Bottom-line Call Center Management: Creating a Culture of Accountability and Excellent Customer Service

Front Cover
Routledge, 2004 - Business & Economics - 179 pages
0 Reviews
'Bottom-Line Call Center Management breaks new ground by addressing key skills and techniques in assessing and implementing effective management practices to maximize the human and capital resources at the call center manager's disposal. Drawing on the author's unique data sets and years of research experience in the industry, 'Bottom-Line Call Center Management' helps call center managers evaluate their current status, implement cost-effective changes, and measure results of their changes to ensure a culture of accountability within the call center at all levels increasing the bottom line.

The processes include an evaluation of current customer service representatives, defining, delimiting and assessing the labor shed of the center, and exploring the customer service representative's unique skills and leveraging those skills into a unique and dynamic work environment. Likewise, the process also determines the learning skills and competencies necessary to meet and exceed the basic requirements for all call centers. Furthermore, each step has a pre, in-process, and post evaluation to ensure projects are progressing according to plan. Lastly, all evaluations are measured against the bottom line through a return on investment (ROI) model.

The framework for this book uses the culture of call centers, defined and lived through the customer service representatives, as the lens to view all processes, measurements, accountability and return on investment. This framework is critical since there has been much emphasis on technology-as-a-solution which treats the employees as a hindrance instead of the enablers of positive change. Likewise, customer service representatives eventually act as strong determinants of success with the call center and thus the bottom line.

*The only book to focus on accountability in call center management within a framework of progressive management and HR practices
*Draws on the author's unique data sets about best practices in call center management
*Step-by-step processes to assess, implement, and measure the ROI of effective management practices, with pre-, in-process, and post-evaluation built in

What people are saying - Write a review

We haven't found any reviews in the usual places.


Chapter 1 Culture
Chapter 2 Accountability
Chapter 3 Location Location Location
Chapter 4 Hiring
Chapter 5 Your Reps
Chapter 6 Pay Benefits and the Dreaded Labor Unions
Chapter 7 The People and the Technology
Chapter 8 Return on Investment ROI
Chapter 9 ROI Case Study at Happy Airways
Chapter 10 From the Present to the Future
About the Author

Other editions - View all

Common terms and phrases

About the author (2004)

David L. Butler, Ph.D., is President of Butler and Associates, a research and consulting company focused on the global call center industry. Butler conducts research on site location, labor availability and needs, training, turnover, and business culture within organizations. He helps call centers to develop, implement and incorporate a culture of accountability to produce high levels of measurable production and low levels of turnover. Butler is also an assistant professor in the Department of Economic Development at the University of Southern Mississippi.

Bibliographic information