Tag Archives: sales order processing

PepsiCo selects Esker to Enhance its Order Processing and Better Serve its Cutomers

Sydney, Australia — October 9, 2017Esker, a worldwide leader in document process automation solutions, and pioneer in cloud computing, today announced it is working with PepsiCo in the UK, the British subsidiary of the world leading food and beverage company, to automate its order processing

PepsiCo has a portfolio that includes 22 brands that each generate more than $1 billion in estimated annual retail sales. PepsiCo maintains its world-leading status by being at the forefront of innovative practices and adopting the latest ways to continually improve its business. With this in mind, a project was devised to improve the way certain customer orders were being processed to eliminate any non-value added tasks and reduce the risk of manual keying errors.

The challenge that was identified showed that smaller independent traders who placed frequent orders, could not be set up with EDI, due to the complexity, time and resources required. Therefore, a much simpler but just as efficient process was required. PepsiCo selected Esker to achieve this with Esker’s order processing automation solution.

Simplify the process and free up customer services

The first plan of action was to assess the current order process and simplify how orders were being received, how the information was being captured and finally, how orders were then approved. PepsiCo wanted to offer its customers the simplest way to place their orders whilst considering some of the bespoke customer requirements of their own individual choosing.

Secondly, PepsiCo wished to free up its customer services representatives (CSR) from non-value added tasks such as the data entry from orders, so that they would devote more time to serving the needs of their customers.

Fully automated order processing

PepsiCo uses Esker’s on demand solution to first receive the customer orders in any file format (e.g. fax, email, EDI) which are then automatically routed to the correct CSR Team based on product categories contained within the order.

Next the relevant data is extracted automatically through an intelligent recognition tool to create the corresponding sales order in their ERP system without the need for any manual input. This means that the CSRs can simply verify that the data has been correctly extracted or adjust any missing elements.
If any exceptions occur or approvals are required then the order is automatically placed into a workflow to be actioned. Once approved the order is electronically archived with easy access made available to any authorised user.

“Currently PepsiCo manages approximately 4,000 orders per month (outside those received through EDI) and over 90% of these can now be processed without any human intervention at all,” commented Tom Durance, Customer Order and Strategy Manager, PepsiCo.

“The benefits we have already gained have been; increased data accuracy rates, faster order processing speeds and improved customer service productivity leading to better customer satisfaction rates. Also this would allow us to obtain 100% visibility of order/issue management via a full audit trail and KPI dashboards for monitoring and reporting,” added Durance.

Esker UK’s Managing Director, Alistair Nicholas said, “We are delighted to be working with PepsiCo and have been very pleased that the project has been a success so far both in terms of the benefits achieved and the timescales that were requested. We look forward to continuing this success to other PepsiCo subsidiaries in the future”.

Future outlook

Looking forward towards future projects, the solution now in place could be rolled out easily to other PepsiCo subsidiaries around the world using the same automated process. Also using Esker’s agile development methodology allowed a quick project delivery in less than 3 months.

About PepsiCo

PepsiCo products are enjoyed by consumers one billion times a day in more than 200 countries and territories around the world. PepsiCo generated more than $63 billion in net revenue in 2015, driven by a complementary food and beverage portfolio that includes Frito-Lay, Gatorade, Pepsi-Cola, Quaker and Tropicana. PepsiCo’s product portfolio includes a wide range of enjoyable foods and beverages, including 22 brands that generate more than $1 billion each in estimated annual retail sales.

At the heart of PepsiCo is Performance with Purpose – their goal to deliver top-tier financial performance while creating sustainable growth and shareholder value. In practice, Performance with Purpose means providing a wide range of foods and beverages from treats to healthy eats; finding innovative ways to minimise their impact on the environment and reduce their operating costs; providing a safe and inclusive workplace for their employees globally; and respecting, supporting and investing in the local communities where they operate. For more information, visit www.pepsico.com

 

 

Amerock Hardware Cuts Processing Time with Esker’s Cloud-Based Order Processing Solution

Sydney, Australia — September 13, 2017 — Esker, a worldwide leader in document process automation solutions and pioneer in cloud computing, today announced it is working with Amerock® Hardware, a supplier of decorative and functional hardware solutions, to automate. 

Of the roughly 15,000 customer orders Amerock receives each month, about 6,000 were previously non-automated and required manual intervention. With staff spending 70-75 percent of their day on data entry, the company sought to drive revenue and greater efficiency through an automation solution. Esker’s Order Processing solution was chosen for its ability to help Amerock segment its customer base, improve processing speed, engage in proactive customer service and reduce errors.

Today, 66 percent of Amerock’s non-automated orders are processed through Esker. This has allowed the company to shift its customer service department from a transactional role to a relational one. Processing via Esker has also brought the company greater peace of mind with the ability to track documents at every step of the workflow.

“We’ve been thrilled with the results that Esker has delivered,” said Kathy Wigginton, director of customer service at Amerock. “Instead of focusing on data entry, our staff is able to work on tasks like proactive outbound calling to ensure a positive customer experience and increase revenue.”

Benefits achieved through automation

Since Esker’s seamless integration with Amerock’s SAP® system, the company has experienced significant benefits, including:

  • Reduction in processing time; from nine minutes to less than two and a half minutes
  • Headcount stability even after losing three staff members due to natural attrition
  • Increased staff productivity; more time to spend on value-added activities
  • Improved customer experience; staff is more available to answer customer calls and inquiries
  • Heightened visibility; customisable dashboards display how many orders are coming in, their formats, etc.

In regards to Amerock’s future plans with Esker, Kathy Wigginton added: “We are even considering expanding our use of the Order Processing solution, as well as branching out to other departments like purchasing and accounts receivable.”

About Amerock

Since 1929, Amerock Hardware has set out to offer decorative hardware solutions that inspire, coordinate and help express personal style throughout the home. Today, Amerock is a part of The Piedmont Hardware Group and is headquartered in Mooresville, North Carolina. Their brand focus is to continue to offer outstanding quality, exceptional customer service and innovative design solutions. Amerock offers a complete line of decorative and functional cabinet hardware, bath hardware, hook and rail, and wall plates.

Meet James – He’s a visionary for supply chain efficiency.

Accurate demand planning and logistics require real-time insight that you won’t find in manual operations — which is why supply chain leaders like James are turning to order management automation which offers:

  • Upstream order visibility with real-time metrics
  • Increased order processing accuracy & speed
  • Greater collaboration between staff & suppliers

Invest 2 minutes to see how your supply chain can benefit from an automation solution – watch now!

Look What You Make Organizations Do, Automation

On Friday, Taylor Swift dropped a music video for her newest song “Look What You Made Me Do.” Whether or not you like her or the song, you can’t deny its current success — it’s broken records for the most viewed YouTube video in the first 24 hours, racking up more than 40 million views.

The song seems to hit back at less-than-friendly media coverage she’s experienced recently, talking about how she was forced to get smarter and “harder”. She’s had to adapt, just like companies in competitive landscapes where they must evolve to survive.

One way businesses evolve is by implementing robotic process automation solution. When utilizing a best-in-class solution, it requires them to evaluate and improve their processes. It makes them better.

Look what you did, automation

“Esker has made everything much more efficient. We don’t have any of the problems we were having before.” – Piedmont Behavioral Healthcare

“Now, all we have to do is snap our fingers to find an archived invoice. Esker’s mobile invoice application has made approvals so much easier for our managers. No one at CARSO will ever go back to how it used to be!” – CARSO Group

“You can always tell you’ve made a good decision when it becomes integral to your daily operation.” – NationsBank

What automation helps companies do

Organizations leveraging an automation solution find themselves becoming:

  • Faster
    From quicker processing with electronic documentation to speedy customer follow-up, everything moves faster when you have the right solution in place.
  • Accurate
    Machine learning and other intelligent technologies help ensure that data is accurately extracted from documents every time.
  • Customer focused
    When staff is bogged down by manual tasks, the customer experience suffers. An automation solution frees them up to focus on more important things, like your customers.
  • Less wasteful
    Rather than printing documents and relying on paper and related materials (like toner), an electronic solution cuts the crap — minimizing waste as well as soft and hard costs.
  • Compliant
    With the transfer of business documents now highly regulated, automation allows companies to meet compliance requirements whether they’re doing business in the U.S. or overseas.
  • Integrated
    Rather than using multiple systems that can’t communicate, the right solution will integrate with existing infrastructure and unify process workflow rather than fragmenting it.

Whether it’s evaluating their process, making a plan for improvement, or creating a more effective process, automation makes organizations do a lot of [good] things. What has it helped your company do?

[Infographic] A Brief History of Payment Methods

We are excited to share a blog post from SlimPay today. This post features an infographic on the history of payment methods that evolved alongside civilizations.

The Business Case for Automating Stress Out of Your CSRs’ Lives

We all know the feeling. It’s certainly happened to me on more than one occasion.

There you are watching television, flipping through a magazine or checking your online news feed when, suddenly, you come across an urgent message about … [cue loud, menacing music] … THE DANGERS OF STRESS.

Naturally, processing this bit of “helpful” information only makes you more stressed out about how often you’re needlessly stressing out. A slice of deliciously cruel irony if there ever was one.

But let’s be honest: When put in perspective, the stressors of the average person are fairly trivial. Most of us live in general equanimity compared to, say, what a typical Customer Service Representative (CSR) contends with on a daily basis. It’s not a coincidence that the average turnover rate for CSRs in the U.S. is 33% — nearly double what the average turnover rate is among all professions.

These statistics are not lost on today’s forward-thinking companies.

As business leaders shift their focus to more value-added strategies such as customer experience improvement, the link between CSR burnout and business profitability has become painfully clear. After all, it costs a lot of money to find, hire and train new employees. The question is, can anything significant really be done about a department that’s long been synonymous with high-stress and high-turnover rates?

When looking at how order processing automation fits into a customer service environment, the answer appears to be a resounding “Yes.”

Chronic stress & customer service

Although stress can be a positive and motivating force in small doses, the long-term activation of the body’s stress-response system opens the door to some pretty serious health issues: It can alter mood, memory and sleeping patterns; it can contribute to headaches, heart disease, and musculoskeletal disorders; and, it can even affect how a person’s genes express themselves!

Unfortunately for many CSRs, prolonged exposure to stress is all in a day’s work. When they’re not fielding calls from needy customers, CSRs can be found performing the mind-numbing task of hand-entering order data into their department’s ERP system or hunting down a lost document. And, when a mistake is made and the arrows of blame start to fly, you can bet that the biggest targets hang on the backs of CSRs.

These types of stressors are so prevalent in environments that rely on manual and paper-based processes that they’re often just accepted as “part of the deal.” Thankfully, more businesses are waking up to the fact that this is not a sound strategy.

A stressed-out CSR team ultimately leads to larger issues. The big two being:

  1. Higher turnover rates. Included in this is the cost of:
    • Hiring and onboarding a new person
    • Lost productivity in getting new person up to speed
    • Training over a period of 1-3 years, typically
    • Cultural impacts due to constant staff “cycling”
  2. Lower customer satisfaction. Included in this is the cost of:
    • Increasing resources to quell customer contentions
    • Poor customer experience scores; potential loss of existing customers
    • Damaged reputation preventing new business opportunities

Now, I know what you may be thinking: How can automation — something that’s often feared by CSRs as a job replacer — be the key to reducing their tension and avoiding the subsequent fallout? It’s all about equipping them with the right tools to succeed …

4 stress-busting benefits of order processing automation

Too many managers make life harder for their CSRs by setting them up for failure. If a banana was the only tool a team of carpenters had to pound nails with, it’s fair to say that frustration and cynicism would soon follow. The right tools can make all the difference.

Below are the four biggest stress-busting benefits automation offers CSRs:

  1. It reduces repetitive and emotional encounters with customers.
    All of us can picture a helpless CSR being berated by an angry customer over the phone. As stressful as that is, having to manage routine, repeated requests also plays a big role in CSR burnout. It’s key to remember why these interactions are happening in the first place — a customer’s expectations were not met, or, the customer had no other means of performing the desired action. Automated solutions defuse these potentially combustible situations by allowing companies to offer their customers a self-service portal to place orders, track orders and even log disputes. Should a customer want to clarify an issue or ask a question directly, a built-in chat tool enables real-time communication with a CSR. Bottom line: Customers are far less likely to reach for the phone when they’re afforded transparency and control into their orders. That’s a recipe for happier CSRs, happier customers and a healthier bottom line.
  2. It relieves CSRs of unnecessary blame.
    Whether it’s their manager or a customer doing the finger-pointing, being a magnet for blame is huge stressor for CSRs. But humans make mistakes. If manual data entry is part of processing a customer order, at some point, errors are going to occur. It’s the process — not the person — that’s broken. Once again, automation provides a simple and intuitive fix. Machine learning technology embedded in the solution ensures that all the relevant data on an incoming order is extracted and analyzed, regardless of how the order arrived (e.g., EDI, fax, email, etc.). The data is then automatically processed or presented to the CSR for validation and uploaded in the ERP system. Bottom line: Automation eliminates manual data entry — the main source of order processing errors. This relieves CSRs of their burden of blame while avoiding the inevitable downstream costs of righting any wrongs.
  3. It helps CSRs be more organized and proactive.
    Most CSRs would love to get ahead of potential issues and showcase initiative. However, with no centralized system to view and manage all of the orders coming into and out their company on any given day, their hands are often tied. If order volumes spike unexpectedly or a priority customer’s document needs to be retrieved ASAP, the CSR is left scrambling. Here’s the beauty of automated order processing: Best-in-class solutions are equipped with customizable dashboards that display live, visual analytics to help CSRs strategize their day. Whether it’s seeing how many priority orders to validate or even managing open customer issues, CSRs can finally say goodbye to the endless cycle of backlogs and boondoggles. Bottom line: Dashboards empower CSRs, and empowered CSRs are a very low-stress and high-reward investment for any company.
  4. It creates an environment of purpose, fulfillment and upward mobility.
    Career uncertainty is also a major stressor for CSRs, as they can often feel trapped in the daily minutia of performing thankless, low-value tasks. With no clear path for professional growth in sight, their performance inevitably suffers, as does the overall customer experience. Order processing automation addresses this by relieving CSRs from traditional administrative duties so they can perform tasks that are more critical to the business and have greater potential for career-pathing. What’s more, managers can track KPIs in the dashboard to reward those CSRs who are going above and beyond. Bottom line: CSRs who receive recognition and serve a strategic purpose almost always perform better at their jobs and have a lower rate of turnover.

Workplace stress is a serious health issue that we’ve all experienced in varying degrees. And while measures like exercise, meditation and self-affirmation techniques can be employed at an individual level, in specific cases (i.e., CSRs), a more holistic solution is needed. What sets order processing automation apart is its ability to go beyond simply treating the symptoms of CSR stress and actually address the underlying root causes.

So, to all the businesses stressing out over how to solve their customer service problems, relax. Take a deep breath. It’s nothing a little automation can’t solve.

Are You Sabotaging Your Company’s Customer Service?

 

 

If there’s one business aspect that most organizations understand the importance of but don’t spend enough time improving, it’s customer service.

Since my first home-buying experience last year, I have experienced more poor customer service than I could have ever predicted. From smaller instances of companies not responding to requests for information to extremely frustrating occurrences of workers simply not showing when scheduled. Every time left me wondering “do they really not need the business?”

Many companies seem to believe that a single bad customer experience only impacts business with that company or person. Nothing could be further from the truth. The impact of poor customer service is like an iceberg in that it is far greater than what you see at first. Not only do unhappy customers end up going elsewhere with their business, but most report their mishaps to other potential customers — causing companies greater loss of potential revenue.

Biggest Customer Service Blunders

Taking a pro-active approach to customer service is the best way to ensure customer happiness and business prosperity. If your customer service department displays any of the following behaviors, it’s time to rethink the way you do business and the people you hire to communicate with customers.

  • Failure to follow up
    When a customer is waiting to hear back from you, don’t make them wait or contact you again to get the information they are looking for. Follow up early and often to remain in good standing with customers. They’ll appreciate the effort you are making to communicate with them.
  • Lack of flexibility
    You expect your customers to be understanding and flexible when something adverse happens on your side of business dealings, so you should be the same in your dealings with them. That’s not to say you should cater to outlandish needs, but being flexible shows that you value their business — an important component to great customer service.
  • Unfriendly communications
    One of the worst things a company can do when dealing with customers is to not be friendly. In a time where customer service experiences (both good and bad) quickly go viral, companies should know that the best thing they can do to improve customer service is to treat customers with kindness. There are a lot of other businesses they can choose to go to, so don’t think for a second that they won’t go elsewhere after even one poor experience.
  • “Don’t care” demeanor
    Going hand-in-hand with non-friendly communications is the “don’t care” demeanor. It’s human nature to want to feel accepted and valued — make sure your customers feel that way when working with them. Businesses like Zappos have this concept down-pat and, for that reason, receive huge amounts of one of the most trusted types of marketing: word of mouth. After all, in the words of Peter Shankman, “customer service isn’t about telling people how awesome you are, it’s about creating stories that do the talking for you.”

Don’t let poor customer service sink your company. Begin evaluating your customer service efforts and building a plan for improvement. And remember: “Your most unhappy customers are your greatest source of learning” (Bill Gates).

When Customer Service Errors Impact Billing And Collections

 

When there’s an error in order entry, it can wreak havoc on your billing and collections team. If one of your customer service representatives makes a mistake, it can disrupt your supply chain, increase returns and complaints, and delay payment. Although customer service may seem a world away from accounts receivable, your organision needs them to work together like a well-oiled machine. Eliminating manual errors at the order step will eliminate unnecessary complications in getting paid.

A miss-entered order creates a cascade of effects on the supply chain:

  • Incorrect tax
  • Incorrect shipping address
  • Wrong material numbers
  • Validation discrepancies

These problems can snowball if they’re not identified early in the fulfillment process, creating potential conflicts with state revenue and regulatory agencies and weak spots in inventory management.

Incorrect order entry has immediate, unpleasant effects on your customers. Not only will you see an increase in returns, with the associated costs of shipping and re-stocking, but your brand reputation will suffer. Dissatisfied customers will be quick to offer negative feedback and reviews, which may dampen future sales. Goods shipped in error may never sell, creating a backlog of waste that must be stored or disposed of. Re-shipping corrected orders increases your costs and creates delays for your customers.

A mistake in order entry doesn’t just annoy customers and jam up your supply chain, it creates problems with payment. Your invoicing process depends on the validity of billing addresses, contact information and credit card/purchase order/account numbers. If these are entered manually and incorrectly, you may not be able to collect payment on your order.

Even if your accounts receivable team is in a different city than your customer service team, you need an integrated, automated system that prevents manual entry errors and allows you to track the progress of an order from start to finish. Such an Order To Cash (OTC) system has 8 primary components, each of which can be customised to fit your organisation’s needs.

  1. Order Management.
    This module allows customers to place orders through a variety of channels (fax, email, online catalog, etc) into a single queue for processing, eliminating duplicates or order loss.
  2. Credit Management.
    A robust credit-checking protocol allows you to check customers’ credit as orders are placed as well as when they ship, protecting your business against fraud and lost revenue.
  3. Order Processing.
    Once orders are received and queue, your team can rely on automated processes to identify duplicates, flag discrepancies and validate product, quantity, address and payment before shipping.
  4. Shipping/Fulfillment.
    This component validates item numbers against your inventory systems, ensuring agile stocking and logistics and accurate reconciliation.
  5. Invoicing.
    Instead of the time-consuming, error-prone process of manual invoicing, a robust OTC system allows customers to receive invoices on paper or online including electronic signatures and built-in compliance with international payment regulations.
  6. Accounts Receivable.
    Following payment, your OTC system will place an entry automatically in the general ledger.
  7. Collections.
    Detailed order tracking allows you to customise your collections practices on aging accounts depending on your relationship with the customer. You can use different contact strategies for specific groups of accounts and tailor your outreach to individual customers.
  8. Reporting.
    This component gives you the capacity to collect and analyse data from all OTC components using a variety of pre-populated and customised reports.

If manual orders are creating problems across your supply chain and revenue cycles, your organisation may benefit from automating these processes using an OTC system.  Are you ready to learn more about the specifics of these systems and how they can support your business? Let us know, and we’ll work with you to design a customised, flexible solution that meets your organisation’s needs.

Customer Service Department Visibility & Metrics: Our Recent Live Q&A

 

Those of us at Esker continually aim to help others use document process automation and similar tools to make their businesses run more efficiently. We recently held a Live Question and Answer session that focused on your most craved questions regarding customer service department metrics and key performance indicators.

Bill Gessert, President of the International Customer Service Association (ICSA), joined us for this exclusive session. He has years of progressive responsibility within both the Association and Customer Experience industries. Bill also has expertise in business development, strategic planning and execution, customer experience, training and coaching.

Esker’s very own, Howie Hahn, also joined the session as he explained how tracking customer service performance can help you identify other downstream organizational impacts, such as the ability to scale and support business growth.

In our live session we pointed out three particular KPI’s to measure, and ones you’ve perhaps ignored too often.

Top Three KPI’s to Measure in Your Metrics

Key performance indicators tell you everything you need to know about what’s happening in your customer service department. Yet, with so many available, which ones should you pay attention to over others that look important?

Customer Satisfaction Score

This is one of the most important because it gives you a consolidated number telling you whether what you’re doing is truly working. It doesn’t involve just one source either and can range from a Net Promoter Score to group surveys.

In the case of the Net Promoter Score, you’re given a simple 1-10 score that determines how likely your customers are not only to remain loyal but how likely they are to give the ultimate gift of a referral. This ranges from detractors on the low end to promoters on the high end. However, we pondered whether it truly goes deep enough to analyze customer responses.

Gessert pointed out CSAT surveys, focus groups, and survey forms are worth trying in gaining a good idea of what customers want. Surveys are important to do immediately after a transaction. You still need to set a realistic time frame and clearly indicate how many questions you ask.

Setting and Adhering to a Service Level Agreement

With service level agreement metrics, you can determine a lot about how you’re living up to service contract promises. You’ll want to measure your average speed to answer customer requests, and how well you execute first calls and handling time.

Reading these metrics helps you analyze how well your staff performs in their customer service roles.

Availability Metrics

Another aspect discussed in the session was how available your customer service staff is. Here, you need to study the effort level in how your staff resolves customer problems. Studying this helps you examine how you can increase customer loyalty.

Using Customer Effort Scores was also discussed, and Gessert mentions companies need to respond to customers 85% of the time to retain loyalty.

Increasing Visibility

After a discussion on growth and how using metrics helps with future ROI, we went into discussing the visibility side of a business. To empower your employees, Gessert noted three things to uphold more visibility: Send out a newsletter from internal departments with success stories and other highlights; Award and reward your employees to entice them to keep their performance level up. Leveraging awards is a great sales tactic; Place your C-Suite in the role of a secret customer or shopper. They’ll know what day-to-day activities are like with your team.

We invite you to listen to our recorded version of our webinar to help you decide whether your metrics should become tactical or strategic.

When People, Process & Technology Align

Businessman holding in hand a global connection,communications concept

 

Customer service is the heart of any organization; happy customers mean brand loyalty, a healthy bottom line and a wide horizon for growth. Outstanding customer service requires successful alignment of three key components: people, process and technology (PPT).  The next three paragraphs describe each of these components, with some of the common challenges associated with each, and some suggestions about developing a comprehensive customer service program without breaking the budget.

People. Customer service is the ultimate people business. You need smart, articulate, flexible, creative people on your team, with a broad range of conflict resolution and problem-solving skills.  Unfortunately, many aspects of customer service are repetitive, time-consuming and boring. Without ways to utilize their most important talents, skilled customer service representatives (CSRs) often burn out and move on. Minimizing the amount of time spent doing routine tasks and maximizing the time spent helping customers will help you retain your best CSRs and attract the kind of new hires you need. In addition, you can learn a lot from your best CSRs about how to improve their job satisfaction.  Treating them as the experts in their field–which they are–can open new insights into streamlining their workflows and making the best use of their talents.

Process.  If it’s hard to keep your top CSRs because of the high number of routine, repetitive tasks, it’s time to look at your customer service process.  How do your CSRs document their calls? How do they identify problems, take orders, troubleshoot product malfunctions and resolve disputes? Are these procedures fast, efficient and easy to remember? Could they be automated to save time and reduce errors? Are CSRs involved in designing and implementing new procedures? If CSRs are the actors in your customer service theater, the process is the play they’re performing. It needs to highlight their talents, shore up their weaknesses and bring out the best they have to offer.  Pairing top-notch CSRs with effective, service-focused processes will make your customers applaud!

Technology.  Technology, from the pencil to the tablet computer, is the bedrock of your customer service toolkit.  In the theater analogy, technology is the stage, supporting both the actors and the script. You want it to be simple, intuitive and reliable. Your CSRs want it to be efficient and accurate so they can spend their time helping customers instead of struggling with technical glitches.  Your customers want it to be tailored to their needs so that their calls go quickly and smoothly. As technology advances, new tools are available to support every aspect of customer service, from language translation to order entry to quality reporting. With the right array of tools, your CSRs will feel empowered to do what they do best–make your customers happy,

Customer service teams are often underfunded, which makes it difficult to implement large-scale improvements. By breaking down your operation into the three components of PPT, however, you can identify changes that are moderate in cost but have a big impact on your team’s performance.  A third-party vendor may be able to help you prioritize your needs and help you visualize the solutions you need.  Manual processes that your CSRs find tedious or vulnerable to error may be streamlined into automated, paperless versions that in turn yield detailed reports. Decreased time spent in documentation will free up your CSRs to focus on your customers–and significantly reduce your call wait times.

If you are looking for ways to improve your customer service performance, download this detailed white paper to see how a comprehensive PPT approach may fit your needs.