Reacties op: Haaks klantencontact http://www.gekopklanten.nl/ongerubriceerd/haaks-klantencontact/ Uw dagelijkse marketing prikkel Thu, 09 Feb 2012 08:32:19 +0000 hourly 1 http://wordpress.org/?v=3.2.1 Door: Mr Karen Barclay http://www.gekopklanten.nl/ongerubriceerd/haaks-klantencontact/#comment-2083 Mr Karen Barclay Sun, 09 Jan 2011 19:30:05 +0000 http://www.gekopklanten.nl/?p=1211#comment-2083 Hallo, Komt hier EEn Betaalbare Lening sterven JE Leven voorgoed zAL veranderen, IK ben De heer Karen Barclay EEn gecertificeerde Lening kredietverstrekker, IK Bied Lening AAN Individuele nl Publieke sector sterven Behoefte Hebben AAN Financiële Bijstand in Een lage rentevoet van 3%. Slecht Krediet acceptabel, De Algemene Voorwaarden zijn hiel eenvoudig en considerate.The minimale bedrag DAT U Kunt Lenen is 3.000,00 Euros tot 10,000.000.00 Euros Kredietnemer Informatie Indisch geinteresseerd. 1) Volledige Namen: 2) Land: 3) adres: 4) Staat: 5) Geslacht: 6) Burgerlijke Staat: 7) Beroep: 8) Telefoonnummer: 10) Maandelijks inkomsten: 11) Next of Kin: 12) Leenbedrag Nodig: 13) Lening Duur: 14) Doel van Lening: Zodra u Het formulier hierboven te vullen, zAL IK u Mijn Lening Voorwaarden en Asap Voorwaarden OM VOOR ons te Gaan. E-mail: finder2009.karen9991@gmail.com Met vriendelijke groeten, Mr Karen Barclay Hallo,

Komt hier EEn Betaalbare Lening sterven JE Leven voorgoed zAL veranderen, IK ben De heer Karen Barclay EEn gecertificeerde Lening kredietverstrekker, IK Bied Lening AAN Individuele nl Publieke sector sterven Behoefte Hebben AAN Financiële Bijstand in Een lage rentevoet van 3%. Slecht Krediet acceptabel, De Algemene Voorwaarden
zijn hiel eenvoudig en considerate.The minimale bedrag DAT U Kunt Lenen is 3.000,00 Euros tot 10,000.000.00 Euros

Kredietnemer Informatie Indisch geinteresseerd.

1) Volledige Namen:
2) Land:
3) adres:
4) Staat:
5) Geslacht:
6) Burgerlijke Staat:
7) Beroep: 8) Telefoonnummer:
10) Maandelijks inkomsten:
11) Next of Kin:
12) Leenbedrag Nodig:
13) Lening Duur:
14) Doel van Lening:

Zodra u Het formulier hierboven te vullen, zAL IK u Mijn Lening Voorwaarden en
Asap Voorwaarden OM VOOR ons te Gaan.
E-mail: finder2009.karen9991@gmail.com

Met vriendelijke groeten,
Mr Karen Barclay

]]> Door: Edwin Lambregts http://www.gekopklanten.nl/ongerubriceerd/haaks-klantencontact/#comment-2082 Edwin Lambregts Sat, 01 Aug 2009 14:28:29 +0000 http://www.gekopklanten.nl/?p=1211#comment-2082 @ Kees, Wat is dit voor gebazel? Ik ben na twee zinnen al afgehaakt. Bewaar je spam liever voor directe vrienden en familie. Edwin @ Kees,
Wat is dit voor gebazel? Ik ben na twee zinnen al afgehaakt. Bewaar je spam liever voor directe vrienden en familie.
Edwin

]]> Door: Kees Verhoog http://www.gekopklanten.nl/ongerubriceerd/haaks-klantencontact/#comment-2081 Kees Verhoog Fri, 31 Jul 2009 08:25:59 +0000 http://www.gekopklanten.nl/?p=1211#comment-2081 <strong>REINFORCING CUSTOMER-CENTRICITY WITH CUSTOMER-CENTRIC METRICS.     </strong> As we know, the most profitable customer relationships occur by listening, learning and meeting customer needs.  However, under pressure by executives to find out if they are getting their money’s worth, some Contactcenters are completely caught in their own  <em>charts, graphs, analyses,</em> <em>internal metrics, budgets, targets, incentives, efficiency goals and sub-optimization.  </em>Those Contactcenters tend to trip on metrics by following habits or industry “best practices”, such as “<strong>Average Handle Time”(AHT).</strong>  Yet the validity of any results from this internal metric is very doubtful because there are no industry agreed-on definitions or standards on applying it.   Using <strong>AHT</strong> as a KPI (Key Performance Indicator) for agents will ultimately drive all customers away and it will also harm the OCR-rate (One Call Resolution).  Research has shown clearly that by using AHT as a KPI, agents are pushed to  <em>reduce</em> their time on the telephone with clients.  As a result, Contactcenters get  <em>unsatisfied </em>customers because agents will give incomplete answers, they don’t deal with all the customers problems and they use many tricks to end the calls as soon as possible (which in turn creates complaints and more customer calls).  As a result, the AHT target becomes the  <em><strong>de facto purpose</strong> </em> of the agent, meaning their focus is on the target and <em> </em>not<em> </em>on the customer.  The agent is left with a choice to either serve the customer or risk being punished by not receiving an incentive for not achieving some arbitrary numerical goal (target).  No wonder that agents come to the conclusion that reducing AHT equals  “producing bad  service a few seconds faster”.   Moreover, the problem with <strong>AHT</strong> is that  <strong>95</strong>% of the performance comes from the system (work design, technology, delays, interruptions, management thinking, constraints, regulations, policies, procedures, scripts, etc.) and <strong>only</strong> <strong>5</strong>% is attributable to the individual agent !  This implies that AHT may not be used as a KPI for agents.  Instead, AHT may simply be used as an “internal indicator” to calculate “staffing” (occupancy).   The way to change this attitude is to recognize common grounds between, on the one hand the interest of the customers and on the other hand the interest of the Contactcenter and the company itself.   By finding common ground and redifining the  <em>objectives and metrics</em>  of a Contactcenter, executives can trace the impact of the Contactcenter performance on overall company performance.   Instead of linking customer calls to a  “<em>budget</em>”,  companies should look at each customer-call as a unique and  tremendous  <em>opportunity</em>  to delight a customer, to build trust and credibility, a great opportunity to advise the customer about solutions, to give service and support, to make appointments, to sell, to upsell and cross-sell and to achieve maximum retention.  <strong><em>No matter how much time that will cost !</em>   </strong>Research has shown clearly that a customer who has one or more questions and/or problems, contacted the company, and has been served “memorably”,  is then willing to buy a lot of products and services and is extremely loyal to the company.                                                                                       <strong>                                              To summarize</strong> <strong>:  </strong> 1)  Win/win strategies for the Contactcenter are best developed by focusing on the customer <strong>:</strong>  Customer-centric plans should be used to get more profitable customer interaction and new levels of business performance <strong>;       </strong> 2) Reinforce customer-centricity with  customer-centric metrics  that matter to the customer (not internal metrics that the customer doesn’t care about).   This attitude will save each Contactcenter (and the company itself) a lot of money<strong> !</strong> REINFORCING CUSTOMER-CENTRICITY WITH CUSTOMER-CENTRIC METRICS.      As we know, the most profitable customer relationships occur by listening, learning and meeting customer needs.  However, under pressure by executives to find out if they are getting their money’s worth, some Contactcenters are completely caught in their own  charts, graphs, analyses, internal metrics, budgets, targets, incentives, efficiency goals and sub-optimization.  Those Contactcenters tend to trip on metrics by following habits or industry “best practices”, such as “Average Handle Time”(AHT).  Yet the validity of any results from this internal metric is very doubtful because there are no industry agreed-on definitions or standards on applying it.   Using AHT as a KPI (Key Performance Indicator) for agents will ultimately drive all customers away and it will also harm the OCR-rate (One Call Resolution).  Research has shown clearly that by using AHT as a KPI, agents are pushed to  reduce their time on the telephone with clients.  As a result, Contactcenters get  unsatisfied customers because agents will give incomplete answers, they don’t deal with all the customers problems and they use many tricks to end the calls as soon as possible (which in turn creates complaints and more customer calls).  As a result, the AHT target becomes the  de facto purpose  of the agent, meaning their focus is on the target and  not on the customer.  The agent is left with a choice to either serve the customer or risk being punished by not receiving an incentive for not achieving some arbitrary numerical goal (target).  No wonder that agents come to the conclusion that reducing AHT equals  “producing bad  service a few seconds faster”.   Moreover, the problem with AHT is that  95% of the performance comes from the system (work design, technology, delays, interruptions, management thinking, constraints, regulations, policies, procedures, scripts, etc.) and only 5% is attributable to the individual agent !  This implies that AHT may not be used as a KPI for agents.  Instead, AHT may simply be used as an “internal indicator” to calculate “staffing” (occupancy).   The way to change this attitude is to recognize common grounds between, on the one hand the interest of the customers and on the other hand the interest of the Contactcenter and the company itself.   By finding common ground and redifining the  objectives and metrics  of a Contactcenter, executives can trace the impact of the Contactcenter performance on overall company performance.   Instead of linking customer calls to a  “budget”,  companies should look at each customer-call as a unique and  tremendous  opportunity  to delight a customer, to build trust and credibility, a great opportunity to advise the customer about solutions, to give service and support, to make appointments, to sell, to upsell and cross-sell and to achieve maximum retention.  No matter how much time that will cost !   Research has shown clearly that a customer who has one or more questions and/or problems, contacted the company, and has been served “memorably”,  is then willing to buy a lot of products and services and is extremely loyal to the company.                                                                                                                                     To summarize :   1)  Win/win strategies for the Contactcenter are best developed by focusing on the customer :  Customer-centric plans should be used to get more profitable customer interaction and new levels of business performance ;        2) Reinforce customer-centricity with  customer-centric metrics  that matter to the customer (not internal metrics that the customer doesn’t care about).   This attitude will save each Contactcenter (and the company itself) a lot of money !

]]> Door: malle eppie http://www.gekopklanten.nl/ongerubriceerd/haaks-klantencontact/#comment-2080 malle eppie Thu, 30 Jul 2009 16:53:46 +0000 http://www.gekopklanten.nl/?p=1211#comment-2080 De 'L' heeft 3x op z'n kop gekregen. Fantastisch goed verhaal. Meer! De ‘L’ heeft 3x op z’n kop gekregen. Fantastisch goed verhaal. Meer!

]]>