Number of porblems solved vs. number of calls handled

Implementation of balanced scorecard is sometimes a lengthy and complex process.  The key problem is that balanced scorecard is often viewed as a universal tool which solves all problems in business.  Very often top managers and business owners confuse Balanced Scorecard, as a strategic management tool, with the strategy itself.  No program and no business management solution can offer a strategy.  Balanced Scorecard can only help communicate strategic and operational management and transfer strategy into action.  But without a valid strategy Balanced Scorecard becomes a pile of useless charts, graphs and tables.  Development of a strategy is the most important initial step in BSC implementation.  Balanced scorecard without a strategy is like the house without foundation.

What is more important? Handled calls quantity or number of problems solved?

What is more important? Handled calls quantity or number of problems solved?

When we’re talking about implementation of balanced scorecard in call centers and customer support services it is imperative to take into account peculiarities in the work of these business units.  Most often call centers and customer support services operators are those front line employees who directly contact with customers.  So, these people are aware of customer needs and problems.  When a customer calls support service he forms his judgment of the company based on conversation with the operator.  The goal of any company is to turn customers into regular customers.  So, if a person has some questions about purchased a product or service he talks with the call center operator.  After successful conversation (first resolution call) such a customer is more likely to become loyal to the company.

How call center contributes to company profitability

How call center contributes to company profitability

At the same time, in order to make work of a call center effective it is imperative to set the right goals and each and use the right measures.  Who is an efficient operator and who is not?  Is it the kind of operator who can handle the maximum amount of calls per hour?  Or is it the one who manage to solve the greatest number of problems per certain period of time?  Well, everything depends on the strategy.  But as a rule, the second measure is the most important.  Call center operators should answer questions and solve problems.  There is no sense in a conversation if customer fails to achieve desired result.  That’s why, when implementing balanced scorecard it is necessary to introduce special bonus system for high performing operators who manage to solve customers’ problems using their knowledge and experience.  For example, in sales call centers operators should make as many sales attempts as possible and be rewarded for that.

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