DEVELOP AN ACTION PLAN THAT OUTLINES WHAT CHANGES WILL BE MADE , THE IMPLEMENTATION TIMELINE , AND RESPONSIBLE PARTIES .
7 . FEASIBILITY AND TESTING
• Consider the feasibility of implementing changes based on your resources , technology , and capabilities .
• Evaluate the cost-benefit analysis of addressing specific feedback .
• Test and validate proposed changes before full-scale implementation by running pilots .
• Gather feedback from a subset of customers or a controlled environment to fine-tune your approach .
8 . CREATING AN ACTION PLAN AND COMMUNICATION
• Develop an action plan that outlines what changes will be made , the implementation timeline , and responsible parties .
• Express gratitude to customers for their feedback and ensure open communication regarding changes .
• Be transparent about timelines and anticipated outcomes to manage expectations .
DEVELOP AN ACTION PLAN THAT OUTLINES WHAT CHANGES WILL BE MADE , THE IMPLEMENTATION TIMELINE , AND RESPONSIBLE PARTIES .
9 . MONITORING , ADJUSTING , AND DOCUMENTATION
• Continuously monitor the impact of the implemented changes .
• Use key performance indicators ( KPIs ) to assess whether the desired results have been achieved .
HOW FEEDBACK MAKES THE DIFFERENCE
During my tenure at a previous call center , I was frequently privileged to receive invaluable feedback from my team of agents .
This feedback revolved around the challenges callers faced while attempting to navigate the complexities of the company ' s reward program . It offered members rewards for specific health activities , such as completing annual visits .
However , there were a few hoops to jump through ; members were confined to a limited selection of brands and stores where they could redeem these rewards .
This restriction led to increased call handle times , as callers found themselves in the awkward position of needing to dial our number while standing amidst store shelves , reciting items like toilet paper brands and sizes .
Subsequently , the burden fell upon our agent ' s shoulders to painstakingly sift through an extensive list to determine whether these items were eligible for purchase using the accrued rewards .
I recognized the need for change and took the opportunity during our weekly touchpoint meetings to discuss this matter with my manager . I highlighted the frustration experienced by our members , who found themselves stranded in stores , utilizing their limited calling minutes in a frustrating backand-forth with our customer service representatives .
The primary bone of contention ? The challenging process of identifying which items qualified for redemption with their hard-earned rewards .
The leadership team took my concerns to heart , and during our discussion , I referenced a particularly poignant call I had monitored .
In this instance , a caller , exasperated and standing within the confines of a Dollar General store , found themselves reading a laundry list of paper towel brands and sizes on the store ' s shelves .
Regrettably , the agent on the line , through no fault of their own , lacked the means to recommend suitable brands due to the lack of sorting options based on the store . The 13-minute call showed the importance of addressing the pain point soon .
A few weeks later , we received an email stating the company was adjusting its reward program , where members could use their rewards to purchase any item in specific stores , except for alcohol and tobacco products . When the email came , I thanked each agent who shared their feedback .
• Be prepared to adjust based on ongoing customer feedback and performance data .
• Document the entire process , including learning opportunities .
Suppose you ' re not convinced to buy into VoC yet . In that case , companies that employ it enjoy 55 % greater customer retention rates , an average 23 % decrease in year-over-year customer service costs , and an increasing year-over-year increase in annual company revenue . You can review these data points and others in this article .
46 CONTACT CENTER PIPELINE