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| The 5 Biggest Customer Service Blunders of All Time | |||||||||||||
| While howls of protest over poor customer service continue to fill the air, there remain some businesses that manage to consistently deliver superior customer service year in and year out. These are the places where turbo-charged employees pursue customer delight with a passion, places that ignite a flashpoint of contagious enthusiasm in employees and customers alike. Foremost among the lessons to be learned from such flashpoint businesses are the blunders to avoid—those fatal mistakes that trip up just about everybody else. | |||||||||||||
| [Full Article] May-02-2006 | |||||||||||||
| Getting Customers to Love You | |||||||||||||
| By Jeanne Bliss, founder of CustomerBLISS As much attention as customer service gets these days, the fact of the matter is that it’s the unusual organization that’s set up to let people think and act collectively on behalf of customers. We’re stuck in our silos making independent decisions; taking isolated actions for the purpose of executing our discipline, achieving good numbers and earning a good review. Of course the customer experience doesn’t happen neatly down each individual silo. The customer experiences a company horizontally, across the silos. This is the breeding ground for the lack of respect customers feel and the discontent they have with us. This article presents 10 Ways to love (and respect) your customers. | |||||||||||||
| [Full Article] Mar-21-2006 | |||||||||||||
| New Metrics No Contact Center Manager Can Live Without | |||||||||||||
| We live and die, thrive and suffer by the numbers in the contact center. Our representatives receive incentives, bonuses are handed out and recognition of the contact center throughout the organization occurs when it “meets” its numbers. Stop to think about what you really measure because what is measured truly drives the behavior of the representatives, the team managers, the quality team, and the center manager. It also drives the perception of the contact center within the organization. A needed change is occurring and some centers have begun to use the voice of the customer to create CUSTOMER METRICS to complement their more traditional Center Metrics and balance out their performance scorecards. | |||||||||||||
| [Full Article] Nov-01-2005 | |||||||||||||
| Defining and Measuring Self-Service Deflection | |||||||||||||
| Contributed By ServiceXRG Self-service offers the potential to provide a low cost, highly effective supplement to live service and support. Self-service can result in a number of business benefits such as reducing service delivery costs, increasing service level performance and improving customer satisfaction. To determine how well self-services are working, it is imperative to institute formal measurement processes. The foundation for a successful self-service measurement strategy is the ability to quantify the business impact from self-service initiatives. Effective self-service measurement efforts must be able to answer the question: What impact is self-service having on the business? One of the most important yet misunderstood metrics of self-service business impact is deflection. | |||||||||||||
| [Full Article] Oct-03-2005 | |||||||||||||
| Why Availability of Service Matters | |||||||||||||
| By W. Ladd Bodem, ServiceXRG According to a recent survey by ServiceXRG of enterprise users, availability of support when the customer needs it is the leading characteristic of service excellence. Availability of services is at the heart of service excellence. What makes this characteristic particularly important is that no other element of service, including quality or timeliness, matters if services are not accessible. | |||||||||||||
| [Full Article] Aug-11-2005 | |||||||||||||
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