Bank call centers need strong infrastructure.
Nearly a quarter of the respondents (23%) rated their call center as leading edge, giving their banks the highest possible rating in regard to quality of service, sales, personnel, and technology. But 62% of the bankers continue to view the call center as a cost center instead of a profit center (14%). Only 24% of respondents regard the call center as a competitive advantage.
The study also reveals that a majority of banks are not using their resources to provide adequate training for call-center managers, track customer satisfaction, or measure dimensions associated with call centers as profit centers or competitive advantages. Only about one-third of respondents offer call-monitor, sales-management, or leadership-skills training. Yet, the report reveals that call-center managers are concerned most about personnel-related issues. The majority cited hiring (79%), retaining quality people (76%), providing adequate training (78%), and improving team performance (59%) as their most important concerns. The report showed a large gap between what banks expected in terms of customer retention (65%) and what they actually realized (18%).
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|Title Annotation:||Industry Trend or Event|
|Comment:||Bank call centers need strong infrastructure.(Industry Trend or Event)|
|Date:||Mar 1, 2000|
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