Call Centre Employees
A decade ago, most companies hadn’t even considered the revenue potential of an inbound customer service call centre. But today, a call centre generates revenues for some credit card companies and for other large organization. The top priority of agents in a call centre, is resolving service issues. But they are also encouraged to communicate and establish the requirements of customers, which can lead to sales of new products or upgrades of current ones.
Fearing that a sales pitch will put off customers seeking service, other sectors, such as retail banking, have been slow to turn service calls into sales calls. Yet in many instances, when agents meet the service needs of customers and then suggest broader options, in a sincere manner, customers are receptive and show interest.
Shape up customer service foundations
Call centre agents should earn the right to sell, by demonstrating that they have fulfilled their primary function: meeting the customer’s immediate needs. If agents don’t adequately resolve questions or problems, it is clearly inappropriate to explore other needs in hopes of making a sale. Likewise, if agents don’t show empathy while resolving service inquiries, it’s unlikely that customers will want to talk about their needs, let alone show interest in new products or services.
Competence, confidence, and a genuine concern for the customer are obviously prerequisites to cross-selling. Yet several businesses try to implement service-to-sales strategies, without first establishing a strong service foundation. A call centre, which lacks this service foundation, but nonetheless try to cross-sell, will not only fail, but also risk further damaging existing customer relationships.
Encourage agents’ will and skill
One of the trickiest challenges in motivating agents to cross-sell is developing their skills. Most agents, at a call centre have stated on numerous occasions, that they generally don’t feel comfortable with sales. Not surprisingly, conversion rates tend to be higher at banks, where more agents believe that selling is an important manner, in which to serve customers.
The key factor in changing the will and skill of the agents is clear: training and coaching agents in the art of cross-selling. The suitable performance metrics and incentives, as well as a cool working environment, also help to boost sales. But most bank principals, exceptionally focused on processes, tend simply to tick off boxes that in their view, address each cross-selling requirement. The priority should be to change people, not just processes.
Supplying them with the skills to succeed, particularly in cross-selling, makes their jobs less stressful and improves their performance. Adults learn most effectively by experimenting with new knowledge, integrating it into what they already know, and learning from peers rather than superiors. Yet if call centre agents, at many companies receive any formal training to cross-sell, it consists of no more than a single classroom program
Service centre performance
Organization executives shouldn’t underestimate the difficulty of turning around a poorly performing service centre. Changes to several core processes, such as scheduling, recruiting, coaching, and measurement, are usually required. It often requires a year for behavioural and process initiatives to settle and customer satisfaction to rise.
Get quotes for PABX Systems from 3Q today.