Building a better call center: Tools and technology for practical, customer-oriented telemarketing strategies

Although outbound telemarketing agents work at a predictable pace, in bound calling cycles fall to the whim of the consumer. Predicting those peaks and providing staff to respond accordingly can be an overwhelming and expensive task. Driven by the need to build profit and maximize valuable human resources, telemarketing operations can no longer afford to segregate completely inbound calling from outbound calling. The objective is based on a call center's capability to handle peak inbound calling and to use idle inbound calling agents during off-peak times for outbound calling activities.

The trick to blending inbound and outbound call centers into a cohesive unit stems from the system's call processing capabilities. Managers must be able to develop call flows that automatically select the appropriate agents to accept incoming calls or to conduct outbound calling based on defined call center statistics such as call load or time of day. Managers also must be able to handle any unexpected peaks or unplanned activities.

Automatic call distribution (ACD) is the heartbeat of inbound calling. ACD, which accepts inbound calls and processes them according to a defined call flow, must be flexible, programmable and expandable. Optional tools for inbound calling, such as audiotex libraries, fax-on-demand and interactive voice response (IVR), can screen routine requests for information, saving human resources for more complex requests or allowing more agents to focus on outbound operations.

Automation enables a company to provide instant responses to common questions or to take uncomplicated orders without tying up valuable call takers. Information is dispersed promptly, no caller lingers on hold and fewer calls are forwarded to agents. In turn, those agents are free to engage in outbound calling campaigns: such as customer-satisfaction follow-up calls or revenue-generating sales campaigns.

Before companies set out to build a better call center, supervisors, managers and other decision makers must have a firm understanding of what it takes to establish a viable blended call center. A customer-friendly call center built around an intelligent call center platform gives any company dependent on inbound/outbound telemarketing the tools for efficient automation.

Call Priorities

The most important function of sophisticated ACD in an integrated call center is defining call types for the agents. An ACD system lets managers redirect any call's route based on factors such as the call center's performance or customer information. Using ACD capabilities, calls can be concurrently queued into different groups. Through information gathered from the network, ACD forwards an inbound call to a predesignated agent group or automated function. In addition, ACD enables supervisors to sort agents according to specialization. During heavy traffic, ACD allows incoming calls to be diverted to outbound groups, while inbound call takers could move to outbound projects when the incoming call load is light.

For example, a customer support group could promote a sales campaign with outbound calls when there are no waiting inbound customer support calls. Similarly, if customer support calls are critical to the company's strategy, they might take precedence over the outbound telemarketing calls. By establishing call priorities for both inbound and outbound call types for agents in blended environments, the call center supervisor can determine which calls are most important to the call center's overall telemarketing strategy. Whether inbound, outbound or blended, a productive call center has the tools to conserve human resources by screening out unproductive outbound calls and channeling routine inbound calls to automated channels.

To blend incoming and outgoing calls effectively, agents must toggle effortlessly between the two functions. Through call flowcharts, call center managers designate agents for both inbound and outbound calls using factors such as call load or time of day.

Some of the better flowcharting systems allow outbound calls to be defined as merely another call type, with all the attributes and capabilities of an inbound call. This means outbound calls are given a priority ranking. Agents can receive the same type of information on outbound calls that is available on incoming calls, including a call description. Through a computer-telephony integration (CTI) link, agents can even access customer names and other pertinent information that will enable the agent to personalize the call.

Presenting both incoming and outgoing calls to the same agents opens the door for confusion. Therefore, calls should be identified to the agents visually on a multiline display phone and on the computer through screen synchronization, provided by the CTI link. A whisper announcement delivers call information audibly through headsets.

Managers must design call flows to anticipate different call traffic environments and define how specific calls will be handled. For most inbound call activities, managers seek to emphasize the call center's automation tools.

To maximize the call center's productivity, the call center must be its own keeper, closely monitoring inbound activity. The system should register the number of logged-in agents, track the number of calls in progress and note how many agents are idle. The system also must ascertain the number of calls holding, the typical queue time and the time of the longest call. Other statistics should include the number of rings before system response, call classification and call rank. It is from this information that managers can make flowcharting decisions that determine whether or not to move agents from inbound functions to outbound projects.

To manage personnel effectively in a blended environment, the call center reporting capability must incorporate outbound calls, both by tracking call type and by agent performance. Supervisors want to know how much time their staff spends on outbound calls. Managers who evaluate the function of the call center want to measure the call center's effectiveness in handling different types of inbound and outbound calls.

Computer-Telephony Integration

To meet emerging demands for integrated call center technologies, a comprehensive CTI link can be designed for both inbound and outbound capabilities. Via computer-telephony integration--the communications and control link between the telephone and the computer--the call center system sends information about inbound calls culled from the telecommunications end to a host computer. The computer searches databases and delivers information to the agent.

For outbound purposes, the CTI link must include commands to have the call center system dial outbound calls, specify the call type and establish priority of the call. The CTI link also must give the system the capability to dial one phone number at a time for preview or predictive dialing or to dial multiple numbers for power dialing.

CTI not only links the call center system to the computer, combining voice and data at the desktop, but it also advises the computer of call events and allows the host computer to control almost all call handling. Through the CTI link, the computer must also be able to change the call mode of the agents. For example, inbound agents could be included in an outbound campaign if their call activity falls below a predetermined level The CTI link informs the computer of all call center events so it can determine when agents are available for such campaigns. CTI also communicates when outbound calls are met with busy signals or answering machines so the host computer schedules them for call-backs.

A strong CTI link enables the host computer to execute specific call treatment tables and send commands to the call center system to implement specific call-handling scenarios. For example, not all answering machine calls have to be scheduled for call backs. If the system detects an answering machine, the computer could direct the call center system to play an annuncement instead of delivering the call to an agent.

Back Talk

Call centers can boost their productivity by merely routing inbound customers to automated options as frequently as possible. Through IVR, the call center can obtain data from callers and provide an audio response. With the telephone keypad, callers determine where they want their calls to go, or they can enter detailed information by inputting choices into the system. Using IVR, the system's voice repeats caller input, asks for confirmation and articulates requested data. IVR can query a database and then verbalize it to the caller. IVR lets callers conduct simple transactions, such as checking the status of an order or an account balance, without speaking to a representative.

For automated transactions where a complicated caller response is required, voice forms can accelerate the input procedure. Voice forms guide callers through the messaging process with a series of prompts. The individual entries are combined into a single message and sent to the appropriate department without prompts.

While IVR can free inbound agents for other projects, there are times when customers must talk to agents. And inevitably, some of those times will coincide with times when other customers need to get through, creating heavy call loads.

Voice mail/group mail is another option for relieving the call backlog. When all agents are busy, customers who don't want to wait or who want specific agents simply leave messages requesting a return call. Voice mail/group mail not only allows callers to contact an agent without holding, but it also evens out the ebb and flow in caller traffic.

When IVR input features are joined with extensive, flexible announcement capacity, the result is audiotex or voice library capability. Through audiotex libraries, callers can obtain information on a wide variety of subjects. For example, one type of audiotex library might describe software features while another might offer user tips.

A fax library is another way to divert calls away from agents and accelerate customer service. Text-to-fax conversion used in conjunction with a host application enables the system to send callers faxes that can be used to confirm orders, shipping information or appointments. Meanwhile, a broadcast fax provides an active means of reaching established customers with special promotions without tying up agents who sometimes spend more time dialing than talking.

Blurring Lines

Smart businesses blur the lines between inbound and outbound call centers. Traditionally, segregated inbound and outbound call centers were served by two distinctly different systems, making it difficult to manage resources effectively and to implement integrated call center technologies.

Still, a new challenge has surfaced. Agents are now responsible for a greater diversity in call types. To increase the agent's comfort level and to expedite each transaction, the system must provide as much information as possible about each call.

A call center designed for call blending is characterized by:

* A database that recognizes agent call profiles as inbound, outbound or both,

* CTI technology that provides outbound call placement,

* The capabilities for network progress analysis of outbound dialing, such as recognizing busy signals, no answers and answering machines,

* Sophisticated call-handling capabilities that treat outbound calls similarly to inbound calls by providing agents with as much information as possible.

When an integrated call center platform can provide the tools and technology for inbound/outbound telemarketing, there's really no trick at all to building a better call center.

Benefits Of AN Integrated Telemarketing Strategy

Until recently, integrated telemarketing campaigns have been both difficult and costly to perform, primarily because of limitations in technology, human resources and management techniques.

Traditional inbound and outbound telemarketing services seemed adequate for call centers that were unaware of the benefits and possibilities of integrating. an application, or that had been told that integration of inbound and outbound telemarketing was not feasible. Things are different today.

What is integrated telemarketing? It is the simultaneous employment of both inbound and outbound service. One example is the enhancement of an inbound customer service/technical support function with outbound upselling or proactive information dissemination. Another is maximizing an outbound selling campaign with inbound customer service capabilities.

With integrated telemarketing, the call center can benefit in two major areas: reduced cost per contact with better closing percentages, and delivery of a more "high-touch" approach to customer relations and customer service. On outbound campaigns, list penetration can be increased as much as 35 percent by leaving messages via initial outbound calls and fielding resultant inbound calls. These inbound callers are more receptive to the offer and closing percentages on them can be up to 400 percent greater than with straight outbound calls.

Setting up an integrated program is not without its challenges, for running an integrated campaign actually involves running two campaigns--an outbound one and an inbound one. Both management and TSRs must have the requisite skill sets, training and flexibility to implement these distinct functions into a single, results-oriented goal.

Major issues to face include TSR training, database and list management, and managing the inbound component of the integrated campaign. TSRs must be cross-trained in both inbound and outbound aspects of a project so they understand both sides of the service being provided to the customer base. Be wary of frequent script and program changes and the testing of different offers; they will invariably complicate training matters.

As for data, the calling file must be tightly managed, and data records must be updated on a real-time basis. This will provide maximum customer service and help to avoid the embarrassment of making an outbound call to a prospect who has just called in. It is critical for inbound and outbound agents to be able to access updated records on a real-time basis.

Finally, there are the difficulties associated with inbound program management to consider, such as programming "smart agent" ACD groups; scheduling and staffing for peak volume days and hours; and maximizing agent utilization. If you can overcome these hurdles successfully, you will benefit greatly from an integrated program.

There is no question that integration of inbound and outbound service is the wave of the future, especially with recent improvements in call blending, database technology and call center management techniques. Cutting-edge call centers that create and implement these integrated solutions will enhance their sales and customer service opportunities.

Douglas E. Palley and S. Tien Wong are co-founders and principals of Unitel Corporation, an inbound, outbound and integrated teleservices company based in Maclean, Virginia. Unitel is the 1994 and 1995 recipient of Telemarketing(R) magazine's MVP Gold Quality Award for an integrated inbound/outbound campaign and Telemarketing(R) magazine's Rising Star award, with a ranking as the second fastest-growing telemarketing company in the "Developing" Category.

Analyze Before Integrating Telemarketing Efforts

Operating a call center is as much an art as it is a science. Predicting your call center's future call volume and planning for unexpected campaigns is very challenging and personally rewarding work. Integrating inbound and outbound calls, at least on the surface, appears to be the solution to improving the ongoing performance of a call center. Integration increases agent utilization and improves overall service levels.

The world "integration" however, is somewhat misleading. The primary focus of "inbound and outbound call integration" initiatives is to solve the peak-and-valley problem inbound call centers typically experience. Integration is not the solution for an outbound call center problem, however.

There are two basic problems an integration initiative directly addresses. First, the peak issue. In this case, service levels are decreasing below acceptable levels. For example, one might see a service level of 60 percent of inbound calls handled in 20 seconds, where the minimum level is 75 percent. At the same time, inbound agents are extremely productive. The solution? Offload the appropriate amount of "peak" calls to outbound agents. This should quickly bring the service level back to the minimum 75 percent, or slightly above.

The second problem integration addresses is the "inbound valley." Even with the best forecasting packages, there are times when inbound agents are not at acceptable productivity levels. In this case, service levels are being exceeded. For example, you might see a service level of 95 percent of inbound calls handled in 20 seconds, where the average service level requirement is 80 percent and the maximum is 90 percent. The objective is to provide inbound agents with additional work to improve their overall productivity. There is also room to concurrently decrease service levels. The integration solution here is to provide inbound agents with the ability to make outbound calls. Inbound calls would still take priority, but during idle time they can make outbound calls as well.

Technologies such as automatic call distributors (ACDs), predictive dialers, relational databases, client/server technologies and call center software make it appear straightforward to integrate inbound and outbound calls. Technically this may be true. However, from a business and human resource perspective, integrating inbound and outbound calls is only one of several solutions to the inbound peak-and-valley problem.

Besides integration, how can the suite of inbound agent and call statistics be optimized? Let's first examine the peak scenario in inbound call centers. Instead of integration, the peak problem can be solved by offloading the peak to an inbound overflow service agency. You could also engineer your call center to handle an average call volume, thereby minimizing the initial valley problem. You have now reduced your floor space, equipment and personnel requirements since you have optimized your inbound call center for an average call volume. Your peak-and-valley problem has been greatly reduced. If done correctly, you have also realized significant reduction in your overall operation cost and individual cost per call.

Another alternative is to ensure that all appropriate personnel involved in any way with inbound calls--including management, support staff, even marketing people--are trained on inbound call handling. Have them log on during peak times. Not only will this solve your inbound peak problem, but it will also provide these inbound team members with invaluable experience and information to make them more effective.

Last, be sure to conduct a human resource review prior to implementing any solution. You may find that the mix of full-time and part-time staff can use some tweaking, or that your agent forecasting tool could use an overhaul. There may even be certain supervisors who could be handling more initial calls during peak situations. In these cases, integration is clearly not the required solution.

Integration may be the right solution to your inbound peak-and-valley business problem. However, be sure to examine your business problem and all potential alternatives first. Focus your team. Great inbound customer assistance agents do not necessarily make great outbound telemarketing closures and vise versa. Instead, provide inbound customer assistance agents with outbound customer service calls and outbound telemarketing agents with inbound sale calls. Call center management will also appreciate the agent transaction focus. With a successful integration, the realized business benefits should be rewarding to all.

Murray Bookman is the call center practice leader for Brock Control Systems, Inc. Business Consulting Practice. Brock Control Systems, Inc. is headquartered in Atlanta, Georgia.

Carol Wingard is director of marketing for the OmniWorks(R) Division of Dallas-based SRX. She is responsible for developing the marketing strategy for SRX's OmniWorks integrated call center platform. Wingard has more than 18 years' marketing, sales and general management experience in the telecommunications and computer industries. SRX is a leader in providing integrated telecommunications products that use its open switching platform and computer-telephony integration technologies to deliver advanced call center systems, desktop telephony services and wireless voice communications products.

Copyright Technology Marketing Corporation Nov 1995
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