Impact of Outsourcing on Effectiveness of Call Center Services (original) (raw)
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CUSTOMER SATISFACTION- STANDARDS The standards of telephone communication and behavior are directly associated with the customer’s reactions, customer satisfaction levels and perceptions of the Police Service generally. Additionally, the quality level of telephone interaction will directly or indirectly affect quantity. This depicts the direct connections of quantity concerns such as the rise of complaints, emotions, extended/wavering calls, number of missed/abandoned calls etc. with contact handler’s performance. Quality of telephone communication influence upon: • call handling results and staff performance • Client behavioral responses • Client perception and assurance • Staff assurance, self-esteem and inspiration • Pressure • Absence • Us vs. Them cultures • Understanding call handling management • Comparing other contact handling companies and client expectations • Understanding the standards used in Police Call Handling to evaluate an efficient client oriented performance Team of Emenac Call Center Services always stay ahead to put new techniques and communication antiquates to handle customers on all communication channels, this survey report is all about these features.
Managing Service Quality And Efficiency In Call Centers: A Tautology Or Contradiction?
International Journal of Business & Management Studies, 2022
This article reports on the experiences of managers in outsourcing telecommunications call centers in South Africa on service quality and efficiency, and whether service quality is sacrificed for service efficiency. This qualitative case study collected data from eight participants through semi-structured face-to-face interviews. Inductive reasoning was applied in this study. Participants were purposively selected through criterion sampling based on their experience within the call centre industry. Thematic analysis were conducted whereby themes and sub themes were identified. Call center managers use different metrics to manage service quality and efficiency and two thirds of them suggests that service quality is not sacrificed for service efficiency, and a quarter feels otherwise. These findings contradict previous studies on service quality and efficiency. The article provides actionable insights for the management of outsourced call centers on managing service quality without compromising service efficiency. The findings can be implemented in the operations of inbound and outbound call centers.
CAPACITY BUILDING POTENTIAL OF THE CALL CENTER SECTOR IN TURKEY
2011
Companies that adopted plain organization model in today's competitive environment procure phases and processes that do not create value from out of company. This way, company is able to reduce costs, have greater focus on its primary business, increase productivity, and make connections between different labor markets. As a result, relationships between suppliers and buyers become increasingly more important and new companies, which split out from large companies, enter to the market.
The Location Behavior of Call Center Firms in Turkey
2011
Advances in information and communication technologies bring along changes in working and employment conditions. Automationed work is moved to distant areas and businesses get elaborate, far from the center and network-based. Another change similar to the disintegration of production process is also seen in services sector. While jobs to develop technologies are left to the developed regions, routine and demanding jobs are transferred to peripheries. This situation brings about a centre-periphery division in structuring employment. One of the businesses that have emerged in this process is call centers. Firms, operating in various sectors, obtain call center service from outsource firms.Today, call centers are mostly located in less developed regions. While call centers first originated in developed regions, due to the increased costs in these regions, lots of firms have made their call service investments in less developed regions. Labor-intensive call centers are regarded as a sol...
A influência da tecnologia no desempenho dos call centers brasileiros
2010
Call centers (CCs) show an evolution over the course of time. There is an intensive use of technology in CCs, although not always a positive side. The article is based on a survey carried out among the 103 Brazilian companies that have come (falta algum complemento, não conseguimos entender a frase) and call center services and seeks to verify the contribution of technology in four distinct dimensions: cost reduction, customer relations, communication channels and monitoring of employees. The theoretical framework is eclectic based on strategic considerations, details of the technical areas of telecommunications and information technology, marketing. It focus particularly in the area of customer relations and especially of various national and international studies that have been developed regarding service and customer satisfaction. The results show that heavy use of technology does not mean a general improvement in performance in all dimensions assessed and some dimensions choices...
Impacts of Location on Bank Call Center Services: The Case of Turkey
South East European Journal of Economics and Business, 2012
Purpose - The CRM sector represents the quality of a company. The quality of a company might be evaluated by taking the services of a call center as a measure by the customers, because CRM is the most interactive point of the operations of all companies. Call centers represent companies with 24/7 service. Companies have to search for ways to increase the quality of their service and CRM. Call center companies started to move to Anatolia in response to government incentives. The purpose of this study was to examine the results of this change. Design/methodology/approach - Bank call centers in large cities and Anatolian bank call centers are compared. SERVQUAL is used to compare the service quality of the call centers. 100 questionnaires are used to evaluate the services of the bank call centers and 100 customers are interviewed. The banks with Anatolian call centers and the banks without Anatolian call centers are compared to each other by using the results of the interviews and ques...
Call Centre Outsourcing: Comparative Assessment of Ghana’s Readiness as a Provider
European Journal of Business and Management, 2013
Many multinational companies are moving their back offices to developing countries where costs (especially labour) is low. The government of Ghana has therefore taken the initiative, through the Ghana Investment Promotions Centre (GIPC) and the Ghana Free Zones Board (GFZB), to develop the business process outsourcing (BPO) business including call centres. This paper assesses the readiness of Ghana as a competitive call centre outsourcing provider on the global market. Data is largely from primary sources and through questionnaire administration. Data relating to 23 call centre outsourcing provider-companies in Ghana, India, USA and UK were analysed. Most of the factors relating to Ghana were weighed against those of India, the most renowned call centre service provider-nation in the world. Outcome of the analysis together with economic indicators were then used to evaluate the strengths, weaknesses, opportunities and threats (SWOT) of the Ghanaian call centre industry. The results show that in spite of favourable factors such as lower cost of labour, English language proficiency, and political stability, Ghana seems less capable of offering strong competition in the call centre outsourcing market if its telecommunication infrastructure, especially voice over internet protocol (VoIP); contracting strategies; and human skills are not upgraded.
Operational determinants of caller satisfaction in the call center. Int J Serv Ind Manag
International Journal of Service Industry Management
There has been, and will be, a spectacular growth in the number of call centers on both sides of the Atlantic. So far, however, empirical evidence is lacking as to the operational determinants of caller satisfaction in call centers, despite the multitude of call performance metrics registered in many call centers. Undertakes an empirical assessment of the relationship between caller satisfaction and a number of critical variables. The results are astonishing. Of all the critical operational determinants only``percentage of calls closed on first contact'' and`a verage abandonment'' have a significant, albeit weak, influence on caller satisfaction. Concludes, therefore, with a call for more research into reliable and valid predictors of caller satisfaction.
Service improvement in call centres
2004
The call centre industry relies upon technology; the conventional speech telephone, to serve customers. Call centres do not exist for the customer to physically interact with, apart from via the telephone, and are in effect virtual organizations. Hence, the criteria used to assess the service is different from a face-to-face service encounter. Whilst call centres have benefited customers, by increasing the time period that services are available, there is also evidence that it has frustrated them. This research aims to explore the contribution technology has made to service improvement in this emerging virtual servicescape.