The Customer Care Bond

The brand is your reach to your clients.  So often, they know your company by what it stands for as much as what products or services you sell.  For instance, there are lots of products that McDonalds sells, for instance.  People only know a few staples- plus, they know McDonalds!  Your customer service department is your extension of the brand.  It really does drive the relationship between your organization and your customers.  What the customer service department does to and for your customers can easily accentuate – or sink – your brand.

Here’s what Call Center Today looks at when assessing and then building the right customer service department for your business. We take into account call center practices, of course.  But, we also think deeply about how the customer service department represents your business, and powers your brand, to your customers.  It is not just the tactics of customer service.  It is the strategy of how the customer service department drives the brand experience, so customers feel valued, warmly acknowledged, and eager to interact with your customers again.

1.  The scripting – how the customer service department relates to your customers, the words and sounds and roadmaps.

2.  The customer service training.  How the people in your management ranks powers the agents to excel.  This could mean how they power scripting and service training.  Or, actions, processes and technology training. Anything to do with customer service training.

3.  The customer service leader.  Who is the one person within the organization who leads customer service.  This person controls the customer service functions.  There can not be management by group.  There needs to be a customer service leader.

4.  The on-going customer service touches.  When a customer reaches out to your organization a series of steps needs to begin.  Perhaps a warm email of thank-you, followed by a strong text or social chat.  A regular letter with a compelling reason to cal your organization should be automatically processed via your technology systems.  Use multiple touches from the contact center to drive customer service brand.  Let them know your company is aware, and alive, engaged to communicate.

For more information on Call Center Today, and our consulting and training programs, please contact us at 888-835-5326 x111 or email MyCallCenter@CallCenterToday.com. Visit us on the web at www.CallCenterToday.com.

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How To Deliver Great Call Center Culture

When working with our clients on call center consulting programs, call center training programs, inside sales development, customer care, and all the rest, we sometimes find ourselves bouncing back to Great Call Center Culture.

And, most critically, how to build great call center culture. Two common themes always stand out and wanted to share those with everybody.

1) The Call Center Embodies Several Channels Of Communication

The call center is a world of communication. There are several channels that allow agent-to-supervisor and supervisor-to-agent communication to take place. When mastered successfully, a communication culture emerges that increases performance, attitude and retention across the board. These channels are visual and verbal by nature; then break-down to channels within the visual and verbal spectrum.

2) The Call Center Is An Emotional Environment

Agents and supervisors become emotional at the most inopportune times. Agents are not required to recognize, or handle, their emotions; supervisors are. The way supervisors manage their own emotions, and their agents’ emotions, will dictate the level of success a call center exhibits. When supervisors fail to heed emotional challenges in the call center, supervisors lose their ability to effectively manage their employees.

By using visual and verbal channels to communication – and by handling emotions – the culture begins to form. Powerful emotions can sway results, good and bad. Power channels of communication can also sway results, good and bad.

For more information visit www.CallCenterToday.com.

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