Contact Centers

To your customers, your inbound reresentatives are your company. To your best customers your inbound reps are their friends! I learned this first hand many years ago when one of my inbound reps got invited to the wedding of one of our customers; someone who lived in another city and had never before met the rep in person. In fact, I was so shocked and impressed by the strength of their relationship that I paid for our rep to attend the wedding.
The point is, in any direct marketing business, “people buy from people” and your inbound reps are pure gold. In far too

The general idea behind the “60 Ideas in 60 Minutes” session, a customary panel presentation at many conferences, is for attendees to come away with at least one or two good ideas. The trick is to wade through all 60 to find one worthwhile. The 60 in 60 session held during the recent National Conference on Operations & Fulfillment in Schaumburg, Ill., gave those in attendance tips for making their contact centers run more smoothly and profitably. We’ve extracted the best ones below. * Establish a metric to measure sales per hour per rep, said Timothy Holody, COO of Seta Corp., which markets through the

In a call-center context, successful upselling represents an important revenue stream, but not every call center is maximizing its upselling potential. Penny Reynolds, founding partner of the Call Center School, a training organization based in Lebanon, Tenn., discussed how to boost upselling revenue at last week’s National Conference on Operations & Fulfillment in Schaumburg, Ill., during her presentation, “From Order-Taking to Upselling: A Plan for Increasing Phone Order Revenues.” “At the heart of the plan,” she said, “is taking your call center out of an order-taking mode into a sales mode.” She offered the following tips: * Find the right people. Candidates should be interviewed and

For years now, Garnet Hill, a Franconia, N.H.-based apparel and home furnishings cataloger, has placed follow-up calls whenever customers encounter a problem with the company. Specifically, 24 to 48 hours after a customer complaint, Garnet Hill calls the customer and casually asks how the problem was handled and if it was resolved. Smart and sensitive upselling techniques make Garnet Hill’s customers feel cared about. Liberal employee discounts have its employees wearing the clothing and using the products it sells, so it’s easy for them to personalize the experience. This “touchy-feely” group has products open and laying around so reps literally can get their

As catalogers, you know the importance of search engine marketing for your Web sites and ultimately on your revenue. But technological advances and users’ preferences can make a difference in search engine results, page algorithms and spiders, as well as search engine optimization and overall SEM strategies. Manoj Jasra, director of technology at Enquiro Search Solutions, a search engine marketing firm in Kelowna, British Columbia, Canada, recently shared his thoughts on SEM changes in a blog entry. He warns marketers of some key factors to watch for: *Growth of personalized search. Because this is becoming more prominent, Web site operators have to work hard on Web

Since the 1980s, when the majority of catalog orders began shifting from mail orders to the telephone, it’s become standard practice to not just take phone orders efficiently, but also to incorporate the upsell as a regular part of call center operations. But it’s 2007, and the typical catalog order isn’t necessarily over the phone anymore. Consider this scenario: Your customer calls to place an order and everything in the process goes smoothly. Your order taker follows standard practice and offers one or more upsells. In the classic equation, you’ve created additional potential value for the customer — more satisfaction with your fabulous

As you can see, the contents in this month’s issue are quite operations-heavy. We’re always trying to balance our coverage, and with a more general focus for our big double-issue next month, as well as a broadly focused June issue, we’ll turn to technology-related issues in July. Perhaps the most interesting thing we found in putting this month’s issue together was that, although there typically aren’t a lot of drastic changes in the whole area of catalog/multichannel operations, fulfillment and management, there are nevertheless noteworthy changes taking place. For instance, take a look at consultant Liz Kislik’s feature on necessary changes in catalog order takers’ approach

Upselling, the Multichannel Way It’s Time to Master the Phone/Online Upsell By Liz Kislik Since the 1980s, when the majority of catalog orders began shifting from mail orders to the telephone, it’s become standard practice to not just take phone orders efficiently, but also to incorporate the upsell as a regular part of call center operations. But it’s 2007, and the typical catalog order isn’t necessarily over the phone anymore. Consider this scenario: Your customer calls to place an order and everything in the process goes smoothly. Your order taker follows standard practice and offers one or more upsells. In the classic

In nearly every industry, companies rely on strong brand identity to promote customer loyalty. For catalogers, brand identity is especially critical because the products and services they offer tend to targeted at specific niche audiences. As a result, they’re constantly trying to identify opportunities to create an affinity with customers and build their brand. One channel that can be particularly effective in this capacity is the customer service contact center. The contact center represents an essential communications link between an organization and its customers. Contact center reps continuously interact with customers, amassing tons of information that can be used by catalogers to gauge brand awareness,

We all recognize that inventory usually is one of our largest assets. Yet many of us don’t give it the importance or priority it deserves. Inventory management impacts almost every area of the company and can help contribute substantial hidden profits or losses depending on how it’s managed. The effect of poor inventory management often is hidden when business is good, and although quite evident when business is bad, businesses don’t have the resources at that point to address the issues. Unfortunately, this cycle is repeated far too often. Establishing a sound inventory management process within the ongoing company culture will cushion