RSI understands that the ability to maximize customer satisfaction and retention depends on many parts of the organization working together effectively. As they look across enterprise silos, top-performing companies can affirm the following:
| Customer-Centric Call Flows |
| My customer contact call flows & work flows are designed to optimize the customer experience. |
| Our customer experience is consistent across products, services, and locations. |
| The quality of our customer experience is a (positive!) competitive differentiator. |
| We up- and cross-sell effectively and appropriately. |
| Billing and tech support reps are expert at preventing calls from escalating to retention calls. |
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| Line Manager Effectiveness |
| Line managers communicate performance expectations clearly and consistently. |
| World-class standards are modeled consistently in the environment. |
| Line managers know how to get more reps using more best practices, more often. |
| Team culture is positive and focused on the future. |
| Employee satisfaction is high and turnover is low. |
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| Retention Marketing |
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| We understand our cancel drivers and have effective strategies for each one. |
| Our offers are competitive, timely, and relevant. |
| Our agents know how to save more customers through education with less reliance on costly incentives. |
| We are effective at cascading new programs to distributed contact center workforces. |
| We have a better understanding of true cancel drivers because our reps know the techniques for getting to the truth about a cancellation. |
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| Operations |
| Our contact center operations (e.g. average handle time, head count, budgeted development time) are optimized for maximum profitability – not just maximum efficiency. |
| Outsourcer SOWs, SLAs and performance metrics are optimized for profitability – not just efficiency. |
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| Human Resources |
| We source, interview, and hire the right people. |
| They have the right tools and skills. |
| They are compensated for the right behaviors. |
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