Managing Customer Feedback – as It Happens

An important aspect of building customer relationships is managing customer feedback. This includes both short- and long-term objectives: it involves responding to feedback as it happens and collecting and analyzing feedback from many customers to look for recurring problems and opportunities. In a past issue of The Edge of Service™ Newsletter, I look at what it takes to manage customer …

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Employee Engagement Statistics

Do you need to make the case for your efforts to improve employee engagement? These numbers may help: 51% of US workers are not engaged, while 17.5% are actively disengaged. (Source: Gallup) Compared with disengaged employees, highly engaged employees are 4.7x more likely to do something good for the company even if it is not expected of them. (Source: Temkin …

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The Strategic Value of Customer Service

There are three levels on which effective customer service creates value: efficiency, customer satisfaction and loyalty, and strategic value. Only a small percent of organizations harness the true strategic potential of the insight that comes from customer service. In the LinkedIn video featured below “Strategic Value” from the course “Service Metrics for Customer Service,” I discuss the importance of capturing …

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The Edge of Service™ Newsletter, Issue 28: Motivation: Removing the Barriers

Dave Koz, the recognized jazz saxophonist and composer, has received nine GRAMMY nominations and has had nine No. 1 albums on Billboard’s Current Contemporary Jazz Albums chart. He’s played for several presidents, hosts two popular radio shows, and is a successful entrepreneur. Most impressive to me—even beyond his musical talent—is his ability to bring out the best in those he …

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The Best Managed Contact Centers: #8 — They Leverage Technology to Support and Further Their Mission

New technologies are not passive — they are changing customer expectations, causing reallocations of resources, creating power shifts in organizations, and changing the responsibilities of agents and managers. The best contact centers identify the technologies that further the mission of the organization, and they implement them with the necessary foresight, planning and training. They also recognize that an important (according …

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The Best Managed Contact Centers: #7 – They View the Contact Center as a Total Process 


Contact centers that consistently get the best results view the operation as a total process. This viewpoint takes many forms: Ensure that everyone in the contact center, and those with key supporting roles outside the center, have a basic understanding of how contact centers operate. Recognize the process to be where most quality problems occur — and also where the opportunities …

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The Best-Managed Contact Centers: #6 – They Leverage the Key Statistics

Contact center measurements are plentiful and it’s easy to get buried in information. The contact centers that get the best results from using their reports and information have several things in common: They focus on a relatively small number of measures and objectives that support their mission and direction. They know that trying to focus on too many things is …

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The Best-Managed Contact Centers: #5 – They Have an Established, Collaborative Planning Process

Effective planning is a central theme in the best contact centers. A major objective of good planning is to get the right number of skilled people and supporting resources in place at the right times, doing the right things. But systematic planning accomplishes more than that. It also improves communication and culture in the following ways: Creating a body of …

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