More and more leaders in our industry are challenging their organisations to re-think their quality models and making Strategic Quality a foundation pillar within their growth plans.
Whilst the drivers vary across organisations, we are observing a tangible and growing interest in both understanding and leveraging end-to-end Quality.
When the focus changes from ‘box-ticking’ to ‘business intelligence,’ and the Quality Team’s insight and analysis is sought in order to form the basis of key decisions, which impact the whole business, the benefits are leveraged right across the board: from marketing to recruitment, compliance to customer advocacy, from employee engagement to process improvement, product design and more.
Of course, your Quality Team are eyewitnesses to your daily interactions with customers, but it’s how you harness and leverage this insight that provides opportunities for business transformation.
When you compare business endeavours to elite sports performance – marginal gains, outlier theories and so on – coupled with the vast amount of data now available, the difference between winning and losing is down to your ability to hand pick the correct nuggets of data in a timely manner and turn these into actionable goals and winning tactics.
In our experience working with Clients across the global spectrum, the consistent key success factors are:
- Your Quality Team being – and being seen to be – truly independent and impartial
- Highly calibrated outputs, credibility beyond question
- An employee-centric model, built around engaging your people
- Coaching that makes a real difference
- The ability to deploy insight-gathering and report on it, in real time
- A system which enables immediate action by the right people at the right time
- All aspects of the programme being engineered towards your business strategic goals
Whether you have an established and mature Quality setup, or are pushing to move your business to the next level, engaging with the right specialist, independent and trusted Partner will provide you with game-changing bench strength.
Whilst most daily operational metrics give us visibility of how the business is running, how accurately can we measure our current cost of quality, and how clearly can we state what the ROI is on our spend?
Certainly in our experience, this is a tough question to answer for many. This can result from shared ownership, overlapping processes, specialisation and accountability challenges for outcomes as well as costs. All too often this can mean that Quality is perceived as a ‘sunk cost’ to be managed down, instead of a catalyst for business change.
Many of our conversations start from taking a fresh look and benchmarking with best-in-class models. Opportunities become apparent and whether they require a fundamental rethink or focused enhancements, the benefits are soon tangible.
At BPA Quality, we are privileged to be working with some of the world’s biggest brands and many long-term successes are founded on the use of Quality as a strategic driver to deliver higher returns.
BPA Quality is currently speaking to organisations across the UK, US and worldwide who are interested in exploring these themes. If you would like to take part, or share your views, please get in touch – we’d love to hear from you.
June 20, 2016
Back from a couple of days at Customer Contact Expo, the self proclaimed “UK’s premier event for Customer contact solutions, workshops and connections”, where thousands of industry professionals gathered to hear about trends, see the latest technology and gain a vision of what the contact centres of the future will look like.
As anticipated there were lots of solution providers and discussions around the usual Contact Centre hot topics of Omni-Channel, process improvement and Customer Engagement with “Cloud Based” appearing to be the buzz phrase at the event.
What was refreshing to hear was the increased focus on two areas that I believe are vital to contact centres and business success; employee engagement and the increasing sphere of influence of quality in organisations.
In a highly interesting talk by David Macleod from the Employee Engagement Taskforce, the understanding, backed up by compelling evidence, that positively engaging your team can have dramatic impact on all of your business metrics was persuasively delivered. I encourage you to look at the Engaging for Success website where there are specific publications showing the weight of evidence of how positively engaging employees impacts profitability and service outcomes.
From personal experience, I have always believed that the engagement and development of team members with the same level of rigor used in measuring and managing customer engagement and experience can deliver exceptional dividends.
We are all aware of the drive towards reducing customer effort, satisfying customers and in encouraging customers to promote our products and services, indeed most businesses have robust processes for measuring these areas; CES, CSAT, NPS. Can the same be said for our employee practices?
Do we spend an equal amount of time tracking and measuring our employee effort, how easy it is to work for us, our employee satisfaction and our employee promotion scores, given the impact our people can have on our business and customers?
From a customer perspective, we measure the customer journey; from promotion to acquisition, utilization, satisfaction and retention, with teams looking at understanding and enhancing all touch points for consistency, simplification, cost optimisation and enhanced experience. We undertake detailed root cause analysis, process improvement, quality measurement and invest heavily in technology to ensure we are meeting business and customer needs.
In my opinion, a compelling case can be made for undertaking the same detailed approach to the employee journey from values, culture, skills, competencies, advertising, recruitment, on-boarding, induction, personal development, communication; in short all employee touch points. By identifying what excellence looks like in each of these areas, there can then be a drive and culture within the organisation for continuous improvement and enhancement.
With technology increasingly providing solutions for less complex interactions, the ability of our teams to handle higher value, more complex interactions across multiple channels will grow. Having a highly skilled and engaged workforce will enable us to better meet the future challenges, and is going to be an increasingly important area of focus in the Customer Service and the Contact Centre industry in the years ahead.
The second area; the increasing sphere of influence of quality in organisations, I will cover in my next article.
Written by: Andrew Mutch, Chief Customer Officer, BPA Quality UK Research Center
“Your call may be recorded for training and quality purposes” – almost every IVR these days plays this message but do you ever wonder what happens to your call if it’s the one that is selected?
Organizations have various approaches to using call information to improve customer service and enhance agents’ performance. As an example, here at BPA we work with lots of International companies to help them in maximizing the impact of this vital information.
So what happens? Well, some of these calls are directed to us, at BPA, many of them pretty quickly. The recorded call journey is ready to begin.
The first stage, at BPA, resembles slightly a service station (or garage, as we often prefer to say). Our highly trained call analysts will pick up a call and carefully listen to it – like a car mechanic will pick up a car, indulging themselves in its motor’s sound and diagnostics.
The analysis begins. The MOT list contains lots of boxes that will be ticked (or not), based on the outcome of the check. Nothing can be omitted, everything has to be scrutinized. If needed, the car will be dismantled, repaired and put back together again.
The driver and the passengers’ safety on the road will hugely depend on this. The “finished product” will only then be returned to its legitimate owner.
Our Quality Analyst’s list (or as we prefer to call it – evaluation form) is equally long and detailed. The call will be listened to, every area of the call will be analyzed and assessed accordingly. If needed, the call will be “dismantled”: paused, replayed, re-listened and evaluated according to the very high and specific pre-set criteria. The feedback will be entered, both good and bad (we’d rather call it “positive” and “constructive”); comments will be added, valuable insight will be gained.
The call centre and company’s success in their market will hugely depend on this feedback and insight. It is vital that the feedback is checked and calibrated before the “finished product” is returned to the center that undertook the original transaction.
Next, the owner (our client) will soon coach the call assistant of the “dismantled call” on specific areas to improve their performance.
These days, cars are sophisticated and service stations will often specialize in looking after one particular make only. There may be little point taking your Vauxhall into Citroen’s garage. If you want to maximize performance, you go to the experts.
When it comes to call analysis, compliance and insight – we at BPA are specialists.
We don’t pick up just any call – we specialize.
Each team is professionally and highly trained to work for an assigned Client. But that’s not all. Clients may need to address particular aspects of monitoring in more detail, each of them requiring further level of specialization – we offer it; our projects are multiple.
Many of our Clients are global, with call centers all over the world, speaking multiple languages – that’s not a problem for us, either. With a great range of native speakers from each part of the world, we simply can do it!
How do we do it? – Well, that’s another story.
By Ewa Murphy_July 2015
For the 6th Year, BPA International ranks on Inc. 5000
09/11/2014 (press release: KarynDupree) // Carle Place, New York, United States // Karyn Dupree
The 2014 Inc. 5000, unveiled online at Inc.com and with the top 500 companies featured in the September issue of Inc. (available on newsstands August 20 to November 30), is the most competitive crop in the list’s history. The average company on the list achieved a mind-boggling three-year growth of 516%. The Inc. 5000′ s aggregate revenue is $211 billion, generating 505,000 jobs over the past three years. Complete results of the Inc. 5000, including company profiles and an interactive database that can be sorted by industry, region, and other criteria, can be found at http://www.inc.com/inc5000.
More about Inc. and the Inc. 500|5000
The 2014 Inc. 5000 is ranked according to percentage revenue growth when comparing 2010 to 2013. To qualify, companies must have been founded and generating revenue by March 31, 2010. They had to be U.S.-based, privately held, for profit, and independent–not subsidiaries or divisions of other companies–as of December 31, 2013. (Since then, a number of companies on the list have gone public or been acquired.) The minimum revenue required for 2010 is $100,000; the minimum for 2013 is $2 million. As always, Inc. reserves the right to decline applicants for subjective reasons. Companies on the Inc. 500 are featured in Inc.’s September issue. They represent the top tier of the Inc. 5000, which can be found at http://www.inc.com/5000.
About Inc. and the Inc. 5000
Founded in 1979 and acquired in 2005 by Mansueto Ventures, Inc. is the only major brand dedicated exclusively to owners and managers of growing private companies, with the aim to deliver real solutions for today’s innovative company builders. Total monthly audience reach for the brand has grown significantly from 2,000,000 in 2010 to over 6,000,000 today. For more information, visit http://www.inc.com/ .
The Inc. 500|5000 is a list of the fastest-growing private companies in the nation. Started in 1982, this prestigious list of the nation’s most successful private companies has become the hallmark of entrepreneurial success. The Inc. 5000 Conference & Awards Ceremony is an annual event that celebrates their remarkable achievements. The event also offers informative workshops, celebrated keynote speakers, and evening functions.
For more information on Inc. and the Inc. 5000 Conference, visit http://www.inc.com.
The post For the 6th Year, BPA International ranks on Inc. 5000 appeared first onBusiness Press Release Service | Submit123PR.
2. “Be a yardstick of Quality.” ~ Steve Jobs, Apple
3. “Quality is not an act. It is a habit.” ~ Aristotle
4. “When you’re out of Quality, you’re out of business.” ~ Anon
5. “Our innovation makes us first, our Quality makes us last.” ~ Scott Adams, US Cartoonist
6. “We have two ears and one mouth, so that we can listen twice as much as we speak.” ~ Epictetus
7. “Quality is remembered long after the price is forgotten.” ~ Gucci Family Slogan
8. “It is easier to do a job right, then to explain why you didn’t.” ~ Martin Van Buren
9. “Excellent firms don’t believe in excellence — only in constant improvement and constant change.” ~ Tom Peters
10. “If you build a great experience, customers tell each other about that. Word of mouth is very powerful.” ~ Jeff Bezos, Amazon.com
11. “Customer satisfaction is worthless. Customer loyalty is priceless.” ~ Jeffrey Gitomer
12. “If you’re not serving the customer, your job is to be serving someone who is.” ~ Jan Carlzon, ex-CEO SAP Group
13. “In the world of Internet Customer Service, it’s important to remember your competitor is only one mouse click away.” ~ Doug Warner
14. “Why wait to be memorable?” ~ Tony Robbins
It doesn’t always feel like customer helplines offer, well, help. Ellen talked about it with her audience.
Measuring the quality of a customer contact has progressed into a science that can ultimately uncover market intelligence, training needs, process improvements and usable feedback to the agents … but only if it’s objective, fair and quantifiable. BPA Quality believes that in order for Quality to capture beneficial information, then it must be clear and well defined … you need a Quality Ruler.
Who is BPA Quality? BPA Quality is the leading global provider of remote call monitoring, customer satisfaction surveys, mystery calling, social media monitoring, speech analytics and training services. With over 25 years in the study and application of Quality Call Center Science, BPA helps its clients take data and turn it into actionable observations that allow managers, supervisors and agents to modify the behaviors of call center activities to build an awesome Quality Customer Experience.
The proof is in the pudding, as the saying goes…Recently, while working with a large telecommunications company BPA developed a model to head off unnecessary in house service calls. BPA was able to help reduce these service calls as much as 17% per month that translated into millions of dollars of potential savings. BPA has also helped a car service company reduce customer complaints by 90% and improved a credit collections firm increase their collected accounts by 20% … all by using the science and application provided by BPA Quality.
These great results are a reflection of the BPA Quality mission statement … to be the global leader in the delivery and development of services that improve the customer experience for contact centers around the world.
This mission begins in the incredibly rich culture of the company. “We provide services in over 45 different languages, and all of them are conducted in the native language of the analyst,” adds Craig Antonucci, VP of Client Awesomeness of BPA. He adds, “We have analysts, managers and professionals from all over the world all with an incredible amount of experience. The fact that we have this cultural diversity allows us to be the world leader in our market, and in the end, we help our clients deliver an awesome customer experience.”
This rich culture started with the vision Lisa Renda, President and Founder of BPA Quality. She noted in a recent interview, “We didn’t want BPA to just be known for excellent output, we wanted our clients to also enjoy working with the BPA staff and to feel that they were dealing with good, honest people who care. We work hard at creating a team that is undoubtedly excellent in their field, but one which also shares common ideals and a sense of integrity.” Even BPA Quality’s customers feel the same way about BPA:
‘I have worked with a number of suppliers offering similar services over the past 18 years. None have offered the exceptional high standards, good value, passion and flexibility to a client’s needs as I experienced so far with the BPA staff.’ ~Contact Centre Manager / Samsung Electronics
Milena Maric’, Trainer and Performance Manager, said before joining the BPA team, she was a customer and that BPA became synonymous with high standards of customer service, practical ways of achieving sales and / or customer satisfaction, taking control of the call and also self reflection. BPA taught her a lot of things, which resonated with how she wanted customer service to be.
Awesome people, rich in culture and consistently delivering results to it’s customers, BPA exemplifies that defining Call Center Quality goes beyond just a simple checklist. Quality is a Science, a science delivered by smart experienced people. So when you ask the question, “Without the correct ruler for measurement, how can you manage it?” the answer is BPA Quality.