walt disney
Control Measures for Call Center
Organizational performance is the accumulated results of all the organization’s work activities (Robbins & Coulter, 2012). The performance measurements necessary to assess a timeshare vacation call center performance status are multifaceted. The intention of performance measures is to gauge the call center’s performance as a whole and can focus on an individual employee’s performance.
Timeshare owners want and deserve accurate and timely response. These consumers buy a timeshare because they want to make travel and vacation planning much easier. With this in mind the company’s goal to provide satisfaction to the customers while gaining profit is the main drive of the company.
As a team of managers of a customer call center for time share vacations, we look at how our call center services might be a solution to ensure that timeshare booking, sales, question and inquiries, etc. might be more responsive in the company’s customer service performance, profit gain and company growth.
Since agents or employees in a call center acts as the first line representatives they are then in charge with the product presentation, company representation, sale turnovers, and customer service satisfaction. Being an effective and efficient representative means meeting all these role requirements.
Timeshare Vacations call center has been strong throughout their existence and one the reasons behind its success is the effectiveness and efficiency of their call center agents/employees. Their evaluation in terms of meeting and/or exceeding expectations is on a good and consistent note. They have a clear processing of solving customer and product problems and inquiries. They are able to provide first call resolutions and their product knowledge is precise and up to date. A lot of the tenured agents are flexible in coping up with changes in their metrics and key performance indicators (KPIs) although of course a leeway time is provided. Above all,
Organizational performance is the accumulated results of all the organization’s work activities (Robbins & Coulter, 2012). The performance measurements necessary to assess a timeshare vacation call center performance status are multifaceted. The intention of performance measures is to gauge the call center’s performance as a whole and can focus on an individual employee’s performance.
Timeshare owners want and deserve accurate and timely response. These consumers buy a timeshare because they want to make travel and vacation planning much easier. With this in mind the company’s goal to provide satisfaction to the customers while gaining profit is the main drive of the company.
As a team of managers of a customer call center for time share vacations, we look at how our call center services might be a solution to ensure that timeshare booking, sales, question and inquiries, etc. might be more responsive in the company’s customer service performance, profit gain and company growth.
Since agents or employees in a call center acts as the first line representatives they are then in charge with the product presentation, company representation, sale turnovers, and customer service satisfaction. Being an effective and efficient representative means meeting all these role requirements.
Timeshare Vacations call center has been strong throughout their existence and one the reasons behind its success is the effectiveness and efficiency of their call center agents/employees. Their evaluation in terms of meeting and/or exceeding expectations is on a good and consistent note. They have a clear processing of solving customer and product problems and inquiries. They are able to provide first call resolutions and their product knowledge is precise and up to date. A lot of the tenured agents are flexible in coping up with changes in their metrics and key performance indicators (KPIs) although of course a leeway time is provided. Above all,
References: Robbins, S. P., & Coulter, M. (2012). Management (11th ed.). Upper Saddle River, NJ: Pearson Education, Inc. Marr, B. & Neely, A. (2004) Managing and Measuring for Value: The Case of Call Centre Performance. Cranfield School of Management. Retrieved from https://dspace.lib.cranfield.ac.uk/bitstream/1826/1221/1/callcentreperformance.pdf http://c.ymcdn.com/sites/www.naquitline.org/resource/resmgr/issue_papers/callcentermetricspaperbestpr.pdf