Sales And Marketing Skill |
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Sales And Marketing Skill |
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Sales And Marketing SkillThe cartoon on this page shows a call center agent being rewarded for providing poor customer service. Such behaviors would never be explicitly encouraged by call center managers, but may be perceived as being acceptable to agents as long as they yield desired results. Call center managers and supervisors should not be influenced by short term achievements when evaluating their team's best practices. For example, a retention agent that achieves a 40% save rate when his/her coworkers can only reach 15% should only be rewarded for such stellar performance if the retention tactics used are ethical and defendable. If the agent uses deceptive, overly aggressive, or otherwise questionable methods, corrective action would be more appropriate than rewards. This can be a difficult situation for managers whose own performance is evaluated in terms of save rates. As difficult as it may be, call center supervisors should consider the long term effects of allowing questionable practices on the call center floor. In the example above, the save rate for the star performer may look good on paper, but will not do much for the bottom line. As customers realize that they have been deceived, or strong armed into something they did not want, they will react negatively toward the company. The subsequent backlash will result in call backs, which will cost time and money to handle. Also, the image of the company will be tarnished, perhaps permanently, as consumers share their poor experience with others and take future business elsewhere. |
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