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最新個案
- A practical guide to SEC ï¬nancial reporting and disclosures for successful regulatory crowdfunding
- Quality shareholders versus transient investors: The alarming case of product recalls
- The Health Equity Accelerator at Boston Medical Center
- Monosha Biotech: Growth Challenges of a Social Enterprise Brand
- Assessing the Value of Unifying and De-duplicating Customer Data, Spreadsheet Supplement
- Building an AI First Snack Company: A Hands-on Generative AI Exercise, Data Supplement
- Building an AI First Snack Company: A Hands-on Generative AI Exercise
- Board Director Dilemmas: The Tradeoffs of Board Selection
- Barbie: Reviving a Cultural Icon at Mattel (Abridged)
- Happiness Capital: A Hundred-Year-Old Family Business's Quest to Create Happiness
Kick-Ass Customer Service
內容大綱
Why are consumers increasingly dissatisfied with the quality of help they get from customer service departments? The authors' surveys and interviews with contact center personnel worldwide suggest that companies don't hire the right people as frontline reps, nor do they equip them to handle the increasingly complex challenges that come with the job. Every rep can be classified as one of seven types, say the authors. Supportive "Empathizers" constitute the largest group, and managers prefer them. But take-charge "Controllers," who make up only 15% of all reps, actually do best at solving customers' problems. To expand their numbers, companies need a fresh approach to hiring--one that involves crafting job postings and screening applicants differently. Companies should also revamp their training practices, using new curricula and on-the-job coaching to help all types of reps learn to act more like Controllers. Another key step is building a culture that values and rewards Controller behavior. That might mean evaluating reps on their ability to use good judgment rather than follow a script, and soliciting their ideas to improve the organization.