FCR. Some of these clients display real-time feeds on the in-house plasma screens showing the latest aggregated scores, some display verbatim commentary within the contact centres to enable agents to see what customers are saying about them. These types of behaviours help to ensure high levels of engagement and enthusiasm across the teams.

But the programme should also evolve over time. The survey should be revisited and re-designed as the business changes and moves forward. More and more these days, clients want multi-mode programmes incorporating a combination of IVR, SMS and online/mobile online, which is something we’re able to accommodate. Implementing different methodologies for gathering customer feedback also allows a business to demonstrate to its customers that it is ahead of the game, forward thinking and actively interested in what the general perception is amongst the customer groups.

How we do it at ViewsCast

Within ViewsCast, we offer strong upfront support for our clients, assisting with implementation through joint presentations positioning the tool and helping all to understand how it will work. Our experience, particularly within contact centres, means we recognise the importance of this positive, transparent approach and its subsequent impact on customer satisfaction.

We also work hard with our clients to provide accurate analysis and interpretation of data helping them to feedback accurately and focus in on the key areas requiring attention.

Richard Korn, ViewsCast, Ipsos

Sunday, 12 May 2013

Service Innovation – key to sustain brand loyalty

Sidney Yuen
Chairman, HKCCA Awards & Asia Pacific Contact Centre Association Leaders

Are we losing the human touch in an increasingly high-tech and automated world? On the contrary, as technology becomes even more pervasive, people are demanding personalised human contact and more detailed attention. Indeed, a growing number of customer service challenges are forcing a shift in the approach to servicing customers.

Contact centres have traditionally been perceived as a necessary component of customer service, especially for companies in the hospitality, healthcare, real estate, travel and  financial services sectors. More often than not, they are also loss centres. However, the role of contact centres has changed in recent years, and they have evolved into a key channel between companies and their customers that not only focuses on customer satisfaction, but also retention and upselling. In other words, they are turning from cost centres into profit centres, and an effective sales channel.

In order to do that, it is imperative to start with a compelling customer relationship management (CRM) strategy. CRM is defined as a systemic approach to understand the life style and behaviours of customers. The goal is to acquire and retain profitable customers. Therefore, contact Centre is a key component of CRM strategy.

Service providers, including those who provide voice, data, content, financial, insurance, retail, safety or other services, are realising that to increase revenues and profits in today’s environment of increasingly vigorous competition and market saturation, their business focus must be on maximising the value, or profit contribution, of each customer over the lifetime of the relationship.

As a result, contact centres have become one of the most important customer touch points. They are handling everything from technical queries to debt collection, and are often relied on to deliver excellent results on the more challenging tasks like recouping outstanding debt or improving revenue per customer. This wide range of capabilities and responsibilities marks a fundamental shift in the role that contact centres possess within the modern enterprise framework.

They are now designed from the customer’s perspective, with every customer call viewed as a cross sell opportunity. Instead of an army of barely trained housewives and students working short shifts, modern contact centres are staffed with well-trained and highly knowledgeable professionals with the relevant people skills to handle almost all types of possible customer behaviour.

Companies now deploy technologies and customer focused processes that create an environment that can deliver the superior service experience, empowering staff to offer an enhanced customer experience through the power to make decisions affecting customer retention. Applications like dynamic customer feedback including speech-enabled applications are also increasing ease of use, enjoyability, and customer satisfaction.

Business intelligence tools and techniques are also making contact centres more effective than ever – and giving them a vital new role in the customer-centred enterprise. As business intelligence plays a larger and larger role in these centres, it is helping them to cut costs and strengthen customer relationships. And it is changing their focus, as well.

According to IDC, companies are applying highly refined, customer focused analytics, technology and proven staff management processes to address the complete customer life cycle so customers experience the company as easy to do business with.

Just as important, business intelligence tools and practices promise to give the contact centre a new role – that of a customer intelligence centre, which acts as a focal point for the entire company’s effort to listen to the voice of the customer. By analysing customer data gathered in calls and contacts and feeding the resulting insights upstream into the corporation, the contact centre can enable the improvement of enterprise processes and performance and help the organisation keep pace with customers’ needs.

Today, companies expect a lot from the contact centre. It is critical in the battle to provide superior service and drive customer loyalty, and increasingly, it is seen as a vehicle for boosting revenue from existing customers. At the same time, however, companies are worried about the cost of providing increasingly sophisticated and thorough care across multiple electronic and live channels. The solution is to deliver a mixture of automated and life customer services to take those varying preferences into account to keep customers happy.

ICLP has great experience dealing with personalised service centre tools. Customers nowadays want more emotional connections while brand are focused on new customer acquisition in line with their growth plans. A world class service centre uses a channel mapping and assessment tool that aggregates customer information from Web, IVR and phone channels. This data is put into a single repository and used to plot what those customer experiences are in aggregate as well as on an individual basis. Companies can then determine where customers are opting out, where they are not getting enough information, where they are abandoning the call, the completion rates, the cost per completion and so on. Armed with such analyses, the company can determine the most efficient, customer-friendly approach to act such as when to cross sell/up sell.

In addition, companies should also ensure that they are able to maximise their customers’ lifetime value by radically improving the effectiveness of all customer interactions. A customer interaction is effective if it is timely and pertinent to that customer, is viewed as efficient and satisfying to that customer and is profitable to the service provider. In order to truly maximise the lifetime value of all customers, all customer interactions must be made effective.

This means that the system must go beyond the traditional touch points of the customer service officer, IVR, Web, kiosks and storefronts and include all the billing related and service delivery touch points. Every time a customer uses a service, makes a call or downloads a piece of content, there is the opportunity to improve the effectiveness of those interactions. Because of this, ICLP knows the secret to drive true customer insights by focusing on your key customer segment (eg. VIP) to achieve a personal and emotional connection.

To make all these work, we need to retrain our contact centre staff to be proactive in identifying buying signals and act accordingly to close the sales. Coupled with a realigned compensation system and an easy to navigate customer relationship management system, the results will be sustainable.
 
According to Frost & Sullivan, Unified communications in the contact centre is emerging as a key theme in enabling customer satisfaction. This tools can make service representatives more productive and hence cost effective and improve loyalty.
 
At the end of the day, the best in class contact centre provides a much needed human touch point, anywhere, anytime, anyhow access for the customer. This creates the continuation of the customer story that follows him or her for that highly sought after wow experience.

Thursday, 28 March 2013

Is your outbound business focused enough?




By Michael Cowell
Executive Committee Member
HKCCA
 
Hong Kong businesses dodged a bullet earlier this year when the Hong Kong Legislative Council decided not to include Person to Person (P2P) telemarketing within the Unsolicited Electronic Mail Bill. The Call Centre Association worked tirelessly to lobby legislative councilors and government officials on the negative impact this would have on very legitimate, consumer friendly businesses, large and small.
 
The key arguments used to win the support of the legislators dealt mostly with the negative impact on SMEs, the backbone of Hong Kong’s vibrant economy. The Call Centre Association estimated that as many as 33K jobs in Hong Kong are linked to the use of P2P telemarketing as a means of developing business. That’s a substantial figure and given that Hong Kong is a service economy, where would those affected individuals or businesses go in the event their main channel of acquisition were to close – the manufacturing sector? More importantly, P2P telemarketing forms a vital role in delivering products and services at prices consumers and businesses can afford.
 
However, as proponents of P2P telemarketing we cannot sit idly by, we need to do more to ensure the long-term viability of this important channel. Public concern is likely to resume as early as December 2007, when the government launches the opportunity for consumers to register their mobile and fax numbers along with email addresses, in an effort to stop unsolicited SMS, MMS, e-mail and faxes being sent. Media outlets are likely to query why consumers can’t register their mobile numbers so as not to receive unsolicited voice communication as well. This may well cause some resentment and reignite calls for legislation to also include P2P telemarketing.
 
What can we do about it?
 
There are two areas that you can help influence:
 
1. As an industry, we need to remain ahead of the curve.
 
For the most part, Hong Kong outbound telemarketing operations are very responsible, however, there’s a small minority (non CCA members) that put the rest of us in jeopardy. These organisations pay little or no attention to the wishes of consumers in terms of calling times, data privacy issues or acceptable business practices.
 
The HK Call Centre Association recognizes the need and will organise a sub-committee on which you can participate, to review best practice or self-regulating practices developed for P2P telemarketing by other national associations. The results of which will lead to:
 
  • Development of a Code of Conduct that will be adhered to by members of the HK CCA.
  • Education of the government, legislators, Consumer Council and public on the measures we have taken to further protect the rights of consumers.
 
 
2. Become the data specialist within your organisation.
 
Though declining, you are probably familiar with examples of Hong Kong businesses still using simplistic, high volume data approaches to acquiring new customers using voice, SMS, fax and email. The one product fits all, low cost, get’em in the door approach is dead. It’s dead because, as the famous adman David Ogilvy once noted, ‘the consumer isn't a moron; she is your wife.’ While the use of wife in isolation is no longer PC, it underscores a point that is as relevant today as it was 40 years ago, consumers are unwilling to accept products and services that are not relevant to them, their families or businesses.
 
Those businesses that subscribe to this approach will have noticed that response rates are declining. Maybe this isn’t a bad thing after all, as those that continue down this unproductive path will quickly run out of patience and resources. In any event, it must stop as it’s wasting consumer time and heightening the need by consumers to complain.
 
As responsible call centre users we need to further improve our approach to one that provides variable solutions to consumers, delivering products and services in a timely and relevant fashion rather than the one size fits all. Using analytics to be more selective about who we communicate with, understanding their profiles and knowing when and what to communicate will have a significant and positive impact.
 
In a P2P call centre environment, this means:
 
  • Using analytics to reduce call volumes without impacting the required outcome.
  • Be demanding of management in terms of product selection and list segments.
  • Producing suites of products with variation and different price points to allow agents a more consultative approach to dealing with consumers.
  • Testing and retesting these products against different customer segments in order to pinpoint those with a high propensity to accept.
  • Respecting and advocating consumer rights both internally and externally.
 
Focusing attention on these matters will have numerous benefits including:
 
  • Lower cost per acquisition.
  • A workforce that moves from having little input to one where they feel empowered to provide solutions. This in turn will increase both rates of retention and job satisfaction.
  • Market differentiation, improved customer satisfaction and loyalty towards the brand will follow from this approach and significantly enhance the bottom line.
 
In closing, response rates and research indicate that Hong Kong consumers are receptive to the use of P2P. Let us all do our part to keep it this way by treating consumers with the respect they deserve – remember, they’re not morons, they are your wives, husbands, family and friends.

Professional Workshops on Data Protection (Apr to Jun 2013)

The Privacy Commissioner's Office has been conducting a series of workshops (lastest sessions for April – June 2013 included in this email communication) on the newly amended ordinance in order to provide helpful guidance for direct marketing practitioners. Recently I attended the only English language version of this workshop in order to hear first-hand what was being covered and how things were being explained. What I found was a bit disturbing and thus I feel obligated to share this with all of you.
 
Since we played a major and instrumental role in negotiating the changes to the ordinance, and worked very closely with the HK government through the CMAB, liaising with the privacy commissioner as well, we are in a good position to understand what the new ordinance actually requires in terms of compliance. As all of you know, two major victories for our side were the maintenance of the "opt-out" regime, and grandfathering of all previously collected data (as long as that data was collected in compliance with the then in force ordinance). If/when you attend the privacy commissioner's workshops, both of these positions would not be made very clear at all. In addition, there is confusion about what is meant by the term "written consent".
 
Thus I think it is worthwhile to once again summarize these points in what one hopes is an easier to understand and apply manner:
1. Grandfathering applies to all the data you have previously collected in accordance and compliance with the existing ordinance at the time of collection with the following conditions. First, the data continues to be used only for the purposes originally intended; second, the data is used purely for internal marketing of your company's products or services; third, the customer profile data remains the same. If your company meets these conditions then it's business as usual and no further or new steps are necessary to be taken.
 
If, however, your company decides to add more personal information to existing data, i.e. exact date of birth, then you MUST follow the new guidelines regarding disclosure, including a new opt-out opportunity.
 
If your company decides to use "grandfathered" data to promote a brand new category of product or service then you MUST follow the new guidelines as above.
 
If your company decides to share data with a third party for direct marketing purposes, i.e. sharing your data with an insurance company to offer insurance to your customers, then both YOUR COMPANY and the third party must comply with the new ordinance.
 
In other words, those members who have data that they use for their own internal purposes of promotion should have no worries at all, as for them it will be continuation without interruption or change.
 
 
2. Opting-out, data collection, and "written" consent. It's important to understand that the new ordinance is primarily focused on the FIRST INSTANCE of data collection by the data user from the data subject. When a customer (data subject) first enters your database, through a product or service purchase or any other means, your company will generally ask the customer to fill out a form, either a real paper form or an electronic form. It is on this form that the disclosure statement needs to be made, i.e. intention of use of data, general categories of services/products to be offered, whether or not there will be a "gain" from sharing data (if being shared), etc. In addition, in an easily readable format you must give the customer the option to tick a box saying "NO, please don't share or use my data for direct marketing purposes" as a general opt-out, or you may give them category specific opt-out choices, i.e. tick boxes for each product/service category.
 
The customer (data subject) does NOT need to actually sign that form, either paper or electronic, but the form must be returned or collected by the company as written proof that during the first instance of data collection all the required disclosures were made along with the proper opt-out choice. Thus "written" consent merely means the existence of a written record at time of collecting personal data, not a written signature. By including a ‘signature’ would save unnecessary debate in the future if customers do not remember they have filled in such form, but it is not mandatory by law.
 
Unfortunately, the privacy commissioner and his office are trying very hard to push an "opt-in" approach, and therefore in the guidance notes that they think will be "helpful", almost all the examples they use are "opt-in" rather than what was just described above, the classic opt-out method. Naturally, when pressed, they answer that both scenarios are acceptable. Please do not be fooled or sidetracked, the law ONLY requires opt-out as described above, and the "written" consent is NOT a signature, merely a written record that compliance was achieved. This cannot be repeated enough times. After the first instance of data collection, then you would use the normal opt-out regime that most companies have been using for years, with no further disclosure statements necessary unless there is a change in use.
 
In the event that this note does not help make things more clear for you, please feel free to either e-mail me directly or give me a call. I would be happy to assist you or your compliance teams to fully understand the requirements.
 
Meanwhile, Details of the Professional Workshops is also available at http://www.pcpd.org.hk/english/activities/workshop.html
 
 
Sincerely,
Eugene Raitt
Chairman
HKDMA
GPO Box 7416 Hong Kong
Email: gene.raitt@hkdma.com
Tel: 852-21159348
Fax: 852-25811056

Monday, 21 January 2013

HKCCA’s 2012

Another year slides away. As I look back on 2012, there were good times and things to savour and bad times and things I would rather forget both personally and on the HKCCA front. But there are always positives even in tough times and unpleasant situations. To build on strengths, let’s focus on the positives and see how we could do things better and wiser.
 
HKCCA Awards
 
Like in previous years, the HKCCA Awards filled up a significant part of the calendar. From the Awards launch; applications screening; written submission desktop reviews; mystery caller assessments; panel interviews and on-site assessments to production house selection; the Awards Presentation and Gala Ceremony, all those activities occupied much of the Association’s time and resources.
 
And for the first time, we committed to give each participant a feedback report on respective performance in the assessment process. So, 139 reports were prepared. Though the feedback could only be based upon information available to the judges from the written submissions and on-site assessments / panel interviews against criteria set for the respective categories, the response to receiving the reports from the participants was positive.  
 
The 2012 Awards also brought about one major change in using a “forced ranking” approach in giving out the Awards. Unlike previously whereby participants reaching the pre-set thresholds would receive the Awards. With this approach, the number of gold, silver and bronze winners was restricted. The rationale behind such change was to enhance the competitiveness and the prestige of the Awards as well as giving the ultimate winners a stronger sense of achievement. The emotional tears of winning; the excitement of triumph and the look of disappointment of those who missed out on the Awards that we witnessed in the Awards Presentation reflect the Awards mean a lot to the participants.     
 
The objectives of the HKCCA Awards are to recognize excellence; encourage participation and strive for continuous improvement. The 2012 Awards achieved the objectives in recognizing the best of the best and raising the standards of respective categories. Somehow the “forced ranking” discouraged some participation. It would be a challenge for us in the next Awards to get the right balance so as to achieve all 3 objectives.
 
Mystery Caller Assessment
 
The Mystery Caller Assessment Award category was introduced in 2010 and is getting more popular with the members. 14 companies participated in 2012 – the highest participation for a corporate category. The participants saw value in it because of its 6-month completion period with progress reports provided every 2 months. The level of Award was determined by the final result they had achieved. Each participating company was actually competing with its own performance rather than others.  
 
The Award also gave special recognition to companies that achieved Gold award standard for 3 consecutive years. The highest score company in the Banking and Financial Institution sector received the Best-in-class accolade while the highest score participant among the 14 companies was presented with the Best of the Best recognition.
 
The Government SME Development Fund project
 
HKCCA was granted the SME Development Fund to implement the Person-to-Person (P2P) Telemarketing Code of Practice (CoP) Certification Scheme. This 18-month project was successfully completed in August 2012 with over 300 SME corporates and frontline agents benefited from the project.
 
The project itself carries a mission of enhancing the capability and image of the telemarketing industry in Hong Kong. Through providing a series of training courses to the frontline agents; seminars; media coverage; TV programme and the certification mechanism, the industry practitioners, SMEs in particular, learn the specific requirements of the CoP and the best practices in conducting their business in a lawful and effective manner.
    
Though we succeeded in achieving the project deliverables and protecting P2P telemarketing from legislation, we had had some challenges in the process of securing the SME telemarketers to commit to certification. Unlike subsiding them to participate in an award programme (which is a one-off thing), the certification scheme is an on-going commitment which they have to be re-certified every 12 months. A number of SME call centres actually withdrew from the scheme after registration stating that they were not yet ready for certification and some adopted a “wait-and-see” attitude. By the end of 2012, a total of 18 companies had been certified. 11 companies were re-certified, 5 companies passed the certification audit for the first time and 2 companies failed to retain the certified Telemarketer status.
 
While the SME Development Fund granted for the project had come to the end, HKCCA is committed to continue implementing the CoP and the certification scheme that helps cultivate a healthier environment for the SMEs and the overall telemarketing industry to grow and improve.
 
HKCCA’s Got Talent   
 
This new competition used the idea of the America’s Got Talent show to uncover the contact centre professionals other potentials apart from their contact centre job related competency. It also created another platform to enhance inter-companies / centres interactions and cohesiveness.
 
 
The competition attracted entries from Hong Kong, Guangzhou and Macau that they exhibited their talent in singing, dancing and MC. The winners’ performance in the Gala Ceremony was so impressive that they already aroused a lot of interests in the next HKCCA’s Got Talent competition.  
 
Study on Contact Centre Frontline Agents Health and Safety needs
 
The collaborative study with Occupational Safety and Health Council on contact centre frontline agents’ health and safety needs was completed in the year. 558 agents from 11 corporates participated in the study. 5 corporates also underwent on-site Environment Measurement and measure of sound level by KEMAR manikin.
 
The findings from the study provided useful information for the Council to enhance its services to the contact centre industry in occupational safety and health. HKCCA will work closely with the Council to launch seminars, education programmes and guidelines for the industry practitioners and help cultivate their workplaces to be more healthy, happy and safe.  
   
Contact Centre Knowledge Enhancement tour to South Korea
 
While we had organized 5 local centre visits for members and overseas delegates, we also conducted the third overseas Contact Centre Knowledge Enhancement tour in 2012. This time we visited 5 contact centres in Seoul, South Korea.
 
The overseas centre tour was initiated in 2010. Since then we had visited contact centres in Malaysia, Singapore and South Korea. There were some similarities in those visits and there were unique learning from each of the centre visited ranging from people, customer and operations management to technology application. With the help from other APCCAL member associations, we will continue organizing overseas tour within the APCCAL network to enhance the contact centre knowledge of our members. Our next destination could be Thailand.
 
Asia Pacific Contact Centre Association Leaders (APCCAL)
 
HKCCA, as one of the 7 founding member associations in this Asia Pacific contact centre industry network, arranged representatives to attend the annual APCCAL Conference in Manila in Nov 2012. All 12 associations across Asia Pacific got together to discuss issues and select the APCCAL Chair Association, Secretariat as well as the host for the 2013 APCCAL EXPO.
 
We are delighted that HKCCA had been re-elected as the Chair Association and for the Secretariat role for a new term of two years - 2013 and 2014.
 
Sidney Yuen, the current APCCAL Chairman, who has been representing HKCCA in APCCAL, will continue his Chairman role to lead and take this Asia Pacific network to a new level. This is the recognition from Leaders who appreciate the work of HKCCA for APCCAL, in particular the successful APCCAL EXPO that HKCCA hosted in Hong Kong and Guangzhou in 2011.   
 
Callcenter Industry Research Centre (CIRC) of South Korea was elected as the host for the 2013 APCCAL EXPO. The event will be held in Seoul, South Korea. It will feature Leaders’ Meeting, Contact Centre visits, Industry Conference and Exhibition, Gala Dinner and APCCAL Recognition Awards Presentation with performance by Gang-Nam Style and Girls’ Generations. HKCCA is planning to organize a delegation to South Korea to support the APCCAL Seoul EXPO. 
 
New HKCCA Chairperson
 
2012 also welcome the new HKCCA Chairlady, Claudia Schlesinger on board.
 
Claudia is a dedicated BPO & Contact Centre professional who has over 18 years of experience in the industry. An Inspirational thought leader, respected pioneer with proven track record of success in international Contact Centre Operations, Human Resource Management and Finance Management across Asia Pacific region. Under her leadership, HKCCA will be inspired to offering better services and achieving greater results.
 
Looking Ahead
 
Looking ahead to 2013, we are continuing to invest our time and effort in serving the industry and supporting members’ business growth as well as the well-being of individual practitioners.
 
The next key event will be the 2013 HKCCA Symposium which will take place on 28 Feb and 1 Mar 2013. The Symposium offers pre-conference site tours, keynote presentations, high-level case studies, golf and networking events. We do look forward to meeting most of you in the Symposium.  
 
 
By Rayland Chan
Executive Director
Hong Kong Call Centre Association
 
 
-       End -
 

Wednesday, 15 August 2012

南韓客戶服務中心參觀隨筆-中華電力

在一次難得的機會下,我參加了香港客戶中心協會HKCCA舉辦之「南韓高端客戶中心參觀考察團」,在兩地協會組織 的協助及推動下,參觀了當地數個頂尖之call centre,並與其管理人員作深入流。在是次交流中,不但進一步加深了我對客戶服務業的認識,更擴闊了個人眼界,實在不枉此行。


此行團員主要來自深港銀行界、公用事業,亦有聯絡中心及客戶關係管理專家。行程中我們探訪了當地的政府公共服務呼叫中心 (Seoul City Civil Call Centre) , Nexus Community, 利銀行 (Woori Bank), SK Telecom, SamSung Life Insurance call centre Automobile call centre


於客戶服務方面,每個機構各有特色。例如Nexus Community為員工提供有特別主題之創作空間。政府公共服務呼叫中心除了會為本地市民提供服務外,更會為遊客提供有關通、購物的外語即時傳譯服務。SamsungAnyCar 服務計劃,亦令人留下深刻印象。


在面對應接不暇的來電時,要達到讓客戶滿意的服務水平,是一項艱鉅的任務,其中高科技的應用當然不可缺少。各中心在此方面之表現非常出色,詳盡之數據採集,智能手機應用,,以至於multi centre 的之運作都暢順自如,裝設於牆上之大螢幕展示實時數據,方便管理人員適時作出調度,值得借鑑。另外,各大機構於處理員工關係方面亦下了不少功夫,分別推出了吸引員工之福利計劃,並提供全面之工作指引,協助培訓新人,更有實用健康的休憩設施,讓員工在面對沉重工作壓力下,有放鬆喘息的空間,有助提高工作效率。 

這次交流團賴兩地CCA之協調及總監陳建年先生帶領下的互動,於四天內造訪了六大機構,過程順利流暢,與其他同業融洽相處,互相交流,獲益良多。收穫除了來自探訪本身,亦來自團員相互間之溝通。此行為大家提供了一個良好的交流平台,希望此活動能繼續舉辦,讓各同業有所裨益,更讓本港的客戶服務事業能對各國同業的優點兼收並束,讓服務質素更上一層樓。

                                                                                                      中華電力有限公司
                                                                                        客戶關係管理經理
                                                                                     尹伯偉




Friday, 6 July 2012

Contact Centre Knowledge Enhancement tour to South Korea

Thanks HKCCA for organizing this informative and fruitful knowledge enhancement tour to South Korea on 13-16 June 2012.  Just within a few days, we have been able to visit 5 large scale contact centres of the government of South Korea and major big corporations.  We have also got an update on the latest technology development from a technology supplier which has successfully built up many contact centres in South Korea.



In the DasamCenter of the SeoulCity Civil Call Center, we were deeply impressed by how the city government has endeavored to serve all needs of the Seoulcitizens with an efficient and effective contact centre. As a foreigner not able to speak local languages, we were well assured that any problems we have encountered in visiting the city will be easily resolved by calling “120”. 

In the SamsungFire CallCenter, we have learnt how difficult it is in recruiting and retaining contact centre service agents in South Koreaalthough they are willing to offerbetter working environment and more competitive remuneration packages.


We have also got a warm welcome by the Woori Bank Customer Satisfaction Center.  We were able to walk through different floors of the centre to learn about how successful they are in supporting various business lines of the bank.   


We highly appreciate the open atmosphere of SK Telecom Call Center in which each agent can freely view the call handling performance of any colleague through an online real time system.  Openness can really promote learning and cooperation instead of just competition. 


Last but not least, the technical support professionals of the Samsung Life Insurance Call Center demonstrated to us on how to manage many contact centres virtually as one in serving all customers over the country.  Most of these contact centres have won major awards in South Korea recognizing their success.

Generally speaking, the contact centre agents in Seoul are very courteous and gentle.  They use a lot of gestures and facial expression, just like having face-to-face conversations with the customers.  The whole environment is quite even though the traffic is busy.  Maybe that’s the culture! 
We all look forward to the next knowledge enhancement tour to ……..
Sindy Yau
Bank of China (Hong Kong)