Interactive voice response systems, or IVRs, have been implemented by numerous companies to allow callers to navigate their way to the right person or department without having to wait for an operator or talk to a live person. To be sure, this was a cost-cutting move for many firms, but it also can be a great tool to help callers get to their end contact more directly. The problem, says Mitch Lieber, principal of Lieber & Associates, a call center management, metrics and technology consulting firm in Chicago, is that, “IVRs have become a barrier at companies for many customers, so much so that legislation
Customer satisfaction can be such a big task that it’s hard to get your corporate arms around it—especially if you don’t have a large service department. But you can make considerable progress by tackling the major customer gripes that occur. How do you identify them? Mitch Lieber, principal of Lieber & Associates, a call center management, metrics and technology consulting firm in Chicago, offers the following three-step process: Step 1: Do counts of how many customer service calls get passed up to the president or other high-level corporate officer. Step 2: Track the issues that generate these calls, and segment them into priority levels.