TELEMARKETING LEAGUE TABLES: Sponsor's Statement - Telemarketers Must Improve Knowledge

Marketing, May 1, 2003 | Go to article overview

TELEMARKETING LEAGUE TABLES: Sponsor's Statement - Telemarketers Must Improve Knowledge


Mike Hughes, managing director of CPM UK, believes agencies need to get closer to customers than ever.

When trying to sum up this past year, many words spring to mind: interesting, challenging, taxing, worrying, exciting, stimulating, testing, difficult, inspiring. With newspaper headlines about high-profile organisations moving their contact centres to India, for example, contact centre professionals and outsourcers alike feared that they might be seeing the 'thin end' of a wedge that would ultimately see their livelihood eroded.

And yet this year has also seen some re-markable initiatives and developments in the ways organisations find, win and keep their customers. Customers are demanding a relationship through a variety of channels, from telephone and e-mail to face-to-face and SMS text messages. We are beginning to see real take-up of new technologies such as picture messaging, video and 'click to call' services.

So are we a commodity industry? Or are we still pioneers and innovators helping clients grow their brands and businesses through effective customer contact?

In call centres, we've been measuring performance metrics for years: time to answer, average call length, agent use and abandoned calls as a percentage of all calls. These measures tell us exactly what the descriptors suggest.

What we've not always understood, though, is how those statistics impact on customer value: how do you measure the return on investment for increased staffing, which allows you to handle more calls more quickly? Does that enhance the customer value? By how much? At what point does the return start to diminish?

We know it gives us a better service level in terms of percentage of calls answered inside the magic 20 seconds, but do we really understand whether it (literally) adds value to the business? It is possible to be both information-rich and analysis-poor.

That lack of understanding may be one of the things which is driving organisations to focus on the cost of providing contact centre services, rather than the value or return it is generating. If you can only measure cost, it's an easy decision to move your business offshore.

We are fortunate at CPM. For years we have been demonstrating the value impact of all our face-to-face customer contact activity, so naturally adapted that thinking to other media channels. That has meant we have tended to focus on high-value-adding services for our clients, which tend to (although don't always) demand higher skills and, as such, we've been relatively immune from migration to low-cost offshore services.

So as customer contact specialists, we need to understand the value impact of all our initiatives and activities on the customer. Great customer service adds value because it drives satisfaction. This drives loyalty, which in turn drives profitable growth.

Those of us working in the customer contact arena have been promoting the delivery of great customer service by offering a variety of contact or interaction channels, all offering high levels of service and efficiency. That will deliver disproportionately high levels of compound value. It's the old adage about the whole being greater than the sum of the parts but, as I said last year, ours is not a 'one size fits all' solution. …

The rest of this article is only available to active members of Questia

Already a member? Log in now.

Notes for this article

Add a new note
If you are trying to select text to create highlights or citations, remember that you must now click or tap on the first word, and then click or tap on the last word.
One moment ...
Default project is now your active project.
Project items

Items saved from this article

This article has been saved
Highlights (0)
Some of your highlights are legacy items.

Highlights saved before July 30, 2012 will not be displayed on their respective source pages.

You can easily re-create the highlights by opening the book page or article, selecting the text, and clicking “Highlight.”

Citations (0)
Some of your citations are legacy items.

Any citation created before July 30, 2012 will labeled as a “Cited page.” New citations will be saved as cited passages, pages or articles.

We also added the ability to view new citations from your projects or the book or article where you created them.

Notes (0)
Bookmarks (0)

You have no saved items from this article

Project items include:
  • Saved book/article
  • Highlights
  • Quotes/citations
  • Notes
  • Bookmarks
Notes
Cite this article

Cited article

Style
Citations are available only to our active members.
Buy instant access to cite pages or passages in MLA, APA and Chicago citation styles.

(Einhorn, 1992, p. 25)

(Einhorn 25)

1. Lois J. Einhorn, Abraham Lincoln, the Orator: Penetrating the Lincoln Legend (Westport, CT: Greenwood Press, 1992), 25, http://www.questia.com/read/27419298.

Cited article

TELEMARKETING LEAGUE TABLES: Sponsor's Statement - Telemarketers Must Improve Knowledge
Settings

Settings

Typeface
Text size Smaller Larger Reset View mode
Search within

Search within this article

Look up

Look up a word

  • Dictionary
  • Thesaurus
Please submit a word or phrase above.
Print this page

Print this page

Why can't I print more than one page at a time?

Help
Full screen

matching results for page

    Questia reader help

    How to highlight and cite specific passages

    1. Click or tap the first word you want to select.
    2. Click or tap the last word you want to select, and you’ll see everything in between get selected.
    3. You’ll then get a menu of options like creating a highlight or a citation from that passage of text.

    OK, got it!

    Cited passage

    Style
    Citations are available only to our active members.
    Buy instant access to cite pages or passages in MLA, APA and Chicago citation styles.

    "Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences." (Einhorn, 1992, p. 25).

    "Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences." (Einhorn 25)

    "Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences."1

    1. Lois J. Einhorn, Abraham Lincoln, the Orator: Penetrating the Lincoln Legend (Westport, CT: Greenwood Press, 1992), 25, http://www.questia.com/read/27419298.

    Cited passage

    Thanks for trying Questia!

    Please continue trying out our research tools, but please note, full functionality is available only to our active members.

    Your work will be lost once you leave this Web page.

    Buy instant access to save your work.

    Already a member? Log in now.

    Author Advanced search

    Oops!

    An unknown error has occurred. Please click the button below to reload the page. If the problem persists, please try again in a little while.