Examining the Myths and Costs of Agent Disengagement
The challenge facing most companies is retaining an expert workforce.
By busting the myths of agent disengagement, taking concrete steps to boost agent engagement, and getting buy‐in from the C‐suite, businesses can finally start keeping up with customers’ rising expectations. Many companies are operating under a false set of assumptions about agent retention and the broader strategy of investing in superior service. This white paper reviews the four key myths held by contact center executives relating to the causes of customer and agent dissatisfaction and their cost.
Vice chairman, Customer Care Measurement & Consulting LLC
A customer experience researcher, innovator and entrepreneur
Previously with TARP US, as co-founder, president and vice chairman
Directed the 1970's breakthrough study of consumer complaint behavior and customer service for the White House Office of Consumer Affairs, he is one of the original trailblazers of the customer experience industry
His contributions to this research overturned conventional wisdom and were instrumental to repositioning customer care as a potential profit center
Authoritative consultant in the field of customer-driven quality, having personally directed some 1,000 customer experience studies for clients worldwide in every conceivable sector
John's first book, Strategic Customer Service, presents a proven, practical approach for leveraging the profitability of better customer relationships; his second book, Customer Experience 3.0, shows how ten types of technology including CRM, social media, gamification, online communities, video, speech analytics and chat can make customer experience proactive, preventive and engaging and how to gain CFO support for it
M.B.A. degree, Harvard University Business School; B.S. degree in chemical engineering, Carnegie Mellon
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