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.Assign new cadets to the call centre for atleast three months within their first year of service.Full integration of Integrate the technologies customers use into theemail, VoIP and contact centre; picking up the phone is not a superiorIM directly into the choice for customers.Don t forget to develop acontact centre communication policy for all employees that covers theuse of the above, plus blogs, social networking sites andvirtual worlds.IVR menu redesign Think about prioritising menu options based ontraditional traffic analytics, thus reducing IVRnavigation for those calls that are most frequentlymade.Incorporate voice-recognition emotive IVRtechnologies to redirect upset customers to a specialist customer advocate and defuse difficult situations.Single-screen Improve customer knowledge, process and workflowcustomer with a single-screen interface for CSRs, akin to thedashboard Internet banking centre for customers.Reduce thecurrent workarounds with multiple disparate systems,separate logins, screens, etc.Improved service Work to create a total service culture within theculture bank that gives contact centre staff pride in their rolewithin the customer equation, rather than feeling likethey have been relegated to the call centre dungeon.Empower staff to solve problems, rather than creatinga process that frustrates resolution through convolutedorganisation structures.Customer analytics Use customer analytics to better understand thereasons for the call and work to anticipate customersneeds both collectively and individually.If a customerregularly calls with the same request, utilise analytics toserve up an IVR menu that prioritises those requests byCLID function. Please Hang Up and Try Again Contact Centres and IVRs145Table 4.2 (cont d) Proposed roadmap for channel improvementsPROJECT/INITIATIVE DESIRED OUTCOMECustomer advocacy Build a customer advocacy team that can act as aprogramme gateway between customers and the institution.Helpthis team to be champions for the customers and havethem involved in any decision in respect of changesto customer process, new product launches, etc.thatimpact the frontline.Dynamic offer Create a customer dynamics team (incorporatingmanagement product specialists, marketing staff, customer advocates,etc.) to craft offers for segments that emerge fromthe customer analytics.Create tons of sales scriptsand offers for unique, tailored cross-sell and up-sellopportunities that feel like better service for customers,rather than just a sales pitch.Reform legal Give the legal and compliance department KPIs forand compliance enabling customer solutions and improvements, so theydepartments are working for the customer and not just mitigatingrisk for the brand.KEY LESSONSCall or contact centres have been hailed by industry as a signifi cantimprovement in the ability to provide rolling support for customersin an increasingly mobile and time-poor environment.IVR systems and channel migration have provided a signifi cant costsavings imprimatur for corporates.This revolution, however, has notresulted in greater customer satisfaction.Increasingly, contact centresare experiencing problems with very high staff turnover, managementare demanding improved sales results and corporations are grapplingwith the question of outsourcing versus onshoring.The vision of the ultimate contact centre currently appears to be aconvoluted mix of unifi ed messaging platform, IP-based architecture,automated voice response systems and fi rst-call resolution KPIs.(cont d) 146 BANK 2.0But do core building blocks still have to be put in place for this channelto be truly effective? This chapter tackled the issues of staff retentionand effective measurement of the performance of the call centre.Butit also looked at the deeper issues of the contact centre becoming theplatform for all multichannel contacts with the customer processingand recording contact history and optimising responses, whetherthrough a sales opportunity or a better IVR design.The constructionof a simplifi ed contact centre dashboard or interface would reduceworkload for CSRs, improve fi rst-call resolution opportunities andresult in better quality sales positioning.Keywords Customer Advocacy, Up Your Service, Emotive VoiceResponse, IVR, Voice Recognition, Usability, Homesourcing, Outsourcing,Onshoring, Skype, VoIP, Instant Messaging or IM, Turnover, India,the Philippines, Sales Strategies, Analytics, Call Centre Dashboard,PABX Integration, Green, Social Responsibility, Contact Strategy,Communication PolicyEndnotes1Seventh Annual Report on Call Centres in the UK, Incomes DataServices, Call Centre Pay (Briefing 71)2 India s Call-Centre Jobs Go Begging , Sudhin Thanawala, Time.com.16 October 20073 New Trends in Performance Management 2010 , PeopleStreme ResearchWhitepaper4Various sources: The Radicati Group, Wikipedia.org, Forrester Research5Workplace E-Mail and Instant Messaging Survey, 2004.The ePolicy Instituteand American Management Association6IBM Virtual World Guidelines, IBM Research7World Trade Report 2009, European Centre for International PoliticalEconomy8Wikipedia article: Instant Messenger 9 UK Call Centre Jobs Going Offshore for No Business Benefit , June 2007.Compass (www.compassmc.co.kr)10 British Telecom is up to its usual tricks , Anna Tims, The Guardians,27 February 2009 Web More than 10 Years Old5.and Still BrokenALTHOUGH the Internet or Web has become an essential part ofbanking and commerce for most consumers in developed economies, thechannel itself is still often limited in terms of potential because it is seenprimarily as a cost saving mechanism by most retail institutions.Thereappears to be a widely held belief by many banking executives that whilethe Internet as a channel may supplement revenue, it is never going tobe a serious sales or revenue channel.However, there are various factsthat absolutely contradict that assertion, if not now, most certainly in themedium term
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