POSITIVELY IMPACT YOUR CUSTOMERS , AGENTS , EFFICIENCY AND BRAND .
BY KATHLEEN M . PETERSON , POWERHOUSE CONSULTING , INC
“ ONE AND DONE ” IS ONE OF MANY MONIKERS USED TO IDENTIFY THE IMPORTANCE OF
MEETING AND COMPLETING THE
CUSTOMER ’ S OBJECTIVE ON THE
FIRST CONTACT .
12 CONTACT CENTER PIPELINE
Agents might be resolving a chat , email , or phone inquiry ; the channel is irrelevant to the One and Done objective . Consumers appreciate it when issues are resolved the first time they contact a service provider . Sadly , far too often organizations are not structured to support One and Done . This puts the Customer Experience , company brand , margins , and market share at risk .
When customers must repeatedly follow up for status on orders , loans , returns , trades , appointments , etc ., it represents a “ load ” that could be avoided if the first contact was One and Done .
The inefficiency and cost of handling contacts repeatedly is often blurred because Contact Center leaders are focused on other metrics . Among the challenges with metric focus is the assumption that all volume is valid , has value , and must be treated in a certain way . The fact is that repeat calls create additional costs while simultaneously negatively impacting the Customer Experience .
I once worked with a client with an organizational framework that demonstrated the company ’ s commitment to One and Done . This framework created a model that would ultimately impact not only the Contact Center ’ s One and Done capabilities but also improve cross-functional relationships , processes , procedures , and customer communication . The result was a stronger , more positive culture in the Contact Center and improved morale and team collaboration . Here are a few highlights .