![]() CCTS is presently working with the inbound reps, rolling out a customized version of our Superior Service program, called "World Class Member Care." This case study is about Buckeye's small outbound group. Buckeye Health Planīuckeye Health Plan, part of Centene Insurance, is an Ohio-based Medicaid/Medicare health insurance provider, with a 150-seat member service center. They always felt like part of the success. Many of the reps claimed the biggest positive change was the new approach to consistent, daily floor-coaching. In addition, the company’s employee attrition decreased and employee satisfaction increased. These record results occured despite the average product and bundle price decreasing and no increases in advertising over the duration of the initiative. ![]() Four years later, sales eclipsed $1.4 billion. When the initiative started, the IB service organization was posting $700 million in annual sales. Over a period of three and a half years, sales grew consistently. Live coaching on the center floor was new to the sites.Senior leadership at each site established and managed a “Power Hour” for every supervisor (view Power Hour video).All supervisors participated in the Call Center Floor Management program.Some classes were trained by CCTS instructors, but certified company instructors trained the majority of the agents across the enterprise.The CCTS team certified trainers at each site.Implementation took about seven months.All agents at all centers received the training.Training Provided by Call Center Training SolutionsĬCTS built a fully-customized, service-to-sales version of its Telephone Sales Master Inbound and Superior Service programs, calling it "Directional Selling." Improving the supervisors' coaching presence on the center floor was also a critical element, if any long-term sustainability was going to occur. The initial challenge was to convince agents and leadership that effective cross-selling and up-selling was actually good for the customer and would net better quality scores (most customers appreciate the information about other products when it is provided in a customer-friendly way).Senior call center leaders were concerned that cross-selling would reduce quality scores (the misconception that selling attempts offend most customers).Cross-selling was encouraged but not effectively managed at most centers.Despite having high quality targets at the start of our work, there were large gaps between expectations and results.Sprint's goal was to mature its service/sales organization, grow revenue through this inbound channel, create consistent (and higher) results, and reduce employee attrition. Telecom company that provides all telecom, wireless and TV products to consumers from 25+ call centers. We can discuss your specific goals and challenges, and propose a plan of action for you. If you would like to create a success story similar to the ones below, give us a call today - 95. Our clients have had many great success stories, employing the tools and training we have provided. ![]()
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