My Transcom Experience

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Author: Agustín Romero

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Adding value in employee care service

Twelve years ago, in Transcom Isla Sicilia we launched a service to support of our client’s employees in all HR related questions. The client is one of the largest global financial institutions.

Before Transcom’s involvement our client’s employees had direct contact with their HR department. Now they need to call us with all their inquiries. Our first challenge was to provide them with the same personal and direct service, now over the phone, and make this a positive experience for them. To achieve this, we used all our tools, professionalism and kindness in addressing and resolving their questions.

Of course a good service attitude is important but people expect us to resolve their issues quickly and accurately. The continuous training we receive from our client is very helpful in this respect. The open communication that we have with our client regarding their priorities and goals is also very important.

Isla Sicilia Employee customer care team

Last but not least; the people delivering the service, working as a team, sharing knowledge, motivating and helping each other. In short, acting like one and offering their best every day.

It has therefore been an honor for the team to receive the excellent results of the annual survey conducted by the HR department of our client. The aim of this survey was to get their opinion about the service we provide.  The results were more than satisfactory, reaching the highest levels of satisfaction from the begining of the service. In all the questions asked, we have surpassed not only last year’s score but all of the previous years.

Our client recognizes the Transcom values, the commitment of our employees, their enthusiasm and ability to contribute with new ideas to improve the service provided. That it is what sets us apart and permits us to add value to our clients.

 

Author: Álvaro Vázquez

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Transcom Spain explores Customer Experience together with our clients

At Transcom’s site in Madrid, we wanted to deepen the relationship with our clients and demonstrate our knowledge within customer experience and the value-added services that we can offer. Therefore, we recently launched “Customer Experience Workshops” as an attempt to model and simulate the emotional customer journey for one of our largest clients in the financial sector.

Customer experience is an interactive process between a brand and a person. The experience evolves through the different contact points that connect them. Some of these points are under the direct control of the organization, while others are not. Customer experience includes all the different stages of the relationship. From brand awareness to the final recommendation made by a satisfied customer, through to the purchase decision and the use of the product or service. But the customer experience goes far beyond all these moments. It has to do with emotions, with how the customer feels when interacting with our organization. (Read more about Customer Experience in our Annual Report 2013).

However, in many companies, customer experience management is still an underdeveloped area. Companies need a profound transformation involving all business areas: from strategy, internal culture, to the management of people, as well as the design and management of internal processes, the relationship with suppliers and partners, and above all, a deep knowledge and understanding of their customers’ needs and behavior.

Transcom Atica Customer Experience workshopThis is why we decided to take the initiative and explore together with our clients what their customers’ emotional journey looks like and what improvements they can make in order to provide an outstanding experience.

How do we perform?
We decided to define a map of customer experience as a tool to illustrate the full experience (all possible interactions and touch points) that a person can have with a brand. The Experience Map is based on analyzing the customer experience and comparing customer expectations with the perceived experience.

A team including agents and members of the service structure met with the Contact Center Manager, Operations Management, BST, Account Manager, Quality and Training staff  and analyzed the customer’s lifecycle by listening to a number of calls.

Transcom Workshop Customer Experience in action

All the comments made by the client and the expectations generated by the agent to solve the problem were identified. We created “emotional clouds” that would help us to define positive or negative trends that would shape the different “moments of truth” during the phone call where we had the opportunity to change this trend.

While analyzing the final map and the different moments of truth that we identified, we detected two possible ways to improve the experience. “Direct solutions”, where our client is the “owner”, and “operational solutions”, referring to services mainly carried out by the agents.

As a result of the Customer Experience Workshop, Transcom was able to provide our client with a new vision and innovative solutions that can improve their customers’ experience, leading to higher loyalty and increased sales.

Author: Peter Paul Perez

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Knowledge Management in the Customer Care Management Industry

One service that is fast gaining a foothold in the customer care management Industry is Knowledge Management (KM). A recent study shows that 70.1% of companies are institutionalizing KM in one way or another into their core business processes. So just what is Knowledge Management? It is defined as the process of capturing, enhancing, and re-using the knowledge and expertise gained from creating, using, and supporting a product. From the definition, we can assume two things:

  1. Data becomes information and information becomes knowledge;
  2. KM therefore leads to effective knowledge transfer across organization and its customers.

The technical part of KM comes into play when choosing the most effective way of processing acquired data and delivering these “processed” data both internally and externally. The media that can be used in delivering the knowledge can be determined by understanding what your core business is and who your customers are.  Having an in-depth understanding of these two factors are key to a successful Knowledge Management implementation.

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How is Knowledge Management delivered?

In a contact center, knowledge is delivered to both customers and agents by means of varying tools and technologies. These can be self-help tools for customers and knowledge base websites for agents. The objective of the former is to deflect calls by giving customers a means to resolve their own product issues. The most common example is “How To articles” – a step by step guide about known product issues. Given that the main objective is to enhance the customer experience, agents can also be equipped with tools that will help them give effective support to customers. These tools can be in the form of a collaborative knowledge base that houses various support tools like simulators, product pages, and process wizards. You may also opt to arm the knowledge base with tools like chat and discussion boards. An ideal Knowledge base should have the capability to directly accept and process content contributions from customers and agents. Furthermore, it should have robust and powerful search function capabilities.

In general practice, knowledge base contents and tools are being developed by dedicated KM personnel. The KM team is usually comprised of Product Experts, Technical Writers, and Test Engineers. In order to determine what types of content to develop, most KM practitioners in the industry analyze feedback and surveys from customers and agents.  Call logs are also used to identify and prioritize content and tools development.

Screenshoot KB system Homepage

What are the benefits of Knowledge Management?

The benefits of KM may vary depending on the nature of the business. In our industry, the most common metrics that are being considered are increasing customer satisfaction, lowering support cost and improving agent efficiency and productivity. To further detail the benefits, a recent survey shows that increasing customer satisfaction ranks as the number one reason why most companies are implementing KM in their businesses –an increase in customer satisfaction means an increase in customer loyalty and retentionThis in turn will result in increased revenue and profit.

We talked about call deflection earlier in this article – that is where the KM benefit of reducing support cost comes in. A great portion of savings can be accounted for in the deflection of incoming calls by customers. This is achieved by providing customers with effective self-help tools so customers can find their way into resolving their own product issues. Thus, companies can save up on support costs associated with the call. In addition, saving customers the hassle of having to switch channels because they could not resolve the issue on the first try lowers customer effort. This has been shown to be a very important factor in enhancing customer loyalty.

Another benefit of having a KM program is that it greatly improves agent efficiency and increases agent productivity. The fact is that agents who are better equipped with support tools have lower handling time in resolving customer issues and have a higher first call resolution rate.

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Conclusion

A Technical Support Company’s success lies primarily on its knowledge to effectively service its customers. It is in this context that KM comes into play. KM facilitates effective gathering, processing and dissemination of knowledge throughout the organization, benefiting customers and partners.

There is no doubt that KM is becoming an integral part of contact centre operations. More and more companies in this industry are raking in positive results from their KM initiatives. Though it is true that KM implementation does not happen overnight, the benefits associated with a successful KM execution are overwhelming.