Categories
Call Center Articles

Coronavirus Communication

Seek Balance in Your Customer-Facing Messaging

By Peter Lyle DeHaan, PhD

Author Peter Lyle DeHaan

It seems cliché to say it, but we live in an unprecedented time. We don’t have a roadmap on how to navigate this crisis we’re in. Responses to this pandemic vary, with some overreacting and others being dismissive. We need balance in our response, neither panicking nor ignoring. The same holds true when communicating with and supporting our clients and customers.

Here are some ideas to help guide us forward.

Answer Questions

Do your stakeholders (both customers and staff) have questions about the impact of coronavirus? Anticipate their queries, and answer them before anyone asks. They’ll appreciate your initiative. Then fine-tune your messaging as updates become available.

Consider Your Situation

However, you may not even need to formulate a coronavirus plan. For example, since I, and all my subcontractors, work at home (or can work at home), it’s business as usual. I’ve not made a coronavirus statement to our customers. What’s interesting is that no one has asked. This makes me wonder how many companies are spending time on coronavirus messaging when they don’t need to.

Avoid Overcommunicating

In the past month, the number of email messages I receive has decreased greatly. Yet a disproportionate number of them are about coronavirus and COVID-19. Some of these emails come from businesses I use regularly. I appreciate their initial message telling me what to expect. But I don’t appreciate receiving additional emails that don’t tell me anything of value.

Other businesses where I have, at best, a tangential relationship have contacted me too. I don’t care, and I unsubscribe. What surprises me most is the number of companies with whom I’ve never done business that feel I’m interested in their coronavirus response. I’m not. These emails merely cause irritation.

Provide Help

Look at your company’s product and service offerings. How can these items help your stakeholders? Consider their pain points and how you might be able to offer something that can address these needs. 

Of particular value are products that carry no incremental cost to provide. Yes, by giving them away for free for a time, you lengthen the payback period of your initial investment, or you lose income to reinvest in your operation, but offering these tools don’t carry a direct cost. And when you do so, you invest in a long-term relationship with your stakeholders. They won’t forget it.

Offer Respect 

No doubt you’ve heard of people and companies taking advantage of the coronavirus crisis. This is not a time to maximize profits. I’ve had memberships and subscriptions that I couldn’t use because the organization closed due to coronavirus, keeping me from using what I had paid for. Yet they’re not offering an extension when they reopen. Instead they’ve already asked me to renew even though they’re closed.

Another local business promoted home delivery of their products for twenty-five dollars. But when I placed the order, it doubled to fifty dollars. I contacted customer service for an explanation, but they never responded. Three days later I decided to place my order anyway, but the delivery fee had tripled to seventy-five dollars. I’ll never forget that this business—one I often frequented—ripped me off.

Treat your stakeholders with respect, and they won’t forget it. Take advantage of them, and they won’t forget that either.

Seek to Maintain Business as Usual

One company’s coronavirus email simply said that since all their employees already work from home, I could expect no interruption to their availability and the level of service they provide. For them it was business as usual. To the degree possible, we should seek to do the same. I don’t want to diminish the critical situation that coronavirus has put us in, but I do want to point out that by focusing on it, we serve to amplify its impact.

Going Forward

Some people look ahead to when things return to normal. Other people worry that this won’t happen. Instead, we’ll form a new normal. As we move forward to an unpredictable future, let’s take the lessons that we’re learning now and apply them to tomorrow. Whether tomorrow is a return to normal or a new normal doesn’t matter as much as what we can do to make the most of it.

Categories
Call Center Articles

Responding to Call Traffic Fluctuations



You Can’t Schedule for the Unexpected, but That’s No Excuse to Be Unprepared

By Peter Lyle DeHaan, PhD

Author Peter Lyle DeHaan

Traffic at many call centers fluctuates with the weather, affecting some centers more so than others. Of course, non-weather-related events can also impact call traffic. This includes natural disasters, pandemics, riots, the threat of violence, media-produced frenzies—and the list goes on with as much variety as our imaginations can conjure up.

Although some traffic fluctuations occur with predictable regularity, other call traffic spurts strike with little warning. What’s a call center to do?

Deal with It the Best You Can 

The first impulse in responding to higher traffic than you’re prepared for is to work faster, cut out all nonessential tasks, and answer calls with greater intention. This helps . . . a bit . . . for a while. You may tap non-phone staff to put on a headset and get to work. Cutting breaks and shortening lunches emerges as a tempting thought, but don’t give in to that temptation. Asking staff to extend shifts and work overtime is another approach many call centers pursue. Sometimes this becomes mandatory. It helps to get calls answered, but employee morale takes a hit.

An optional strategy is to ignore the escalating number of calls in queue and just process whatever calls you can while working at your normal pace. If the call is important, the caller will hold or call back . . . at least you hope so. Regardless, customer sentiment will take a hit.

Intentionally Overstaff 

Given this situation, call center managers may intentionally over-hire and overschedule. That provides a nice buffer to deal with traffic peaks and longer-term surges. The side effect of this well-intended strategy is that during times of normal traffic levels, you’re either paying for unproductive work or your staff isn’t getting as many hours as they wish. Neither outcome is a good one.

Throttle Incoming Calls 

A third solution entertained by anxious call center managers is to reduce the number of incoming calls during high-traffic situations. One method is to provide a busy signal to callers. A second approach is to play a recording asking them to try later. A third possibility is to allow them to schedule a callback. Of course, for the callback solution to work requires that you’re not still dealing with the high-traffic situation when it comes time to make that return phone call.

Overflow to Another Location

If you’ve concluded that the first three options aren’t good ones, you’re right. If your call center is part of a multilocation operation, an easy solution is to send excess calls to another center in your network. For this to be a viable solution, however, requires that the other location is not suffering from the same malady.

Some multilocation call centers automatically route calls from one location to another based on incoming traffic and agent availability. In these cases, the overall traffic is self-regulating, which means that unexpected high call volume coming into one center will impact all call centers in the network. One center, therefore, can drag all the others down.

Outsource to Another Call Center

Another consideration is to form an arrangement with an outsource call center to take your overflow calls. Not only is this a great solution for high-traffic scenarios, but it also works well for understaffing. You can establish whatever events you want to trigger an overflow situation. It might be the number of calls in queue, the current wait time, or number of abandons.

Just as with sending overflow calls to another call center within your organization, select an outsource call center that’s geographically separated from your location to reduce the risk of them suffering from the same scenario as your call center. 

Conclusion

Though there is no ideal way to deal with unexpected call traffic, there are steps you can take to reduce the negative impact on both callers and staff. But don’t wait until you’re in the middle of a crisis to consider solutions—plan now before you’re swamped with calls.

Categories
Call Center Articles

The Power of Print



Printed Words Offer Many Benefits over Their Electronic Counterparts

By Peter Lyle DeHaan, PhD

Author Peter Lyle DeHaan-call center advertising

In addition to writing a lot, I also read a lot. I read both print and e-book formats. I have a Kindle loaded with content, and I also read on my phone. At one point, I read mostly e-books, but over time I’ve reverted to print. Reading printed books is now my default, and I only read electronically when I have no other option.

Aside from the satisfaction of holding a book in my hand, turning pages, and even enjoying the smell of it, I’ve realized that I better remember what I’ve read in print. This is key.

The same goes for magazines. I prefer print publications and have never read periodicals online. I spend my workday in front of a computer, and when I’m done with work, I want a break from the screen. I want to hold the magazine in my hands. What I read in print, I retain better than what I read on a screen or device.

And I’m not alone in my preferences and practices. Many readers are moving away from electronic and back to the physical. This is especially true for younger generations who want to escape their devices and their constant conductivity when they read. They want to immerse themselves and experience content without distraction.

The Benefits of Print Ads

Marketers are beginning to see this as well, with many forward-thinking sellers shifting from online promotions to print. Yes, online advertising is easy to track and calculate the return on investment (ROI), whereas print advertising tracking is more art than science. But the bottom line is results.

The reality is that people give much greater credibility to what they read in print than what they read online—especially with the escalation of fake news on social media. In addition to people putting more credence in what they read in print, they cite the benefit of having less distractions when they read a physical product. They’re also more engaged with print publications, reading more content and spending more time doing so.

This reality benefits the advertisers who produce print ads. Readers give these promotions more credibility, spend more time viewing them, and are more likely to act. And, I suspect, their decision to buy through a print ad is stickier than a decision made from an online ad. Also, each issue of a print magazine reinforces the buying decision readers have already made. This doesn’t happen online because marketers don’t target existing customers. A customer obtained through online advertising is at risk for being lost through that online advertising.

Call Center Advertising

How does this apply to call centers? Call centers rely on advertising. 

If you’re a corporate call center, your company advertises to drive sales and produce revenue. If you’re an outsource call center, you need to continually seek new clients to replace those you lose through attrition and to grow your client base.

I’m not advocating that you give up on online advertising, but I am advising you to shift some marketing dollars into print. The challenge is finding a publication that serves your target audience. But when you find the right periodical, create an ad with a strong call to action, and advertise consistently, you will generate more sales and create long-term customers.

Remember when I said that I better remember the things I read in print? The same applies for ads. An online ad is easily forgettable, with it disappearing as quickly as it pops up. A print ad is more tangible, longer-lasting, and carries greater impact. It also possesses the highest credibility. 

Whether people want to buy a product from your corporate call center or hire your outsource call center to handle their calls, credibility is key. Credibility is how you close sales, and credibility is how you keep customers.

Print ads can help make this happen, regardless of what you’re selling or to whom you’re selling.

Categories
Call Center Articles

Customer Service Makes the Difference



The Way Companies Deal with Customer Issues Has Future Implications

By Peter Lyle DeHaan, PhD

Author Peter Lyle DeHaan-customer service

A day and a half into my week, and I’ve already endured three major customer service issues from three vendors. Their responses could not have been more different.

One issue was with a global company that whisks money around the world in seconds. Usually, everything works flawlessly. But if there’s a hiccup, they leave customers hanging. I’m left with filling out an online resolution dispute form. 

Doesn’t Care

At best they get back with me within a week, never hours or even a few days. At worst they told me it would take one to three months. Since it only took them three weeks, I suppose I should be grateful. This week’s issue needed a quick resolution, so I didn’t bother to contact them. It only took the person I sent money to and me an hour and a half to figure out a workaround resolution on our own.

This company is hard to reach. I suspect it’s part of their business model. Deprioritizing customer service seems to work for them. They’ll surely retain market share until someone matches their features and provides good customer support. Then they’ll wish they had given customer service more attention.

Puts Forth a Good Effort

The second episode occurred with an even larger global company. People often complain about their customer service. As for me, they always try to help, and they often succeed. That’s not a grand endorsement, but it’s far better than the first company.

Though hard to find, this company gives two customer service options: email and call back. If my question isn’t time-critical or I must convey a lot of detailed information, I opt for email. They respond within twenty-four hours, usually two or three.

However, they encourage phone support. I complete a short form online (picking the right options is the hard part), verify my phone number, and click submit. My phone rings within seconds, and I’m connected to a person within a minute. That person usually resolves my issue on that phone call, without transferring me. 

This time, after spending hours trying to figure things out myself, I contacted them. But I reached the wrong division. The woman instructed me to contact a different group. I don’t know if she couldn’t transfer me or didn’t want to.

The second person was hard to understand, and the audio level was low. For each point, I had to confirm multiple times to make sure I understood correctly. Her words often seemed to contradict what I thought she just said. Eventually, we got through everything, and I obtained the information I needed. As a bonus, it turned out to be correct.

Though this company pushes people to self-service solutions, they do provide personal customer service. From my perspective, they succeed in most instances. However, their smaller, nimbler competitors outshine them in this area, and the company’s market share is shrinking.

Customer Service Excellence

The third incident was with a financial institution. Over the weekend, they upgraded their website and online banking services. They clearly communicated the timetable, what was involved, and what to expect. Despite their meticulous planning, glitches occurred. Though I needed to download a new app, I had trouble finding it on the App Store. This took an hour to resolve. I spent another hour trying to navigate their new interface, configure it correctly, and accomplish the one urgent banking task I had to do.

At one point, I found myself locked out of my account. This required calling them to reset it. Unlike the other two organizations, this one wants people to call. They have their number promptly displayed on every page of their website and each page of their statements. Someone answered on the first ring. Her enthusiasm sounded like this was her first call of the day. Without coming across as haggard or rushed, she reset my password, stayed connected as I logged in, and asked if she could help me with anything else. It was a remarkable experience.

Renowned for their excellent customer service, this successful, rapidly growing, mid-size financial company has won awards and received national recognition as a leader in their sector. 

I have no doubt their success and growth come from their excellent customer service. 

Why don’t other companies get this?

Categories
Call Center Articles

Is the Future Our Friend or Foe?


[sam_pro id=0_1 codes=”true”]


Be Ready for Artificial Intelligence to Revolutionize Your Call Center

By Peter Lyle DeHaan, PhD

Peter Lyle DeHaan, Publisher and Editor of Connections Magazine

One of the spaces I inhabit is the call center industry. Another of my worlds is writing. These two areas intersect in this column. Another commonality is how technology, specifically artificial intelligence (AI), will affect both sectors.

Futurists in the writing community talk about how AI will arise as a disruptive force. Indeed, the disruption has already begun, with computer programs writing poetry, song lyrics, a screenplay, and even a novel. Much of the writing community isn’t aware of this emerging reality. Other writers deny that AI even exists and consider it a pipedream. Some see it as the end of writing as we know it and a threat to their livelihood. Last are those, like me, who see AI as a tool that will help us write more, write better, and write faster. Yes, writing as we know it today will change dramatically, but that change is something to embrace.

AI is also making inroads into the call center industry, and the reactions to AI in the call center space are much the same as in the writing world.

Blissfully Unaware

Many people in the call center industry aren’t aware of the burgeoning developments with AI and how it will dramatically change call centers and their provision of customer care. They view AI as the topic for sci-fi movies, scientific labs, and a far-off future reality—one that will occur long after they no longer care.

Instead, they focus on the day-to-day urgencies of hiring, training, and scheduling agents. They look at metrics such as first call resolution, speed of answer, and average call length. They consider the number of calls in queue, time in queue, and abandonment rate. And their world focuses on resolving customer complaints. There’s nothing wrong with these worthy pursuits, but it keeps them from considering tomorrow and embracing the future.

Deny It’s a Threat

Others acknowledge the existence of AI, but they don’t see how it could help call centers serve customers better. If anything, they assume AI will make customer service harder and therefore perpetuate the need for live agents. To them, AI is another call-center fad that will receive a lot of hype for a few years and then fade away. Their response is to maintain the status quo and pursue business as usual. 

Fearful Over the Future

Next, are the Luddites, those who oppose technology. Though some call centers embrace technology much more than others, every call center has some degree of tech in its infrastructure and operations. These people have formed a comfortable truce with the tools they use, and they don’t want any more of them. They have enough, and everything works fine, thank you very much. More tools, especially AI-powered solutions, makes them shudder. They fear that self-learning programs will take over the call center space and eliminate their jobs. 

Embrace It with Optimism

The final group looks at AI as an intriguing call-center solution. Yes, it will fundamentally change how call centers operate. And this transformation could happen much sooner than most people suspect. Yet instead of fearing uncertainty over the unknown, these forward-thinking futurists welcome AI as a smart solution to many of the challenges call centers to face.

Yes, in some cases, AI will replace jobs, just as answering machines, voicemail, automated attendants, and IVR have done in the past. In other cases, AI will assist call center agents, helping them work more effectively and efficiently. This will occur just as our existing tools have improved the results produced from our prior toolset. Then, now, and in the future, the customer benefits by realizing enhanced outcomes.

Thanks to AI, in the future you won’t need to hire as many people to staff your call center. And those you do hire will benefit by having AI to guide their work. These employees will find their call center job less dreary and more invigorating. The days of routinely shuffling through repetitive calls will end, replaced with variety in handling challenging calls that AI can’t address. This will provide the opportunity to excel in call-center work as never before.

AI isn’t coming. AI is here. What role will it play in your call center?

Peter Lyle DeHaan, PhD, is the publisher and editor-in-chief of Connections Magazine. He’s a passionate wordsmith whose goal is to change the world one word at a time.

Categories
Call Center Articles

How to Enhance the Customer Experience



Pursue Big-Picture Solutions, Not Incremental Improvements

By Peter Lyle DeHaan, PhD

Author Peter Lyle DeHaan-customer experience

There’s a lot of talk about customer experience and ways to enhance it. Though this is the right outcome, too often the approach to get there is shortsighted. Making incremental changes to improve one metric may help a bit, but how many metrics must you improve and by how much for the customer to realize an enhanced experience? And how much stress will your frontline staff endure to get there?

Instead of focusing on the minutia of data that call center systems are so good at producing, take a step back and address big-picture issues. These will have the greatest impact on improving customer experience. And the side effect of these changes will make it easier, not harder, for your staff to do their job with excellence.

Integrate Isolated Repositories of Information

How many places do you store customer data and the information your staff needs to serve callers? How easy is it for agents to get all relevant information displayed on a single monitor—or even two?

Ideally you want everything in one place, in a unified database. However, sometimes this isn’t feasible. In those instances, it’s critical to be able to seamlessly move from one to the other. Consider how often customer service representatives give wrong information simply because they aren’t looking in the right place.

Integrating or interconnecting databases for seamless customer experience is something for vendors to accomplish; it’s too complex for end-users to solve. However, investigate whether your implementation of your vendor’s solutions hampers your team from fully using the tools you already have. Sometimes the solution is there, but you can’t tap into its power because of how you deployed it.

Remove Internal Silos of Control

Many companies operate as a group of disengaged fiefdoms. This occurs in departments such as operations, marketing, sales, accounting, tech support, and so forth. When management measures each department head for that unit’s individual performance, disconnected from the company’s overall objectives, the result is managers doing what is in the best interest of themselves, their job, and their staff. Customer needs and the overall good of the company comes in second. 

To correct this, deemphasize—but don’t eliminate—individual department objectives and performance incentives. Instead elevate company-wide results and the way in which each department plays a role to achieve those objectives. 

For example, companies are in business to make money, regardless of what their corporate vision and mission statement affirm. Look at how each department contributes to this, either directly or indirectly. It comes down to two activities: how much money they spend and what they do to drive revenue. It’s true that there are secondary metrics, often unique to each unit, that affect this. But to remove internal silos of control in your company, downplay the importance of the specific measurements and instead look at overall company metrics.

Empower Agents So They Can Best Serve Customers

Everyone knows to empower frontline people. However, this is easier to say than to do. It’s hard to let entry-level employees make decisions that cost money. Yet prohibiting them from doing so has an even worse result: it costs customers.

When agents can’t serve customers to the best of their ability and keep those customers happy, you end up losing those customers’ business, both now and in the future. Yes, sometimes empowered agents go overboard and make ill-advised decisions. Although undesirable, wouldn’t it be better for them to do that than being prohibited from doing what’s right for the customer, thus losing those customers?

Integrate Communications Channels

With omnichannel, the goal is to provide contact options for customers. Again, this requires sophisticated technology from vendors. Yet as end-users of contact center platforms, make sure that your implementation of the technology doesn’t interfere with your ability to use it to its fullest and enjoy integrated communications channels.

Final Thoughts

These are big-picture considerations. You won’t solve them quickly or easily, but you must pursue them if you want to provide the customer experience that callers expect—a customer experience that will retain them as your customers and not your competitors’.

Categories
Call Center Articles

What Kind of Customer Experience Do You Provide?



Customer Experience Is More Than a Buzzword—It’s the Path to Success

By Peter Lyle DeHaan, PhD

Author Peter Lyle DeHaan

People love to share their stories about their experiences when interacting with various companies. They post things online, which can have a far reach and may go viral. They also tell people face-to-face, which doesn’t have the reach but has more impact.

The types of stories they like to share seldom fall in the category of typical. Instead they pick outlier examples to tell others about. These are either interactions that went amazingly well or ones that went shockingly bad. The normal experiences are just too average to warrant much attention.

Instead they want to share extreme examples, which are far more fun to recount.

Negative Customer Experience

Most of the time, extreme customer experience examples are not positive ones. This may be because companies let us down more than they delight us. Or it could be because bad news garners more attention. If you doubt that, just watch the nightly news. Better yet, don’t watch the news, and take my word for it. Rarely does the news include any feel-good stories, even though they do exist.

The more horrific the customer experience, the more interesting it seems, and the more it resonates with everyone who hears it. Revealing their bad experiences to others results in a shared experience of customer service gone awry. We’ve all been there. We all have our stories. We tell them in person to our friends and families, and even strangers. We post them online, forming a permanent record for all to see of how poorly a company treated us and how badly they wronged us.

When we vent, we feel better. This may be the only redress we’ll ever receive for the wounds inflicted upon us by some company. It doesn’t correct the mistake, but it does lessen the sting—just a bit. Unfortunately, the company who stands as the villain in these stories can suffer much and suffer long, especially when the stories are posted online.

Positive Customer Experience

Much less common is a positive customer experience. Though it’s possible they may not happen as often, it’s more likely that we aren’t so compelled to share them. We gain more traction by sharing our horrors than our delights. Even so, astounding customer experiences happen every day. It’s just that we’re less aware of them, because people are less inclined to take the time to share them.

Yet when shared, these stories serve to create a positive bond between us and the company. These tales create loyalty, and they produce repeat business. This is true for us, and it carries over to positively affect the people who hear them.

Just as negative customer experiences have a harmful impact on the company, positive customer experiences create the opposite.

Enhancing the Customer Experience

The customer service bar continually rises. What consumers considered excellent service five years ago is now the minimum standard. Furthermore, what was the acceptable standard five years ago may have now degraded to unacceptable.

Just to stay even, we must seek to enhance the customer experience. And to gain ground, we must go beyond merely enhancing customers’ experience to overhauling it.

We don’t achieve the needed changes by making incremental improvements. Tracking metrics and seeking to improve them seldom correlates to enhanced customer experiences. Instead, we need to rethink all we do in our customer-facing interactions. This includes knocking down internal silos of information and control, empowering agents to do what’s right to best serve customers, and integrating communication channels.

As we do these things to overhaul our provision of customer service, we will enhance the customer experience. But remember, enhancing the customer experience isn’t the goal. Delighting customers and winning their loyalty is the objective we must seek.

Categories
Call Center Articles

Is Your Call Center Ready for Anything?



How to Survive When Receiving Twice the Calls or Having Half the Staff—or Both

By Peter Lyle DeHaan, PhD

Author Peter Lyle DeHaan

Running a call center is hard, at least doing it right. Even under normal conditions, managers struggle to balance traffic and staffing levels while maintaining high quality and minimizing complaints.

But what happens when conditions aren’t normal? If you’re slammed with calls for an extended period, how will you fare? What happens if several agents can’t make it into work? What if the remote access portion of your system goes down, leaving your local staff to deal with everything?

One solution is to ignore the risk and hope nothing abnormal happens. But eventually, something abnormal will occur. It might be a weather event, a natural disaster, or a manmade crisis. Use your imagination—it’s easy to see that any number of things that could cause call traffic to spike or your staffing levels to drop. In fact, these both could happen at the same time. How well could your call center manage trying to handle twice the number of calls with half the staff?

Here are some ideas:

Multilocation

call center

If the source of the problem that moves you from normal to not normal is local, having a multilocation call center is one easy solution—provided that the other call centers are far enough away to not have the same scenario affect them. Of course, this strains the other call centers in the network, but more locations and more agents to share the load reduces the negative impact.

Remote Workforce

Many call centers use some work-at-home agents, whereas others prefer all staff to work from one centralized location to allow for better management. Regardless, allowing staff to work from a remote location during a crisis is a key way to minimize the impact. This could provide options for staff unable to make it into the office, as well as make it easier for staff not scheduled to login and help.

Strategic Partners

Having multiple locations and allowing staff to work remotely are key solutions to deal with abnormal call center scenarios. However, these tactics only go so far. To supplement these two approaches, form strategic partnerships with other call centers that can help during an emergency. But select a call center partner geographically distant from you. If you’re on the coast, work with one who is inland. If you’re in the north part of the country, find one in the south. If you’re east, go west.

Vendor Solutions

Check with your vendor to see what disaster mitigation solutions they offer. They may be able to help you better handle a not-normal call center situation. They could also recommend strategic partners for you to work with.

Outsourcing

If you’re a corporate call center, you may want to arrange with an outsourcing call center to help during a crisis. And if you’re an outsourcing call center, you know how this functions, so work with another outsourcing call center to help you.

Automate

Regardless of your paradigm to provide people to help people, sometimes automating portions of your call response will serve callers better than by not answering their phone calls at all or making them wait in queue a long time for the next available agent.

Plan Now

The key to make any of this work is planning. When things are going along normally for you and your call center, it’s the ideal time to come up with solutions for when normal goes away. Don’t wait for a crisis to hit and then scramble for answers.

Preparation today will help achieve success for tomorrow, even under less-than-ideal situations. When disaster strikes, you’ll be glad you have a plan to deal with it.

Categories
Call Center Articles

Our Seventeenth Annual Buyers Guide



We Celebrate the Many Companies and People Who Make Connections Magazine Possible

By Peter Lyle DeHaan, PhD

Author Peter Lyle DeHaan

With this issue of Connections Magazine, we start our twenty-seventh year of continuous publication. It started in July 1993 when Steve and Chris Michaels founded the magazine. I took over in September 2001, just a few days before an inauspicious event in US history. At that moment, I wondered if anyone would care about a magazine. I wondered if our priorities would suddenly change. But things soon returned to normal, as normal as they could ever be after the events of September 11, 2001.

Connections Magazine started with spot color and was printed on newsprint. Over the years, we’ve worked to improve it and make it more valuable to our readers and the advertisers who make this magazine possible with their advertising dollars. We moved to full color and then to glossy stock. [bctt tweet=”As we dive into our twenty-seventh year, we look forward to the future as we celebrate the past. Thank you to everyone for helping make Connections Magazine what it is today.” username=”Connections_Mag”]

Buyers Guide

Annual Buyers Guide

One of many additions to the magazine was the introduction of the 2003 Buyers Guide in the December 2002 issue. This turned out to be a popular feature. We repeated the Buyers Guide the next year and never look back, though we do tweak the format to keep it relevant and useful.

Our much-anticipated Annual Buyers Guide is now in its seventeenth edition. For each one of those Buyers Guides, Valerie Port worked to gather the information of the companies listed, and David Margolis handled the layout. And they worked on every single issue in between. Rounding out our team is Claudia Volkman. She’s edited every issue since the October 2006 issue. We have a great, longstanding team.

Looking back at the 2003 Buyers Guide brings back a lot of memories. Many of those companies listed then are still in business now. Although some have closed, left the industry, or merged with other vendors, most are still around.

In scanning that list in the first Buyers Guide, I see Amtelco, Startel, Szeto Technologies, and TAS Marketing. They have been in every Buyers Guide and have run display ads in nearly every issue, perhaps all them. In addition, Telescan, now a division of Amtelco, was in that issue. That first Buyers Guide also included Alston Tascom and Professional Teledata, now part of Startel.

Of course, many other companies in the first Buyers Guide have also supported Connections Magazine over the years with strategically placed display advertising and listings in our Professional Directory, Vendor Directory, and Marketplace sections. I’d like to list those companies too, but I know any attempt to do so would be incomplete—and take up more room than we have available.

I’m also happy to report that most of the industry associations listed in that first Buyers Guide are still around today.

Sponsors

In 2013 we added another feature to the magazine: sponsorship opportunities. Our sponsors are our cornerstone advertisers and provide most of the revenue we need to produce Connections Magazine. Several sponsors have sponsored every issue since 2013. Our current sponsors are MAP Communications, Amtelco, OnviSource, Startel, and Szeto Technologies. Our newest sponsor, nSolve, joins this star-studded list. We salute all current and past sponsors for taking the lead to make Connections Magazine possible.

Contributors

Industry insiders write the content for Connections Magazine. They give their time to share their wisdom and insights with the rest of the industry. They give unselfishly, and often their only reward is knowing that they helped make the call center industry better. Without them, I would have to write every article, and no one wants that.

Readers

You, our loyal readers, are why we do all this. Without you, there would be no reason to produce Connections Magazine. You read, you encourage, and you do your part to advance the call center industry.

As we dive into our twenty-seventh year, we look forward to the future as we celebrate the past. Thank you to everyone for helping make Connections Magazine what it is today.

Categories
Call Center Articles

Are You a Call Center or a Contact Center?


[sam_pro id=0_1 codes=”true”]


Consider the implications of the call center versus contact center debate

By Peter Lyle DeHaan, PhD

Author Peter Lyle DeHaan

In Connections Magazine we use the terms call center and contact center interchangeably. Some authors who write for us are content to use the more traditional label of call center, while others prefer the more accurate label of contact center. Other authors seem to not care and use both phrases in the same piece, I suppose to provide variety or maybe to subtly communicate that the labels don’t matter.

Some Definitions

The term call center is a descriptive one. It’s a centralized place that receives or makes phone calls. This label has served our industry well for several decades.

Nevertheless, most call centers have expanded their service offerings to handle more than just telephone calls. They may also process email and text messages, as well as perform various social media functions. Some also handle faxes and snail mail. These go beyond the meaning of the word call, with contact being a more inclusive description. Hence we get the term contact center.

Nevermind that in both scenarios, the word center emerges as a misnomer, since many call/contact centers have decentralized their operation. Instead they have a distributed workforce, with staff no longer in a single location. Should we make another adjustment to our industry’s label to find something even more accurate than contact center? I’ll leave that for others to ponder.[bctt tweet=”What counts the most isn’t the label we self-identify with, but the quality of the service we provide.” username=”Connections_Mag”]

Effective Communications

Though I don’t have the data to back it up, nor do I really care to know conclusively, more people seem to understand call center than contact center. When people ask me what Connections Magazine covers—since the title could apply to a multitude of subjects—the phrase call center pops up in my explanation.

Some people nod with understanding, even though they function outside the industry, while other people give me a confused look as if I just spoke gibberish. I fully suspect that if I told them Connections Magazine covers the contact center industry, I’d confuse them even more.

Therefore, sticking with the label of call center, even though it’s no longer as accurate a description as it once was, is the best way to communicate with people outside the industry. When effective communication is the goal, using the term call center is the best way to accomplish that.

Strategic Branding

People who contend that the term contact center is best may be purists who want to use an accurate label (but then they’re only halfway there until they figure out how to deal with the no-longer-accurate use of center). However, I suspect most people who insist on the label contact center do so for branding purposes.

For their brand they may want to distance themselves from the negative public opinion about call centers, courtesy of the people who did it badly and soiled the reputation of the entire industry. I get that. But unless everyone in the industry decides to be ethical and do their work with excellence, the contact center label risks becoming just as toxic as call center to those folks who’ve had bad experiences.

Another branding reason to use contact center instead of call center is to emphasize an operation that handles multiple forms of communication beyond just phone calls. But with most call centers having already expanded to cover additional communication channels, I suspect that most people who want to hire a call/contact center already know that the labels don’t really matter anymore and that they can get the service they require regardless of what providers call themselves.

Moving Forward

I’m not attempting to end the call center versus contact center debate. First, I know I never will, and second, it doesn’t really matter. What counts the most isn’t the label we self-identify with, but the quality of the service we provide.

So the next time your organization dives into the “are we a call center or a contact center” debate, shift the focus of the discussion from words to action—actions that produce quality service and heighten our industries public perception. That’s what really matters.