A Study on Corporate Governance Among Call Centers

A Study on Corporate Governance Among Call Centers

Introduction

Financial institutions are undergoing significant changes in their delivery channel selection and investment. Call centres, which were previously viewed as little more than low-cost channels for customer problem resolution, are quickly becoming a powerful means of service delivery with the potential for significant revenue generation. Despite the fact that considerable recent literature has been published about different methods to direct customer encounters to sales opportunities (Hamblen, 1997; Dorf, 1997), the subject of successful service delivery has almost completely been ignored. Institutions must thoroughly grasp and be able to execute outstanding customer service before they can earn money via the contact centre. 

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Service delivery may be a source of considerable difference between call centres of various financial institutions (TARP, 1997). Each service contact shapes consumers' views of an organization's overall quality. The ability of a company to manage and execute the service delivery process has a direct influence on customer retention and may have a major impact on gaining new business. As a consequence, satisfaction is determined by how effectively an institution fulfils and surpasses a customer's expectations in each encounter.



Review of Literature

The bulk of scholarly research on phone-based service delivery focuses mainly on the use of information technology and human resource strategies. Technological selection and implementation literature (Dunlap & Volpe, 1998) focuses on maximising the different phone-related technology applications that call centres presently utilise. 

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Human resource research ranges from the productivity advantages of empowered employees to the potential benefits of a CSR's response to consumers during a service encounter (Schneider & Bowen, 1993; Schlesinger & Heskitt, 1992). (Doucet, 1998).

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