Risk management in a call center. All call-centers: prices, services, reviews, addresses. The average cost of a check for each type of service and clinic per month

Although it was not officially announced “from high tribunes” that another economic crisis had begun, it is already underway and gaining momentum. According to analysts' forecasts, by mid-2015 stagnation in many areas of the Russian economy will reach the level of the crisis year of 2008, and even in some sectors it will deepen even more.

Of course, this will affect the purchasing power of the Russian population, including the ability to use paid medical services.

You may object: “People get sick at all times, and sometimes even more in a crisis.”

“Yes, I agree with you,” but your potential clients become even more selective and economical.

"What to do?" - you ask? The answer is simple - do system marketing. medical center.

From my experience of working with numerous medical centers, I know that in most commercial medical centers, marketing clinics, as such, there is no dedicated line of activity in the medical center! There is not even a specialist who would systematically promote the services of a medical center, build work with an existing client base of a medical center / clinic, analyze the market and statistical data on the client base of honey. center.

How to build a systematic work to attract clients of the medical center, to retain existing clients? Looking for a qualified marketing specialist? But again, this is an additional cost of time and money, and it is not a fact that the specialist found will be good.

I recommend that the heads of medical centers and clinics, first of all, figure out for themselves what kind of marketing process a medical center / clinic is, what methods of promoting services should be used, how to work with an existing client base so that clients come again and again.

But the most important thing is to decide where your medical center is now, i.e. what acquisition channels you use, how they work, what is their conversion rate. How your administrators work to book clients for appointments, how doctors work to attract clients for follow-up appointments.

Here is what information every head of a medical center or clinic should have:

Determining the load of the clinic (planned and actual)

Determine the load of each cabinet:

- the number of all cabinets;

- the number of appointments in each office;

— the average cost of receiving a service in each office

- total planned revenue from one office;

— total revenue from all cabinets (ideal) load

Make this data in the form of a table - planned data for loading and actual data for today (for the last month / quarter).

Determine the loading percentage of your honey. center/clinic today from the planned.

2. Determine the conversion of calls and hits

Determine the average number of calls per day/month and the average number of appointments per day/month. Make a sample for the last three months.

Is it possible to determine the number of calls (visits) to the clinic and the number of appointments?

Determine the percentage of conversion of requests and calls (the ratio of the number of appointments to the number of calls)

3. Promotion channels and their conversion

Determine which channels for promoting services (Internet, TV advertising, newspapers, etc.) of the clinic you use today.

— How many calls and appointments for each promotion channel per month?

- Determine the conversion of each promotion channel.

4. The average cost of a check for each type of service and clinic per month

- Determine the average cost of the check (we divide the revenue by the number of patient appointments) by type of service and clinic per month.

5. Percentage of repeated requests

Search for clients. Cold calls

Search. How to collect a client base in a couple of days, the development of which will take at least a couple of months?
Handling incoming leads and calls.
Analysis of lead generation channels, optimization and launch of new ones.
Active search, formation and primary study of client bases.
Target activities.
Cold calls. How to get through the secretary in seven out of ten calls and make an appointment with the decision maker?
Preparing for cold calls - self-tuning. Client As business, Client as people.
Cold calling script concept. Business card tool.
Basic needs of decision makers.
Receptions and chips passing the secretary.
How to start a conversation with the decision maker so that they do not hang up.
Chips of working with excuses during cold calls (“There are suppliers”, “I don’t need anything”, “Send an offer”, etc.).
Methods for scheduling a meeting with the decision maker.

Call center management

Effective leadership models: tools for planning and analysis of work.
Fundamentals of the formation and organization of the work of groups of cameramen.
Fundamentals of building the structure of units in TM.
Forms of evaluation of the quality of work, analysis, planning of the work of employees.
Rules for effective communication.
Forms of material and non-material motivation of employees.
Forms of analysis and control of the work of employees.
Basic requirements for the selection of a TM employee.
Creation of a system and organization of employee training.
Forms of work with supervisors and operators.
Necessary documents regulating the work of employees.
Sales tools in TM: scripts, templates.
Normative and methodological base for the organization of work.

Telemarketing mentorship

Trainee effectiveness resources.
Workshop: Stages of maturity of the company.
Features of adult education in telemarketing: techniques for effective communication between a mentor and a trainee, qualities of a mentor.
Workshop: Contract for mentoring in telemarketing.
Practicum: Mentor skills: personal professionalism, effective leadership (planning, organization, motivation, control), leadership.
The mentoring model.
Explanation: organization of the trainee's work, setting goals and objectives.
Demonstration: personal example, demonstration of experience.
Practicum: observation of the work of the trainee.
Feedback with the trainee, reporting.

Business letters. Written communications. telephone etiquette

Business correspondence as a way of corporate communication.
Style and structure business letter.
Key principles for writing business letters.
Types of business letters
Code business correspondence. Templates and design standards.
Features of the language of business corporate correspondence.
Methods for constructing a business letter. Technology and business letters concept.
Common mistakes in the language and style of business correspondence.
Building relationships through business correspondence.
Psychological methods of influence in business correspondence.
Psychology of perception of a written appeal, how to make the right impression, attract and retain the attention of the addressee.
Business correspondence as a tool for achieving business goals.
Intra-corporate correspondence.
Business correspondence as an element of the company's image.
Features of business correspondence with foreign partners.
Standards and clichés of international correspondence.
Business etiquette of written communications.
Basic standards of professional telephone communication. business features telephone conversation. Basic requirements of etiquette for conducting. business telephone conversation. Telephone etiquette. Characteristics of "bad" and "good" voices. Preparation of a telephone conversation, composition. Method of "telephone smile".
The speed and rhythm of telephone communication, the manner of communication, emotions in communication. Pauses. Habitual expressions. Techniques for prompt response to incoming phone calls. Listening is an important part of telephone communication. Calls incoming and outgoing. Personal calls.
Troubled telephone conversations. Shortcomings in telephone communication, negatively affecting the image of the company. Mobile phone etiquette.
Practicum: Work with voice (intonation, timbre, rate of speech, articulation).
The culture of speech is the basis business communication. Basic requirements for the culture of speech. Rules oral speech. Forms of courtesy.
Types of appeals, final words. How to avoid negligence and formality. Accounting for the official status, the specifics of the addressee's business in telephone communication (VIP - status, permanent partner, good friend, etc.). Etiquette speech situations: congratulations, greetings, invitations, apologies, image. Techniques for effective presentation of information.
Psychological features of establishing contact with a partner. "I-approach" and "You-approach" are the basic rules for the implementation of the "You-approach" and the creation of "You-messages". Receptions of "attachment" to the addressee. How to create a positive tone of conversation. How to communicate negative information in a positive way. Speech standards for conducting a business conversation on the phone. The art of the compliment. Socialite talk. Forbidden topics for small talk.
digital etiquette. Communication using digital tools: Internet, intranet, instant messengers, social networks.

Lie recognition. Negotiating Power

What is a lie. Why do people cheat. Forms and types of lies. The indicative fade point is the point at which the deception begins.
The frequency and depth of breathing, swallowing, the intensity of sweating and other manifestations of the autonomic nervous system, which must be taken into account to determine the truth.
Mimic signs of deception. Microexpressions.
Signs of falsification of emotions. Using a simulator program to determine emotions.
Body language (poses, gestures, location in space) and its interpretation.
Verbal (verbal) signs of deception, speech patterns.
Individual differences to be taken into account when recognizing lies.
The basic line of human behavior and deviations from it.
Differences in lie detection methods depending on when the interlocutor knows / does not know that he is a suspect.
Designing targeted questions to test hypotheses.
Lie detection in a telephone conversation. Lie detection by written text. Mistakes and precautions in detecting lies.
Analysis of video and photo materials of speeches famous people(politicians and TV journalists, artists).
Rules for conducting a conversation, survey. Sequence of questions, points of interest and other methods of adjustment to the interlocutor.
Algorithm for improving the skill of diagnosing lies.

The program contains the following questions:

You will receive answers to practical questions:
- How to establish interaction between the call center and other departments of the company?
- What are the features of selection, training and motivation of call-center employees?
- How to start developing customer service standards?
- What is needed for effective monitoring/control of the work of the department?
- How to implement technical support for employees?
- How is the result of a call center measured?

1. Customer focus as the basis of the call center.
- Priority areas in the work of the call center: service, costs, client. Formation of a list of possible and necessary tasks of the call center.
- Methods for determining the optimal level of service. How to meet customer requirements and avoid redundancy.
- Possible service level indicators. How do you know what matters to your client? Development of corporate customer service standards.
- Development of a call-center model: procedures and processes that determine the work of the call-center. Development of regulations for the interaction of the call center with other divisions of the company. Examples of writing a call center mission.

2. Operational management of the call center.
- Operational planning: load and volume forecast necessary resources, budgeting, staff placement, scheduling, task setting.
- Ways to implement customer relationship marketing. Marketing events.
- Evaluation of employees: procedure and criteria for evaluating the effectiveness of operators.
- Possible performance indicators of the department. Preparation of reports on the work of the call center.
- Every day is a shock: ways to achieve planned targets.

3. Control and management of service quality.
- Monitoring the execution of routine procedures and instructions by call-center operators.
- Monitoring customer requests. Feedback analysis methods.
- Control of the sufficiency of connecting lines, the number of jobs; maintenance of the hardware-software complex.
- Compelling work. Organization of events aimed at improving the quality of customer service.

4. Efficient Management call center staff.
- An employee as an internal client: the advantages of the approach and how to implement it.
- The image of the leader: the leader as an expert, coach and mentor.
- Recruitment of employees: professional and personal competencies operator, a strategy for creating an effective team.
- Staff turnover. Ways to reduce and A complex approach to solve the problem of fluidity. Creative opportunities in the profession as a way to retain employees.
- Motivation that motivates. material and non-material motivation: mutually beneficial balance. Operator self-motivation. Examples of effective motivation systems. New approaches to the practical application of motivation theories.
- Building a training system in the call-center. Features of training operators. Teaching with passion: causes of failures and demotivation in learning. Learning through the lens of needs and outcomes. Features of learning to work with voice, examples of exercises.
- Corporate culture: we use the values and goals of the enterprise to increase employee loyalty, the benefits and ways to create a personality-oriented corporate culture.
- Stress management in the work of the head of the call center. The role of the leader in creating a favorable working atmosphere. Conflict management in the department.

5. Making the call center successful.
- Incoming calls. Great transformations: how to make a seller an operator on incoming calls? Ways to increase conversion.
- Outgoing and cold calls:
creating a positive attitude of call-center employees to cold calls;
features of staff selection, training and coaching;
sales conversion - norms, statistics, methods of analysis and improvement.
- Rules for creating text for an effective telephone conversation. Examples of successful scenarios/scripts.
- Outsourcing or own call center? Options for organizing and promoting a call center.

6. Modern technologies in the work of the call center.
- Technical support employees. Interaction with the IT department.
- Organization and support of an internal reference and information resource. Formation of databases of subscribers.
- Novelties in the field technical support and IT solutions for the call center.
- Schemes for receiving and routing calls. Writing a call handling script.
- Methods for managing the workload of employees and evaluating their work using hardware and software.

7. The role and place of the call-center in the company.
- The desire to be heard: the call center as a center for receiving and processing feedback.
- Internal client: managing the attitude towards the work of the call center within the company.

8. Round table. Discussion, analysis of complex practical situations, exchange of experience.

9. Visiting a modern call-center, equipped according to European standards.

During the seminar, active methods of work are used: group discussions, business games and case analysis.

Seminar participants can send their questions by e-mail [email protected] site marked "Code 18956,"Effective Call/Contact Center Management".

For seminar participants:
training under the program with the issuance of a Certificate;
collection of information and reference materials;
excursion program;
daily lunches.

Oleg Zeldin , Marina Bolshakova, companyApex Berg contact center consulting

In this period of time, we are seeing an active growth of the call-center market in Russia. This phenomenon affects many aspects of the activity modern companies- relationships with customers, suppliers, channels of access (or communications), internal interactions and, of course, relationships with employees. It is about the employees working in the call center that will be discussed in this article.

The largest group of call center employees are operators. The specifics of the work of the SS operator implies a rather high workload, strict discipline and high regulation of activities. In addition, the work of a telephone operator involves communication through one of the three channels of perception - auditory. These features leave an imprint both on the requirements for candidates for a vacancy and on further work with employees.

Due to the fact that the profession of a call-center operator is not prestigious, popular and highly paid in Russia, employees come to work who are not sufficiently trained both in terms of necessary knowledge and skills, as well as in terms of coping skills encountered in the work of telephone service professionals. This leads to a fairly high turnover rate.

The unmanaged rotation process involves, firstly, additional costs for attracting and selecting new employees; secondly, time and costs for training call-center operators in the specifics of work, products and services of the company; thirdly, the level of quality of work of new employees at first is lower than that of experienced ones; fourthly, a decrease in the level of service due to a lack of employees.

We propose to subdivide rotation into four types with different causes, consequences and management methods.

Forced rotation - dismissal own will call center employee.
Managed rotation -
a. Internal promotion in the company
b. Dismissal due to unsatisfactory work (initiator - employer)
c. Dismissal in connection with the completion of the project (typical for short-term projects involving additional recruitment)
d. Downsizing (for example, when restructuring a company or a call center)
External rotation - the departure of an employee from the company
Internal rotation - the transfer of an employee within the company

All four of these types involve different aspects of management.

Table 1.

For an outsourcing call center, it is useful to track - instead of external and internal rotation - the rotation of temporary and permanent staff. In outsourcing, a pronounced project activity, which involves the selection of personnel for the project, i.e. for a certain time or for a part-time job. At the same time, there are permanent operators, so in order to obtain correct indicators of the rotation coefficient, we recommend separating these two categories.

To assess the level of rotation, the rotation coefficient is used, which is calculated by following formula:

where N - counter of the month number from the beginning of the countdown
TR – rotation rate (Turnover Rate)
RRM - the number of employees who left the positions of operators during the month. (Redundant Rate of Month)
ANA - the average number of working agents in the call center per month. Every Monday, the number of operators working in the CC is determined (operators of all shifts). On the last working day of the month, the arithmetic average of the indicators for each week is determined.
M - the number of months that have passed since the beginning of the reference point (usually they start from January, but you can take, for example, the month the work of the CC began - count on this basis until the end of the year, and then start from January).

Table 2.

Month	RRM	ANA
October 2006	1	7
November 2006	1	12
December 2006	1	15
Total/Average	3 - total	11.33 - average
TR	*(3/11,33)(12/3)100=105,91%*

The most valuable picture is given not by the absolute level of rotation in the call center (this is especially true for call centers that are just being created), but by the trends in the change in the rotation coefficient.

First, it is important to identify seasonal trends. This is necessary for planning the recruitment process in the future.

Secondly, it is necessary to track trends in the change in the rotation coefficient over time in order to make the right management decisions regarding the correctness of building the process of working with personnel.

For analysis, it is recommended to isolate rotation coefficients by different types - and track trends not only by overall coefficient, but also each of its components. To do this, it is necessary to keep records of operators who stop working by rotation types.

External - forced rotation
External - controlled rotation
Internal - forced rotation
Internal - managed rotation

To calculate the corresponding coefficients, the same formula is applied, only the values according to the types of rotation are substituted as the value of the departed agents (RRM).

A high degree of staff rotation is " chronic illness» companies with inadequate pay, incomprehensible promotion within the company, unclear structure, and an uncomfortable culture for staff. Finding out the reasons for this factor requires consideration of the following questions:

Spend comparative analysis pay your people with pay in similar companies
Receive Periodically feedback from operators, by conducting research on their relationship to the company
Review the induction program and initial training for call center operators, or implement it if it is not already in place.
Conduct and analyze exit interviews.

Like any phenomenon, staff rotation in a call center has not only negative, but also positive aspects. It is important to take this into account when analyzing the situation when deciding on the proposed measures. Next, let's take a closer look at the two sides of the coin called "rotation".

As already mentioned, the negative effect arises primarily from the forced rotation. In this case, both an increase in unplanned costs of the call center and a decrease in the quality and productivity of work occur.

Forced rotation results in:

increased costs of severance payments;
an increase in administrative costs associated with the dismissal process;
increase in costs associated with attracting, training and adapting new personnel;
increased costs to pay for the processing of existing operators;
decrease in profits due to a decrease in the productivity of the SS;
loss of customers due to a decrease in the quality of the work of the SS.

On the other hand, personnel rotation is an additional opportunity for renewal and development. The following can be distinguished positive sides controlled rotation of Call Center agents.

Getting rid of negligent employees, maintaining a healthy moral climate.
The emergence of employees with new, necessary skills.
Fresh blood, creativity, innovation.
Reduced long-term labor costs.
Promotion of employees within the company.

Before acceptance management decisions associated with the process of staff rotation, it is desirable to compare the losses and benefits that accompany the process of rotation, namely:

costs associated with rotation compared with costs associated with retention (increase in salaries, programs to increase motivation);
compare the balance of experienced (respectively, highly paid) operators and newcomers.
As a rule, turnover is higher among low-paid employees. But on the other hand, there are fewer expenses for low-paid staff. We must find a compromise;
compare the costs of attracting qualified specialists with the costs of retaining and training existing ones;
depending on the state of the labor market in your area, attracting specialists from outside - professionals can be more expensive than training existing ones. Or vice versa…

You will have fewer problems with unmanaged rotation if the recruitment process is well organized. The selection of the right and suitable people is an important part of the personnel management system.

The retention of operators depends on many factors present both inside and outside the CC. Things like competitive pay, incentives, and an overall positive SS culture go a long way.

SS leadership - management style, authority among staff.
Equipment and furnishings inside the SS (internal infrastructure).
When planning a CC facility, be sure to include a place for operators to eat and rest - the absence of this will significantly reduce the desire to work in your company for a long time.
The total number of personnel, which allows you to keep the load on each operator at an acceptable level.
The load on operators is quite high. Try to ensure that there are enough staff so that people have the opportunity to take 10-minute breaks every hour of work.
Incentive and incentive programs – both financial and non-financial
Understanding by operators of their contribution to the common cause, their importance to the company and the principles of operation of the system of which they are a part.

As mentioned earlier, to some extent, the change of camera staff is necessary for the company. Managers must find the right balance between the cost of retaining and the cost of acquiring and training new employees. At the same time, the uncontrollability of the process or an increase in the rotation coefficient leads more likely to negative consequences. The entire described process is only a small part of the company's activities in the field of call center personnel management.

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If your call center is still at the design stage, then in the intervals between communication with vendors and the purchase of equipment, most likely you are thinking - how to steer all these? Those readers who are already managing their platform are probably asking themselves the question - am I doing everything right and how effective is the organizational structure for managing the contact center ... It is interesting that there is a third type of leaders who have excess profits contracts with “fat” clients on the table and they don’t give a damn about how competently their organizational structure is created. The latter can be understood, let's leave them resting on their laurels, and consider a typical correctly organized system management in the call center.

call center operator group

There are businesses about computers, about cars or construction, a call center is always a business about people. Operators - that's what everything rests on, they make up the main group of personnel and the main costs in accounting. Among them there should always be a senior operator, a kind of site foreman. In terms of operator seating, each row should have a senior operator. Row - at least 6 people. If there is no senior operator in each row, a situation is possible when walking begins in the operator's room.

In outsourcing call centers, this is especially true, since there are many projects and the operator, before turning to the supervisor for help, may find out his question from the senior operator. To reduce traffic to the maximum, you need to organize a system of corporate chats.

One supervisor of the contact center in the cell should contain no more than 12-15 agents.

Supervisors incall center

The direct superiors for operators are supervisors. These people experience no less burden of responsibility than operators and are divided into 2 types - those who are not working on the line and "callers". The former are engaged in the supervision of operators, quality control and line load regulation, the latter combine all this with calls.

If the call center is outsourced it is possible that working relationships with customers are added to the duties of the supervisor.

Business coaches

In the structure of the call center, business trainers and the training department are like the clergy in the state, a special caste, partly horizontally integrated into the work process. In in-house contact centers, business trainers train new employees, develop telephone service and sales skills for established agents, and monitor the quality of agents' speech. A trainer in a call center is like a shaman in a tribe, like a judge in a police state, like an old man in a village.

In outsourcing call centers, a business coach is involved at all stages of project preparation, during its implementation and quality control of work. Often, trainers are involved in the process of writing scripts and optimizing call center performance indicators.

IT department in a call center

Maybe these bearded and not very guys look like gray mice, scurrying between computers in the working room, they themselves understand, thanks to whom thousands of calls flow and flow out of the operators' headphones. IT specialists in the call center report to all levels, while they have an immediate supervisor - the head of the call center.

Personnel management incall center (HR department)

The second most intense and stressful process in the call center after working with calls is staff turnover. Operators for personnel officers - like telephone traffic, there is incoming and outgoing. The first is passed through a questionnaire and a further interview, the second through vacation sheets and resignations. HR officers report to the head of the call center, as well as project managers, who periodically have a “sharp” need for people, especially in the outsourcing business.

Project managers in outsourcing call centers

For highly loaded outsourcing systems, the use of project managers is relevant. This approach allows you to free supervisors and significantly improve the quality of customer service. Do not forget that supervisors are former operators, and it is better to communicate with the customer to the manager, who is able not only to competently organize the interaction process, but also periodically increase the average check by offering additional. services.

Sales department in an outsourced call center

In practice, the sales department of outsourcers is, most often, experienced operators in the hall or the head of the call center. In large structures with an operator room of more than 100-200 seats, there is usually a development manager who reports directly to the head. The more CC, the more subordinates the development manager has.

The fact of the existence of accounting in the call center makes no sense even to describe. Sometimes instead of it there is an outsourcing structure, in any case it does not affect the processes in the organizational structure and is organized conservatively.

Today among organizational structures There are both linear functional and even matrix forms of management. There is no universal solution, especially in the field of outsourcing, since all customers are different and the tasks to be solved are very different. The in-house environment is more and more conservative, and here the character of linearity in the work of managers sometimes prevails.

Already organized your outsourcing project? Think about safety, found everywhere, we ask all market participants to be careful in business.