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The Perils of National Customer Care

March 26th, 2008 by Devangshu Dutta

As brands and retailers expand their operations nationally, they begin to look at consolidating their back-room operations. Typically finance is already centralised, but other operations such as store opening project management, logistics etc. are also centralised for smoother and more efficient operation.

And then comes a big day when someone senior decides that the company should have a single toll-free or local dial number that customers from around the country can call.

Of course, India is already acknowledged as the call-centre of the world, so this should be easy. Right?

Wrong.

Call centres that are operating internationally from India have become famous (notorious?) for acclimatization, enculturation, liguistic training etc. of their staff. After all, they have figured, a customer in Texas is pobably much more comfortable speaking to a Sam than a Samir or to a Jack rather than a Jaikishan. And, beyond the name, they are also provided detailed background on the environment in which their customers live, so that they can have a “conversation” rather than sound as if they are script-driven phone-jockeys.

Domestic contact centre staff (and their domestic customers) are not so lucky.  The hardware may be in place very quickly and efficiently, but the softer aspects have huge gaps. Either this is because the costs are too high (compared to the revenue available domestically), or it may be because this has not even occured to the company as being as issue they should think through.

Languages and accents apart, there is a world of a difference even in terms of the way people deal with each other across India. A customer care person sitting in Chennai may have as little in common with a Punjabi customer from Delhi or a Bengali customer from Kolkata, as they might have with a Spanish-speaking customer based in Mexico.

To companies who are looking at providing single-point phone contact for consumers across the country, I would suggest looking at India just as one would look at the EU.

(For instance, a German company wanting to provide EU-wide single-number dialling would need to ensure that the calls originating from France land at the desk of a person who can speak French and is comfortable with the context of the French customer, and similarly for Poland etc. India is actually no different in its diversity.)

Acknowledging the differences and gaps would be the best first step in building true bridges with customers across the country, and providing better service.

Posted in Customer Relationship, India, Marketing, Outsourcing, Retail, Uncategorized | 1 Comment »

One Response

  1. Jacqui Macy Says:

    “…The hardware may be in place very quickly and efficiently, but the softer aspects have huge gaps. Either this is because the costs are too high (compared to the revenue available domestically), or it may be because this has not even occured to the company as being as issue they should think through. . .”

    You are spot on! With all the entrepreneurial spirit jumping on the BPO bandwagon in India, Call Centers were springing up right and left. The savvy American business owners would want to get the best price of course. The Americans had stock holders to answer to. Only after the huge gaps in efficiency, knowledge and understanding were discovered by the American customer (and we are still hearing about it here in the US) did the BPO vendor realize that they had a huge problem to overcome or they would loose their entire investment.

    Fortunately, there are tools to fix the problem. Fortunately, the same tools can and are being used worldwide. BPO (and KPO) is expanding quickly into Eastern Europe, not just the Philippines and China. South America has now jumped on the bandwagon. We have been contacted by African nations now as well. It is a flat world, and the road goes both ways.

    Jacqui Macy | Executive Vice President
    BPO Certification Institute, Inc.

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