Attached is a paragraph about the construction of call center culture for your reference. It may not be of reference value.
The call center culture "Evergreen Foundation" mentioned that a company needs to have core values and its unremitting pursuit and maintenance. The long-term success of the call center can not be separated from the call center culture that meets the market demand. What we call call center culture consists of three parts: core value, vision and mission. Core value: The unique operation mode and management concept of the call center are the basic principles guiding employees to make decisions and actions in their daily work. (For example, Nordstrom of Norton Department Store "Customer Service First"; Wise's vision of "excellent quality, loyalty and reliability, respect for others, leadership quality and sincere cooperation"): the long-term development direction of call center in the future. It needs to be accepted and understood by all employees, and can effectively motivate and unite employees to take action to realize it. It needs to include information such as service quality, customer satisfaction and call center cost. (For example, minimally invasive "swiftness, integrity and responsibility, to build a trustworthy international IT outsourcing and service provider"; Secco's mission: "to become the service standard of the global industry and a set of value-based customer relationship solutions tailored for customers"): the goal of the call center. It describes why it exists and what the call center should do. (For example: Mobile's "create value for customers, build a stage for employees, create profits for the company, grow together with partners, promote industry development, and fulfill responsibilities for society"; Lenovo "provides the best service experience for customers") On the basis of call center culture, enterprises should establish their own strategic goals and realize their ultimate vision by completing the strategic goals. Strategic objectives often include the following contents: performance indicators related to customers/end users. For example, improve customer/end user satisfaction and retain more customers/end users. Financial indicators. For example, reduce costs, improve revenue and so on. Internal operational indicators. For example, the utilization rate of seats, through CC-CMM maturity certification and so on. Employee growth indicators. For example, the turnover rate of employees. As the most direct window to show corporate culture and corporate image, the service of call center is the direct external expression of corporate culture, which is the ideological core and theoretical basis of all business activities of enterprises. Therefore, CC-CMM competency maturity model holds that a mature call center culture proposal must have a core concept, someone who is responsible for it and a continuous improvement management system. Management system When the call center shouted "customer experience-oriented", it used to think that as long as there were PBX and ACD, contract center was a perfect call center. The days are gone forever. Nowadays, as a mature call center, a complete management system is essential. The management system can be composed of three parts: operation mode, strategic business plan, performance evaluation and improvement methods. Operation mode: the basis for the call center to achieve its strategic objectives. It often includes organizational structure, service objects, methods and processes of providing services, daily operation management methods and so on. (For example, balanced scorecard, Six Sigma and other management methods emphasize data rather than personal views) Strategic business plan: a series of plans related to customer experience, personnel recruitment/training, process formulation, etc. By the call center to achieve strategic goals in the next few years. The strategic business plan often includes the following contents: the market trend of the competitive position of the call center in the market, the design of the staffing and demand of analysts, the definition of the customer service object, the main process of relevant performance indicators, and the performance evaluation and improvement methods of relevant responsible personnel: the methods adopted by the call center to evaluate the completion of the business plan, constantly discover the problems in the existing operating model and improve them. (for example: DMAIC principle = definition-> measurement-> analysis-> improvement-> control) The management system determines the specific operation and output of the call center. Therefore, CC-CMM competency maturity model holds that a mature call center must have its own management system. It needs to be audited once a year to find out the problems and improve them.