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Call Center CRM Solutions

January 2000

You Can't Buy Customer Relationship Management
By Daren Nelson (Lisa Kimery)

1999 Products Of The Year
Among our 1999 Product of the Year winners you will find products that switch, route, manage, dissect, analyze, automatically respond to, etc., customer interactions. Many products aid internal operations — helping managers schedule, train and monitor agents and simulate call volume; or, UPSs and industrial computers that the customer never has any direct experience with but are implemented to ensure that when a call comes in computer systems are running to handle it.

Building A Sustainable E-Business CRM
By Richard White, BDO Seidman, LLP
E-business is opening the door to unprecedented opportunities for building sales and increasing revenue streams by expanding geographic scope, reducing operating costs, improving procurement, productivity and supply chain efficiency. However, many articles in the business press imply that implementing a Web site is the “silver bullet” that can propel a company into new-found prosperity and success. This is not true — e-business is a lot more complex than that.

E-Sales, E-Service And Buying The Web Way
By Erik Lounsbury, Editor, C@LL CENTER
CRM Solutions™
“E-ho, e-ho, e-ho,” said Electric Santa. Being one who severely abhors the crowds and frustrations of shopping at the mall during the Christmas season (or any season for that matter) and who also would rather not wait on hold on the phone, C@LL CENTER CRM SolutionsTM editor Erik Lounsbury figured he was a perfect candidate for online shopping, so he plugged in the computer and a-shopping he went.

E-Sales—E-Service.com News

Applying Call Center Business-To-Business Know-How To The Web
By Tom Hennings, OrderFusion
There are many similarities between call center selling and Web selling. Since most companies have already established an effective call center sales force, they can apply their call center knowledge to their Web sales efforts. The author takes a look at seven approaches that have made the call center successful and how to translate this existing knowledge and experience into potential Web sales.

Considerations For Call Center Development: A Case History
By Rob Copito, The Staubach Company
Many firms are eager to have their new call centers up and running quickly due to the impor- tance of such a crit- ical, around-the- clock function that interfaces directly with the customer. However, many com- panies later sorely regret jumping at the first option available when they discover operation costs are extremely high, labor is difficult to find, or they are unable to eventually expand the facility. The author describes the trials of one company that used a step-by-step strategy to do it right.

Editor's Note: Building The Perfect Call Center — A Yearlong Journey (sidebar)

Location Checklist   (sidebar)

How Companies Recruit Qualified Call Center Management: The Inside Story
By Cathryn deMartino And Dave Haberman, Lucas Group
As call centers transition from cost-draining operations to profit centers, the personnel managing a facility become even more important to its success. Having the right call center leadership can make a tremendous impact on the bottom line. But in a growing industry, and with record-low national unemployment, these professionals are in high demand and often difficult to find.

Putting The Customer Experience Into CRM (sidebar)
By Ted Lubowsky, Comverse Infosys, Inc.

The frenzy over customer relationship management in the past year has raised some interesting questions for call center managers and executives alike. The movement to enhance the customer experience by improving agent performance through monitoring and coaching has surely met its match. CEOs and call center managers are looking for new ways to manage their customers’ experience and win their loyalty. While CRM is usually associated with database software, it conceptually includes people, processes and tools aimed at recording the customer’s history and experience, preferences and patterns. The goal is to better understand the customer and provide the intelligence required for more effective strategies aimed at customer retention.

Teleservices Creates Multifaceted Relationships With Banking Customers
By Russell A. Martocci, DialAmerica
Marketing, Inc.
Expanding banking operations and technological innovations have increased the utility of telemarketing as an ideal solution to cross-sell services such as checking accounts, CDs, credit
cards and mortgages. Outsourcing teleservices has not been traditional for banks, but it can be a valuable resource for broadening business on an individual-by-individual basis as well as serving customers and promoting specific offers.�

January 2000 cover

Publisher's Outlook
High Priority
Technology Highlights
Call Center News

Maxima Advantage
Through a viable workforce management solution, call center administrators can organize staff effortlessly so that their business can save money by minimizing excess staff and take advantage of each worker’s skills. To achieve these advantages, this solution must provide efficient scheduling and forecasting capabilities. In addition, resourceful features such as real-time adherence, skills-based routing and attendance preferences are beneficial. Pipkins’ Maxima Advantage integrates all of these features with the intention of maximizing a business’ workforce environment.

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