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Call Contact Centre Guidelines

August 2001

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Table of Contents Table of Contents

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1 Introduction Introduction
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1 Introduction
1.1 Purpose of the Call & Contact Centre Guidelines

1.1 Purpose of the Call & Contact Centre Guidelines

practice in Call & Contact Centres.

The purpose of the Call & Contact Centre Guidelines is to promote higher standards of good business

2 Guidelines
2.1 2.2 Existing ADMA Standards Operational Issues 2.2.1 2.3 Management of Inbound Contacts

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From a client standpoint, the guidelines deal with a variety of issues that should be considered when

choosing a contact centre. In this way, they provide a useful tool in comparing and evaluating prospective suppliers.

For Call & Contact Centres, they establish a framework against which to benchmark their service offerings and differentiate them in the marketplace. It should be noted that Members operate and utilise Call & Contact Centres for a variety of purposes, consequently, there cannot be a simple one size fits all approach. For example, organisations may promote themselves as meeting ISO standards for which the cost of services may be higher, but a client may not wish to pay the extra for the service. The focus of these guidelines is on the marketing aspects of a contact centre, including both inbound and outbound activities. In addition to the traditional telephone-based customer interactions, the guidelines cover all multi-channel customers. Please note that this document will be updated from time

Use of Technology 2.3.1 2.3.2 2.3.3 Outbound Contact (Use of Predictive Diallers) CND, CLI and CTI Technology ADADs (Automatic Dialling Announcing Devices)

2.4 2.5 2.6 2.7 2.8 2.9 2.10 2.11 2.12

Processes Authenticating the Callers Identity Call Recording and Monitoring Use of Scripting Agent Training Outsource Contracts Implications of Foreign Privacy Data Protection Laws Implications of Providing Service to Foreign Countries International DMAs

to time to incorporate any changes in-line with industry advancements in Call & Contact Centres operations.

Acknowledgements:
ADMA would like to thank Tier Technologies for their support in developing the Call & Contact Centre Guidelines, along with Bristow & Prentice Response Advertising for the production of artwork and Mockridge Bulmer for all film and print production.

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3 The Call Centre Council

Mission Statement ADMA Membership Glossary of Terms Reference Sites

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2 Guidelines Guidelines

2.2 Operational Issues

These guidelines acknowledge that Members offer different levels of technology in their Call & Contact

Centre operations. Should Members offer the technology as listed below, the following is recommended:

2.1 Existing ADMA Standards

A number of critical aspects of Call & Contact Centre operations have been adequately covered by ADMA. Therefore, it is recommended that Members refer to the following documents in conjunction with these Call & Contact Centre guidelines. The ADMA Code of Practice regarding: Fair conduct relevant to Telemarketing in Section C
http://www.adma.com.au/information/codeOfPractice.htm#question05

2.2.1 Management of Inbound Contacts

Managing response, both initial (answer) and final (completion)

Inbound queues may be set up to allow for consistent and appropriate servicing of customer

contacts according to specific campaign requirements and members overall operating strategies. Characteristics of the queues should include, where technology is available, the following:

Be configured to allow for easy identification and reporting of specific campaign activity

Fair conduct relevant to Consumer Data Protection in Section E of the Privacy Principles ADMAs On-line Marketing Guidelines regarding: E-mail Marketing http://www.adma.com.au/information/marketingGuidelines.htm The means of Opting Out

Be set up to ensure that each new call into a queue is treated on a first in first out basis

If some form of automated attendant (inc. IVR) is used, there is need to be able to measure
time to live agent answer as appropriate

Queue Management
Queues may be managed to ensure a consistent level of service is supplied to inbound contacts. Key aspects of queue management should, where technology is available, include or be considerate of the following:

The ability to manage routing and prioritisation of calls on a real time basis The ability to measure progress of calls through the queue and total duration of time spent queuing
for each customer contact

The establishment of measurable standards of performance and reporting to allow for the effective
management of the queue

Queue Messaging
Queue messaging should be set up to provide customers with information that assists them to

understand the progress of their call through the Members queuing system. Key areas of consideration for queue messaging that Members should provide for callers, where technology is available, are:

No dead air, or when a call is on hold in queue, customers either hear music or some form
of recorded announcement

Messaging to advise progress of the call through the queue or to reassure the caller that their call
will be answered

For lengthy delays alternative contact options should be considered and offered to callers either
at the beginning of the call or at key points during the calls progress

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Setting standards and measuring performance

A range of key performance indicators (KPIs) that track Call & Contact Centre activity should be agreed, stated and where relevant communicated to staff. KPIs could include some if not all of the following:

There are four major steps to the Call and Resource Management process:
1) Forecasting

Service level Percent abandoned Adherence to schedule Average speed of answer Average handle time
Performance to KPIs should be measured at regular intervals to enable the identification of potential areas for improvement.

The purpose of forecasting is to accurately predict the number of calls for each day, as well as the spread of this call volume over the half-hour increments during the day.

2) Creating the roster of schedules

levels to mirror the call volume fluctuations, on a half-hour by half-hour basis.

The objective in creating the roster of schedules is to determine the most efficient way for staffing

3) Assigning staff to individual schedules

The purpose of assigning customer service representatives (CSRs) to individual schedules is to make certain that each schedule is filled. The intention is also to enable CSRs, to the extent possible,

to work the schedule which will best meet their needs, with the understanding that the schedules will be determined based on business requirements.

Hours of access and after hours contact

Members should clearly communicate to their customers the hours of operation during which time calls will be answered. Clear procedures for making contact with the Call & Contact Centre during periods outside these hours of operation should also be communicated to customers, for example by playing a recorded announcement stating the business hours followed by a recommendation to: a) Leave a message after the beep for a call back during business hours

4) Monitoring the staff adherence to their individual schedules

The purpose of monitoring adherence is to make sure that staff are complying with their schedules to assist in the Call & Contact Centre meeting its objectives to its customers, shareholders and employees.

Handling avalanche calling

b) Please call back during business hours Members should maintain a clearly documented and tested procedure for handling unexpected call volumes. The procedures need to be clearly communicated to the management team, as they will be

Call and Resource Management

The objectives for establishing a standardised Call and Resource Management Process are to: a) Deliver the targeted level of service for customers / clients b) Provide a staffing control mechanism to ensure that the labour productivity levels are properly maintained to contain costs in line with business initiatives

responsible for instigating the procedures when required.

Disaster Recovery Plan (DRP) / Business Continuity

Members should provide contingencies in the following situations:

Bomb threats Network / Technology failures Site evacuations

c) Complete long range capacity planning so that action plans can be prepared for upcoming changes and take the proper steps to prevent problems from occurring

d) Reduce expenses by efficiently scheduling staff e) Schedule time for the ongoing, cost-effective development of contact centre staff f) Conduct statistical benchmarking between functional groups and teams to encourage strong performance and the spread of best practice

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2.3 Use of Technology

2.3.1 Outbound Contact (Use of Predictive Diallers)
The following are recommendations for the use of Predictive Diallers for direct marketing.

2.4 Processes
documented and communicated to relevant staff. Processes may include:

To ensure smooth Call & Contact Centre operations on a daily basis, key processes should be appropriately

If a live operator is not available to take a call generated by the dialler, it should abandon the call and
release the line in not more than one second

Call and After Call Processes Escalation Processes Business Continuity Procedures Complaints Handling Processes Reporting

The recommended time limit for a dialler to hold on to a call to allow sufficient time for a customer to
pick up is 12 seconds, which equates to about 4 rings

Repeated hang-ups of calls to a prospect should be reduced through maintaining abandon rates of 5%
or less of total outbound attempts made

Other processes that may be considered are:

2.3.2 CND, CLI and CTI Technology

The use of Calling Number Display (CND) and Computer Telephony Integration (CTI) technology means that agents have access to information about a customer that may include sensitive personal information. To protect Members, corporate policies should contain guidelines on the use of customer information by personnel handling such information. For outbound calling, Members should supply a CND that allows contacted customers to contact a Members centre should the customer wish to inquire into the nature of the call. Members can refer to the ACIF guidelines on this issue. The ACIF has published standards or guidelines for organisations using CND
1 information and the use of CND.

Quality Assurance Processes (benchmarking) Quality Monitoring Occupational Health and Safety (OHS) Continuous Improvement

2.5 Authenticating the Callers Identity

Ensuring a secure caller authentication process is essential for protecting the release of customer information on request. It is recommended that the authentication process be based on a combination

2.3.3 ADADs (Automatic Dialling Announcing Devices) The use of outbound automatic calling units to deliver pre-recorded messages without live operator
intervention should be avoided unless the receiver of the call has previously consented to this type of call. Alternatively, a live operator should be used to introduce the pre-recorded message and obtain consent in accordance with the ADMA Code of Practice.

of information that together will prove the callers identity. In addition to the standard methods (passwords, date of birth and mothers maiden name) other measures such as recent transaction details and account details can be devised and used. To combat the risk of fraud, Members should institute procedures for logging suspicious calls.

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ACIF Organisations Using CND Information Guidelines, Section 3

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2.6 Call Recording and Monitoring

Prior to recording any calls, parties to a call should be made aware that the call is to be recorded and express consent should be obtained from the caller. Members should be aware that the Australian Communications Industry Forums (ACIF) Participant Monitoring Guidelines advises that beeps or piptones may not be a sufficient means for providing this knowledge to the caller 2 . The use of a recorded announcement at the beginning of the call stating that recording of calls occurs routinely is recommended. In addition to advising that calls will be recorded, ACIF suggests that parties to a call should be advised of the purpose of such monitoring and/or recording. Recording and monitoring calls should be carried out for training, quality control and verification of the call content in case of disputed customer claims. Members should avoid playing recordings without the consent of all parties to the call. If a customer objects to the call being recorded and monitored this must cease immediately. Information obtained from call recording and monitoring should be used for no other purpose than the one stated and intended at the time of recording and monitoring. With regard to storage of information, ACIF guidelines recommend that:

2.8 Agent Training

that agents are adequately trained in:

Whether a Member is a Call & Contact Centre operator or is using an outsourcer, there is a need to ensure

The product and service set Call handling procedures After call processes Quality customer service and or sales processes Applicable laws, regulations and codes of practice Meeting target performance standards

Training should be recognised as an ongoing process and must be revisited periodically to ensure agents remain up-to-date with both legislative and product and service changes and retained knowledge training. With particular reference to legal issues, agent training should incorporate awareness of privacy issues and fair trading regulations. In addition, policies for proper use and penalties for misuse, of corporate information should be made available to agents. Their adherence to these policies should be monitored and possibly tied to the yearly

Tapes of recorded conversations be stored in a secure place only accessible by authorised employees Tapes be stored in non-standard format Accessing tapes should follow a logging procedure Tapes be used only for the purpose for which they were recorded in the first place Tapes be erased or destroyed within 3 months of recording unless otherwise required by law Access to recordings should be provided to customers upon request 3

personnel performance review process.

2.9 Outsource Contracts

The guidelines covering outsource contracts are relevant to both Members who are themselves outsource service providers and Members who use the services of outsourcers.

2.7 Use Of Scripting

When making outbound calls, if at anytime the customer indicates that they do not wish to continue with the call, the agents script should include wording for the agent to promptly and courteously terminate the call.

Use of Contracts / Agreements

Services where possible, should be provided based on an agreement that has been formalised through a signed contract. The Contract should include agreed incentive and or penalty clauses

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and the agreed conditions such as, the period covered upon which they become effective. Contracts could consist of:

When making an outbound call, if at any time the customer indicates that they do not wish to have future contact, the agents script should include wording for the agent to acknowledge this request and wording for the agent to promptly and courteously terminate the call.

Agreements Letter of Intent Memorandum of Understanding

Should a request for further contact be denied, a procedure must be in place for that customer record to be recorded on the Do Not Contact list as per current ADMA guidelines.

ACIF Participant Monitoring Guidelines, Section 6.2 and Section 7 ACIF Participant Monitoring Guidelines, Section 11

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Agreement on and documentation of appropriate Service Levels

Service Levels should be established by discussion and mutual agreement between the service provider and the client. Service Level targets should be clearly defined and documented for measures such as call volumes, speed of answer, call duration, abandon rates, busy rates, reporting, data quality, conversion rate, sales targets and customer satisfaction. The measures should be tangible and auditable and the mechanism for measurement should be clearly stated. If call recording is to be used for quality assurance, the service level should state what proportion of calls will be recorded and the criteria against which the call will be measured for quality.

2.10 Implications of Foreign Privacy Data Protection Laws

Members with information about foreign customers or prospects and those with foreign operations should

become familiar with the privacy laws of the specific countries in which they operate. A process should be in place to ensure that as a Member you are aware of new developments in legislation that affects your customer prospect base and that these are communicated to your staff.

Members should refer to specific guidelines contained in section 9 of the National Privacy Principles, regarding Transborder data flows http://www.privacy.gov.au/publications/npps01.html

Clear documentation of fees and the fee method to be used

Fees may include charges for items such as set-up charges, systems development and integration, line costs, staff costs and management costs. Fee quotations should be based on specific scenarios and call volumes. There should also be a clear statement of the type of fee structure being applied ie: 1. Fixed where charges are agreed at the outset and are linked to volume. 2. Cost-plus where costs plus an agreed mark up are charged to the client. 3. Shared risk reward where the outsource service provider takes on some of the commercial risk of the project by taking up a commission based remuneration structure. Withdrawal fees where appropriate should be included to cover possibilities of contract cancellation or early termination. It is advisable that all charges are understood, agreed and clearly specified before entering into a contractual agreement.

2.11 Implications of providing service to foreign countries

For Australian based operations providing services to other countries, a clear understanding should be demonstrated of all legislative requirements and service standards associated with Members foreign

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customers and foreign operations. Additionally, Members should make themselves aware of current codes of practice for direct marketing where they exist for that foreign country, and ensure any required changes to business processes are applied accordingly. Members should also make themselves aware of key differences from a business and cultural perspective between Australia and the country of business that may have a direct impact on the quality of service provided to that country. Where appropriate, considerations for these differences should be incorporated into day to day business processes.

2.12 International DMAs

Where there is a linkage between Service Level and Fees, these should be clearly articulated and include performance review processes. Asociacion de Marketing Directo De Argentina Tucuman 1455 5 to Piso F 1050 Buenos Aires ARGENTINA Ph 54 1 373 3030 Fax 54 1 373 3030 Direct Marketing Verban Osterreich data during the contract period and beyond. It is also recommended that where applicable agreed penalties for violation of the terms of the contract are included. Liuzer Strasse 357, 1144 Vienna AUSTRIA Ph 43 1 947650 Fax 43 1 9112972 Belgium Direct Marketing Association Buro & Design Center, Esplanade Heysel Bte. 46, 1020 Brussels BELGIUM Ph 32 2 477 1797 Fax 32 2 479 0679 FEDMA (Federation of European Direct Marketing) 439, Avenue de Tervuren, B-1150 Brussels Canadian Marketing Association 1 Concorde Gate, Suite 607 Don Mills, Ontario M3C 3N6 CANADA Ph 416 391 2362 Fax 416 441 4062 Web site: www.cdma.org Asociacion De Marketing Directo De Chile Avenida Santa Maria 2462, Providencia, Santiago CHILE Ph 56 2 2320405 Fax 56 2 2320609 AMD Asociacion Colombiana De Mercadeo Directo Diagonal 35 no. 573, Santa Fe De Bogota Asociacao Brasileira De Marketing Directo Avenida Paulista 1471, 13 Andar Conjunto 1301, San Paulo, SP 01311-927 BRAZIL Ph 55 11 288 2144 Fax 55 11 284 8618

Confidentiality clauses for protection of Client Member data during the contract period and beyond
Contracts should include confidentiality clauses that cover the treatment of the Members or Clients

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Well structured outline of responsibilities of both parties

Contracts should incorporate a clear statement of each partys responsibilities.

Quality Assurance options

Parties to an outsource contract should agree the type of quality assurance options and measures to be adopted. The Quality Assurance process could be done internally by either the outsourcer or the client or externally by a third party. The preferred option should be identified.

Requirement for Disclosure of Identity

When the agent introduces himself or herself to a customer on behalf of an organisation, the agent must promptly explain their relationship or contractor status. They should disclose the name of the company and contact details if requested and explain that they are acting on behalf of a named client.

BELGIUM
Ph 32 2 7794268/ 7789920 Fax 32 2 7794269/7789924 Web site: www.fedma.org

COLOMBIA

Ph 57 1 2882688 Fax 57 1 2872583

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The Danish Direct Marketing Club Dansk, Markedsforingforbaud Vesterbrogade #24,4, DK-1620 Copenhagen

Israeli Direct Marketing Association Israeli Chamber of Commerce 84 Hashaschmonaim Street Tel Aviv 67011 ISRAEL Ph 972 3 5631010 Fax 972 3 5612614 Associazione Delle Agenzie Di Direct Marketing Via Larga 19, 20122 Milan ITALY Ph 39 2 861725 Fax 39 2 8900272 Associazione Italiana per il Direct Marketing

Frysjaveieu 40 Postboks 105 Kjelsas N 0411 Oslo NORWAY Ph 47 22 183700 Fax 47 22 183744 Direct Marketing Association of the Philippines C/- AZ Building #723 Sgt. Bumatay Street Mandaluyong City PHILIPPINES Ph 63 2 533 7075 Fax 63 2 533 2399 Servicio de Mercadeo Directo PO Box 55-0625, Paitilla, Panama City PANAMA Ph 507 692343 Fax 507 692419

DENMARK
Ph 45 31 224688 Fax 45 31 221782 Finnish Direct Marketing Association Lonnrotinkatu 11 A, III krs FIN-00120 Helsinki FINL AND Ph 358 0 6121 070 Fax 358 0 6121 039 Le Syndicat des Entreprises de Vente par Correspondance et a Distance 60, rue La Boetie, 75008 Paris FRANCE Ph 33 1 4256 3886 Fax 33 1 4563 9195 Syndicate National De La Communication Directe 101 Avenue du General Leclerc 75014 Paris FRANCE Ph 33 1 41171309 Fax 33 1 41171305 DDV Deutscher Direktmarketing Verband Hasengraten Strasse 14, 65189 Wiesbaden

Via della Moscova 38, 20121 Milano ITALY Ph 39 2 29 01 41 57 Fax 39 2 29 01 31 72 Japan Direct Marketing Association (JADMA) Mori Building, #32, 3-4-30 Shiba-Koen Minato-Ku Tokyo 105 JAPAN Ph 81 3 3434 4700 Fax 81 3 3434 4518 Web site: www.jadma.org

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Swedish Direct Marketing Association 104-40 Stockholm SWEDEN PO Box 14038, Strandvagen 7B, Entre 3 Ph 46 8 661 3910 Fax 46 8 660 0713 Taiwan Direct Marketing Association (TDMA) 3F 2 Min Sheng E Rd Sec. 5, Taipei TAIWAN Ph 886 2 2746 1531 Fax 886 2 2753 3039 Swiss Direkt Marketing Association Postfach, Mannedorf SWITZERL AND Ph 41 1923 7560 Fax 41 1923 6780 The Direct Marketing Association (UK) Ltd Haymarket House, 1 Oxendon Street London SW1Y4EE UNITED KINGDOM Ph 44 171 321 2525 Fax 44 171 321 0191 Web site: www.dma.org.uk Direct Marketing Association 1120 Avenue of the Americas New York, NY 10036 UNITED STATES

Russian Direct Marketing Association PO Box 26, Moscow, 113191 RUSSIA Ph 7 095 2322696 Fax 7 095 2322698 Direct Marketing Association of Singapore

Direct Marketing Association of Malaysia No. 49 Jalan Petaling Utama 3 Taman Petaling Utama 46000 Petaling Jaya MAL AYSIA Ph 60 3 791 2555 Fax 60 3 791 6846 Asociacion Mexican De Mercadotecnia

257 Selegie Road, #11-283 Selegie Complex

SINGAPORE 188350
Ph 65 334 5860 Fax 65 334 4980 The Direct Marketing Association of South Africa PO Box 977, Auckland Park 2006

OF AMERICA
Ph 1 212 768 7277 Fax 1 212 768 7353 Web site: www.the-dma.org

GERMANY
Ph 49 611 9779 300 Fax 49 611 9779 399 Hong Kong Direct Marketing Association C/- Godfrey Rooke & Associates 6th Floor, Sino Plaza, 256 Gloucester Road Causeway Bay HONG KONG Ph 852 2850 5829 Fax 852 2581 0277 Direct Marketing Association of India Bedeshwar, Gujarat, 361 002 INDIA Ph 91 288 559135 Fax 91 288 555311

Directa Montecito 38 Piso 23 Suite 14, Col. Napoles 01710 Mexico, D.F., Colonia Roma 06700DF

REPUBLIC OF SOUTH AFRICA

Ph 27 11 482 6440 Fax 27 11 482 1200 Federacion De Comercio Electronico Y Marketing Directo Avenida Diagonal 437 5to 1era 08036 Barcelona SPAIN Ph 34 93 240 4070 Fax 34 93 240 3134

MEXICO
Ph 525 488 3163 Fax 525 488 3165 DMSA, Dutch Association for Direct Marketing, Distance Selling and Sales Promotion Weerdestein 96, 1083 GG Amsterdam

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The Direct Marketing Association: India DBS Centre, World Trade Towers Barakhamba Lane, New Delhi INDIA Irish Direct Marketing Association Dublin 4 IREL AND

THE NETHERL ANDS

Ph 31 20 642 9595 Fax 31 20 644 0199 New Zealand Direct Marketing Association Level 1, 1 Beaumont Street, Auckland (PO Box 47681, Ponsonby)

Ph 91 22 8371963 Fax 91 22 8390822

The Powerhouse, Pigeon House Harbour Ph 353 1 668 7155 Fax 353 1 668 7945

NEW ZEAL AND

Ph 64 9 303 9470 Fax 64 9 303 4787 Web site: www.dma.co.nz

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3 The Call Centre Council The Call Centre Council

Mission Statement
The Call Centre Council is committed to promoting higher standards of good business practice within the marketing industry. This is achieved through a special interest Council that addresses vital industry issues, educational events and the development of best practice guidelines to differentiate ADMA Members from nonmembers operating Call Centres whilst promoting self-regulation within the marketing industry. For further information, please contact:

Glossary of Terms:

Abandoned Call a call placed by a predictive dialler to a consumer, which when answered by the consumer,
breaks the connection because no live agent is available to speak to the consumer.

Abandon Rate

the percentage of leads that are brought up by the dialler which are not then transferred to a live operator (does not include calls to answering machines).

ADADs

Automatic Dialling Announcing Device are any automatic equipment which stores or

produces telephone numbers to be called, used alone or with other equipment to convey a pre-recorded or synthesized voice message to the telephone number called.

Agent

the person who handles incoming and outgoing calls. Also commonly known as customer service representative (CSR), telephone sales or service representative (TSR), customer service professional, operator and team member etc.

ADMA CALL CENTRE COUNCIL

Australian Direct Marketing Association Suite 1, Level 5, 100 William Street, EAST SYDNEY NSW 2011 Tel: (02) 9368 0366 Fax: (02) 9368 0866 Email: karen@adma.com.au

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Answered Calls calls that are answered by a live consumer (not an answering machine). Benchmarking
a standardised task to test the capabilities of devices against each other. In quality terms, benchmarking is comparing products, services and processes with those of other

ADMA Membership
Beep Tone
The Australian Direct Marketing Association has been serving the industry since 1966. With over 500 members from all business sectors including some of the biggest names in Australia and the world, ADMA has established its reputation as the peak body for information based marketing. Through work on public issues like privacy, telecommunications, fair trading and consumer satisfaction ADMA has become an influential voice in government circles, protecting members interests while promoting responsible business practice. Email: membership@adma.com.au

organisations, to identify new ideas and improvement opportunities. an audible notification that a call is being monitored. a term that generally refers to reservations centres, information lines, help desks or customer service centres, regardless of how they are organised or what types of transactions they handle. The term Contact Centre is becoming more widely used as Call Centre does not accurately depict multi-channel environments.

Call Centre

CLI

Calling Number Display / Calling Line Identity data generated by a network which relates to the telecommunications service of the originating call.

CND

Calling Number Display A CLI based service that displays the CLI or CLI related data of the originating telecommunications service to the receiver at the time a call is established.

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CND Services CTI

Customer services which transmit the CLI or CLI related data of senders to the CND receivers. Computer Telephony Integration - CTI allows routing decisions to be made for each customer contact and extraction of information which is likely to assist an agent in call processing. For example, an IVR could be used to request caller information such as customer ID and enquiry type. The service then delivers the callers account details, enquiry type and contact history information to the LAN WAN for presentation to the appropriate agents desktop, simultaneously with delivery of the call to their handset. Advanced CTI also provides interaction with Internet capabilities to facilitate contact between the caller and the agent.

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Handling Time

the time an agent spends in Talk Time and After-Call Work, handling a transaction. This may also refer to the time it takes for a machine to process a transaction.

Reference Sites:
http://www.callcentres.net

ISO IVR

International Standards for Organisations.

http://telstra.com/

Interactive Voice Response - IVR is an intelligent platform technology that allows a caller to interact with a computer to select a call routing option, obtain information or complete simple or complex transactions using their telephone touch-tone keypad or speech recognition technology. An IVR solution can ensure that your customers calls are managed efficiently and effectively, without the need for an agents time.
http://www.privacy.gov.au/publications/npps01.html

Key Performance Indicators (KPIs)

serve as benchmarks for the assessment of the performance of a Call Centre. KPIs act as barometers in assessing the performance of Call Centres on an individual, team and overall performance basis.

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Produced by:

Percent Allocation a call routing strategy sometimes used in multi-site call centre environments. Calls
received in the network are allocated across sites based on user-defined percentages.

Predictive Auto Dialling Equipment

any system or device that initiates outgoing call attempts from a predetermined list of phone numbers, based on a computerized algorithm.

Developed by:

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