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Achieving best in-class benchmarking requires support from the top and great execution by the call center operational management team. Find out how Herbalife, three times national award winning call center, used the benchmarking process to improve it's efficiencies and effectiveness. This session will provide you with the framework and practical tools to implement the required planned change to become a world class operation.
This presentation will share real-life information and experiences and the lessons learned by the Herbalife management team. What drove the leadership to make the change, what results were they expecting, what solutions did they implement to support the strategic change and how did their financial performance change?
Topics covered include:
The value of a benchmarking audit and the compelling reasons to benchmark your call center
Developing strategies and planning the steps to become best in class
Practical management tools to provide the highest levels of customer service, become the employer of choice and create operational excellence
Michele Crocker
Vice President of Distributor Services North America
Herbalife International of America
Michele has worked in the call center industry within Europe and the US for 15 years. Starting her career in the British Airways call Center, London, she then set up operations for UPS in Europe. In addition, Michele was responsible for the call center operations for DHL and Cable Wireless European division.
Jameese Smith
Senior Manager, Distributor Services, Quality & Operations
Herbalife International of America, Inc.
Jameese's experience includes development and implementation of homegrown technology to support call centers with strict budgets. Her support to areas of operations covers, Quality Customer Service, Process Improvements, Scheduling & Forecasting, Intranet & Database Administration and On-hold message production.
9:30 ?? Improving the Customer Experience to Increase Revenue and Drive Business
Improving the customer experience is the key to increasing revenue and driving business. By continually working to evolve the customer experience, you will be able to maximize profitability. This session will examine of all the factors that impact the customer experience and you will hear ideas for enhancing customer experience.
The topics of discussion will include:
Time in queue ?C how to minimize customer time in queue by developing a cross-functional support model.
Call quality ?C call coaching strategies that are focused on customer expectations with an emphasis on determining the customer's needs and providing the maximum level of service
Service level coordination ?C dedicating resources to manage call center performance and respond to real-time changes in call volume and escalations
Creating a virtual call center ?C in today's global sourcing marketplace developing strategies for ensuring that customer experience is seamless regardless of what call center they reach
Measuring customer experience ?C using survey tools to allow call centers to respond to what customers say is most important to them and how to take action on improvement areas
Craig Brasington
Quality Assurance Manager
Deloitte Services LLP
Craig Brasington has over 13 years of professional experience in customer service, sales, banking, human resource, and technical support. Craig has recently accepted a new position as the Quality Assurance manager for Deloitte's Personal Service Network.
Lisa Toon
Operations Manager
Deloitte Services LLP
Lisa Toon is a results-oriented business professional with over 12 years in the customer service, human resource, and technical support industries. She is known for the ability to quickly assess call center operations and implement the proper balance of people, processes, and technologies to improve employee productivity and achieve high client service levels. Lisa was recognized in 2004 as the STI Enterprise Support Manager of the year.
10:30 ?? Morning Break and Exhibit Viewing
Choose a Track or Bring a Team and Attend All 3
Track A:
Track B:
Track C:
Track A: People and Processes
11:00 ?? Chairperson's Address:
Kerry Elkind
President
The Elkind Group
11:05 ?? Developing and Deploying Training Methods to Modernize CSRs Skill Sets
Whether you are training a new hire or coaching a current employee, training to a person's style is vital to success. Training materials should be adapted to incorporate every learning style to assure that everyone grasp the essential lessons. Our business needs change day-to day. Attend this session to see some of the less conventional ways to convey these changes to call center staff in order produce optimum results.
Topics of discussion will include:
Identify individual learning styles and how to coach to them
Develop training or coaching methods that encourage process improvement
See how monitoring and mentoring programs can assist in the development of new or existing staff
What sort of things can be done to help your staff think outside the box
Johanna Taylor
Customer Service Supervisor
DePuy Spine, a Johnson & Johnson Company
DePuy Spine, Inc. is an operating company of DePuy, Inc., a Johnson & Johnson company, one of the world's leading designers, manufacturers, and suppliers of orthopaedic devices and supplies. We are known throughout the medical world for the development, manufacture, and marketing of innovative solutions of a wide range of spinal pathologies. DePuy Spine is headquartered in Raynham, Massachusetts.
11:55 ?? Uncovering the Hidden Factors that Lead to Staff Turnover
Staff turnover slows down productivity and effectiveness, not to mention increases costs. In this session you will learn how to decrease turnover and improve your employee satisfaction to ultimately increase productivity and efficiency. Training programs, incentives and a commitment to employee satisfaction are all aspects of uncovering hidden factors that lead to staff turnover and all keys to successful call centers.
Topics of discussion will include:
Identifying the most effective methods of measuring employee satisfaction
Best practices for incentivizing your CSRs
Setting goals for CSRs to encourage them to maximize productivity and efficiency
Increasing motivation for your employees
Karen Barker
Director of Call Center Operations
Hilton Reservations Worldwide
Karen has been an employee with Hilton for 15 _ years. She has worked on the call center side of things for about the past six years managing a 450 person call center. She is has now transitioned into a new role and is responsible for the real numbers, day to day operations and making sure operational targets are hit. She is responsible for scheduling, staffing and the communication side of things. She recently moved to Dallas to take on these new tasks.
12:45 ?? Luncheon for Speakers and Delegates
2:00 ?? A Step-by-Step Guide to Retaining and Motivating CSRs
Whether you have new or seasoned CSR's in your call center, retaining and motivating your CSR's is an ongoing challenge for your frontline managers. Find out what you can do in your call center to energize and engage your entire staff. Have fun while increasing the morale, enthusiasm and productivity of your call center, all the while lowering turnover and reducing your recruiting costs.
Topics of discussion will include:
An interactive session on what you can do to motivate and engage your CSR's
Learn team building methods that will work in your call center
Involve CSR's in making your business a better place to work
Imrove employee enthusiasm, morale and motivation
Achieve employee understanding of performance measurements and buy-in
Glyn D. Edwards, FLMI, ACS
Assistant Vice President
Life/Health Sales & Service
Colonial Penn Life Insurance Company
Glyn is the Assistant Vice President of Life/Health Sales & Service, at Colonial Penn Life Insurance Company, located in the historic Old City section of Philadelphia, Pennsylvania. Glyn is responsible for the management of the inbound and outbound, day and evening sales operation, where he oversees 140 licensed insurance sales agents available to assist customers with their purchasing and service needs. His call center was rated "Best Practices" in 2004, by the Gallup Organization, and rated "Call Center of the Year" by Call Center Magazine in 1998.
2:50 ?? Improving Performance in Your Call Center through Recruiting and Coaching Strategies
This session focuses on how T-Mobile's Customer Care team utilizes recruiting and coaching strategies to help them deliver a differentiated service experience that is truly memorable to customers. In 2004, T-Mobile received the highest ranking in J.D. Power and Associates Wireless Customer Care Performance StudySM, scoring 10 points above the industry average. The study measured how satisfied wireless customers are with the overall experience of calling into the customer service centers of its respective providers.
Topics of discussion include:
Assessing a successful mix of skills to hire against
Infusing the culture with positive leadership
Partnering with local centers
Developing a measurement system against key leadership competencies
Developing and deliver leadership development around weakness gaps
Utilizing an effective coaching model
Delivering performance improvement initiatives
Training operational focus
Greg Schatzlein
Director of Enterprise Learning & Development
T-Mobile USA
Greg Schatzlein is Director of Enterprise Learning & Development for T-Mobile USA. Greg has 20 years of experience in training positions that focus on impacting business results. He has worked for a diverse range of companies including Wilson Learning, Honeywell and SBC, where we was the General Manager of a 400 person call center that earned the highest service and sales rankings for their division.
3:40 ?? Afternoon Break & Exhibit Viewing
4:10 ?? The Outsourcing Decision: Keys to a Successful Launch
Outsourcing can no longer be defined simply as a long-term contract with another company. It is a major decision to create a strategic relationship between partners, with shared risks and goals.
Finding the right partner takes time; working with that partner to launch your operation takes patience and deliberate focus. In this session, learn what it takes to make the decision and get your operation up and running.
Topics covered include:
Selecting the right vendor based on criteria, not just cost
Creating a solid, performance based contract
Must haves for managing a successful migration and launch
Mark Weiner
VP of SCC Business Development
Travelocity
Mark Weiner is the vice president of SCC business development for Travelocity, a leading online travel agency with millions of registered members. He is responsible for partner relationships, process management, product analysis and strategic planning activities for Travelocity's contact center organization.
Lesley Harris
VP Sales & Customer Care Team
Lesley Harris is vice president of the Sales and Customer Care team for Travelocity. She has responsibility for leading Travelocity's off-line global call center enterprise in support of consumer sales and service support. More than 1,500 agents in multiple locations handle upwards of four million calls and written contacts from customers per year.
End of Track
5:00 ?? End of Day One
5:00 ?? Conference Evening Reception
Welcome delegates, speakers, sponsors and exhibitors of Call Center Week 2005! Join us for this opportunity to meet fellow conference attendees at our kick off reception. Enjoy tasty desserts and drinks while you mingle with your peers!
Track B: Measurement
11:00 ?? Chairperson's Address:
Kerry Elkind
President
The Elkind Group
11:05 ?? Developing and Implementing Balanced Scorecards to Drive Call Center Performance
Balanced scorecards can be valuable tools in driving call center results. However, the effectiveness of their design and implementation can easily make the difference between success and failure. Selecting the best metrics, achieving the right balance between metrics, and aligning goals at each level, are all critical components of scorecard design. Implementation, which includes communicating the scorecards and motivating substantive performance discussions and improvement, is just as important to their success. In this session, you will learn proven approaches to the design and implementation of balanced scorecards and how to ensure they remain an effective performance management tool in a changing business environment.
Participants will learn:
The key components of an effective scorecard design
Scorecard implementation processes which drive results
Results that can be achieved from a successful scorecard process
How to ensure scorecards remain relevant in a changing environment
David W. Harris
Vice President, Scorecard Operations
David Harris is Vice President of Scorecard Operations for JP Morgan Chase Cardmember Services. In this assignment, he is responsible for a variety of performance management processes, including the development and implementation of monthly performance scorecards for approximately 7000 Card Services employees.
11:55 ?? Utilizing Performance Metrics to Increase Accuracy and Customer Satisfaction in Your Contact Center
This session will discuss how to improve accuracy and customer satisfaction through the use of performance metrics. The session will focus on the journey to improve quality and customer satisfaction from inception through deployment. Included in the case study will be successful strategies and pitfalls to avoid.
Key topics to be discussed include:
Defining goals
Contact center metrics
Individual performance metrics
Call monitoring
Measuring customer satisfaction
Analyzing results
Paula Chamberlain
Manager, Customer Service
Access America
Paula Chamberlain is the Manager of Travel Customer Service for Access America, a division of World Access. As the Manager of Travel Customer Service, she is responsible for aspects of customer contacts including sales, customer service and claim inquiry.
Josh Chapman
Director, Travel Operations
Access America
Josh Chapman is the Director of Travel Operations for Access America. He is accountable for every customer contact at Access America, including sales, customer service, and claim adjudication.
12:45 ?? Luncheon for Speakers and Delegates
2:00 ?? Developing Metrics for Managing & Measuring the Customer Experience
In a call center environment, customer satisfaction is a key performance measure that can be easy to track but difficult manage. How do you go about setting up a successful customer satisfaction program that:
Incorporates the voice of the customer to drive operational excellence?
Engages employees?
Supplies the tools to identify opportunities for improvements?
Effectively communicates the results (down to the employee level)
Incorporates benchmarking data from the competition?
In this presentation you will learn how Cinergy's customer satisfaction program successfully addresses these questions and more. Cinergy's program has been in place for over 5 years and is a cost-effective program that ties customer satisfaction to employee pay.
John W. Kappesser
Customer Care Services
John Kappesser works in the Customer Care Services department at Cinergy as a senior analyst. John has established an internal tracking survey within Cinergy that measures customer satisfaction down to the employee level. All employees within the Regulated Business Unit of Cinergy have an incentive tied to the results of the internal tracking survey. As the owner of customer satisfaction within Cinergy, John created the survey measurement tool including sampling requirements, the actual surveys, metrics tied to the survey, reports from the survey and customized analysis tools for departments within Cinergy.
2:50 ?? Quality Monitoring: Identifying the Challenges and the Benefits
A Quality Monitoring program has direct impact on the operation of a call center, the enterprise it supports and the customers it serves. This real life case study will discuss the challenges and benefits Starbucks Coffee Company encountered on its quest to provide legendary service.
Challenges:
Developing an effective QA program ?C overcoming CSR's history with QA programs, monitoring the things that count, and building trust
Deciding who will conduct the program - finding or training true coaches, not disciplinarians, who are able to assist CSR's in improving their performance
Technology ?C Building a case for acquiring technology that reflects the company culture and provides a solution that matches the QA program
Benefits:
The Customer Service Representative ?C reduced retention, improved performance, and greater job satisfaction
The Team ?C higher morale, consistent processes and procedures and identification of group training needs
The Company ?C information acquired during customer interactions can provide business intelligence to assist in solving root cause issues
The Customer - interactions with external customers can create enthusiastically satisfied and loyal customers
Beverly Stryker
QA & Training Manager, Customer Contact Center
Starbucks Coffee Company
Beverly Stryker joined Starbucks Coffee Company in January 2003 as QA & Training Manager of the Customer Contact Center (CCC). Her group provides quality assurance monitoring and coaching as well as training for the Customer Service Representatives who are dedicated to providing the highest level of customer service and satisfaction.
3:40 ?? Afternoon Break & Exhibit Viewing
4:10 ?? The Control Phase of Six Sigma in Call Centers
This presentation highlights the advantages of implementing a control system through the Six Sigma process. The key areas of focus are: how to manage key processes in a call center using process and result indicators, charting indicators using control charts, and trending results and determining actions to take based on trends versus single data points.
Topics of discussion will include:
Understanding variation within call center metrics
Managing with a combination of process and result indicators
Predicting performance using control charts
Ilene Lustigman
Director of Customer Service
NCCI Holdings, Inc.
Ilene Lustigman is the director of Customer Service for NCCI Holdings, Inc. in Boca Raton, Florida. NCCI is the nation's most comprehensive insurance provider of workers compensation information, tools, and services for 41 states. Lustigman manages the 72-person Customer Service Department??the primary point of contact for the initial customer experience at the company. Under her direction, more than 500,000 customer interactions and 75,000 pieces of correspondence are handled annually.
End of Track
5:00 ?? End of Day One
5:00 ?? Conference Evening Reception
Welcome delegates, speakers, sponsors and exhibitors of Call Center Week 2005! Join us for this opportunity to meet fellow conference attendees at our kick off reception. Enjoy tasty desserts and drinks while you mingle with your peers!
Track C: Strategies and Tools
11:00 ?? Chairperson's Address:
Kerry Elkind
President
The Elkind Group
11:05 ?? A-Step-By-Step Guide to Benchmarking Your Contact Center
Aligning the corporate and/or divisional strategy and goals are vitally important to your benchmarking and measurements efforts in the contact center. It is critical to select the right measures, establish clear goals, monitor performance, and close the loop with improvement processes. Contact center measurements are easily found, but you must ensure that you select the right ones for your business. In this session, you will learn how to align business strategy to the correct measures and develop closedloop improvement initiatives.
Topics of discussion include:
Selecting metrics aligned with business strategy
Utilizing benchmarking to compare your center's performance to your peer group
Aligning personal scorecards to selected metrics to drive operational excellence
How to ensure cross-functional integration occurs across the enterprise
This session will allow both the contact center newcomer and veteran to take-away practical knowledge to facilitate improvement in their contact center. The discussion will drive both a strategical and tactical view of how to improve operational performance to achieve the desired balance of efficiency and effectiveness.
Tom Dubay
Contact Center Director
Tom Dubay is the Contact Center Director for Dow Jones & Company. In this role, he is responsible for customer service in support of the Wall Street Journal and Barron's publications. Tom is responsible for the day-to-day operations, including the outsource partner relationship, as well as the Training and Quality functions within the center.
11:55 ?? Leading a Virtually, Offshored and Outsourced Call Center
The move to handle customer demand virtually and offshore presents a unique opportunity for a companys to enhance its competitive position by reducing expenses and reaping collateral benefits from the capabilities of outsourcers. In this session you will learn the five key components to ensure that the service profit chain is leveraged.
Topics covered will include:
Performance Management
Financial Management
Contract Management
Relationship Management
Resource Management
Julian Carter
Director of Operations and Strategic Partnerships
Office Depot, Inc.
Julian Carter has been with Office Depot, Inc. for the last 9 years and currently has P&L responsibility for the Customer Service virtual and international outsourced strategic partner programs. Managing 20M Contacts he will employ nearly 3000 virtual and offshored agents. Julian is also responsible for establishing new relationships with prospective partners in order to drive revenue, decrease cost and maintain or increase quality within 2 brands and multiple selling channels, including 2 brick and mortar locations.
12:45 ?? Luncheon for Speakers and Delegates
2:00 ?? Using the Right Call Center Technology to Provide Superior Service
Today's call centers face many challenges including high volumes of service inquiries, complex customer issues, tight budgets, and aging technology. At the same time, customers have higher service level expectations and little patience for slow and poor service. How can call centers meet these challenges and include the next generation of applications without breaking the bank? This panel discussion with industry experts will focus on the integration of technology within the call center - why it's important, what others are doing and how you can best make technology work for you quickly and efficiently.
You will learn:
Forrester Research's perspective on the state of call center technology integration and what trends are important
How TechTeam Global and 1-800-flowers are making the most of top customer service applications in the call center.
What technology can meet the varied needs of customers while reducing costs, decreasing resolution times and increasing customer satisfaction
John Ragsdale
Vice President, Research Director of the Enterprise Applications research group
Forrester Research
Chek Tech Poh
Director of Global Systems Development
TechTeam Global
Rosemary Eady
Vice President, Planning & Call Center Management
1-800-flowers.com
Tom Zito
Director of Operations
1-800-flowers.com
Brian Kelly - moderator
Executive Vice President of Product Strategy
KANA
2:50 ?? Best Practices for Benchmarking Your Call Center Panel Session
What are the best ways to benchmark your call center? How are other organizations and your competitors benchmarking themselves? What are industry leaders saying about their successes with benchmarking? During this interactive panel session you will find out! This session will also explore the best and most effective management practices, based on benchmarking.
In this open forum discussion, you will have the opportunity to discuss and inquire with your peers about what the most efficient benchmarking practices and the most current performance objectives are. The panel will discuss thoughts and insights on key performance indicators, cost savings methods and metrics. This session will allow for thoughts and ideas to be shared from all different industries, creating a most efficient arena for you to uncover the best practices in benchmarking.
Other topics of discussion will include:
Improving agent and customer satisfaction levels
How to improve operational efficiency and effectiveness
Best practices in benchmarking
Modirated By:
Teresa Esposto
Best Practices LLC
Panelists will include:
Joe Martucci
Performance Measurement Leader
PSE&G
Other Panelists to be confirmed
3:40 ?? Afternoon Break & Exhibit Viewing
4:10 ?? Analyzing the Use of Multi-Media Tools to Improve Customer Responsiveness
The web-enabled contact center is the next evolutionary step in customer service, but there is more to the web enabled contact center than simply bringing internet connectivity to your call center. This presentation looks at the essential building blocks required for transitioning your call center into a web enabled contact center capable of supporting multichannel communications and eService initiatives.
Participants will learn how to:
Transition the inbound call center into a multi-media contact center
Determine which technologies warrant investment and with what priority
Deploy multi-media agents across all contact points(telephone, IVR, email and chat) to provide a consistent voice to customers
Rosemary Eady
Vice President, Planning & Call Center Management
1-800-flowers.com
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