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For the contact centres in family law, seechildren's centre.

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A 1970 police call centre inBrierley Hill,England

Acall centre(Commonwealth spelling) orcall center(American spelling;see spelling differences) is a managed capability that can be centralised or remote that is used for receiving or transmitting a large volume of enquiries bytelephone.An inbound call centre is operated by acompanyto administer incoming product or service support or information inquiries from consumers. Outbound call centres are usually operated for sales purposes such astelemarketing,for solicitation of charitable orpolitical donations,debt collection,market research,emergency notifications, and urgent/critical needsblood banks.Acontact centreis a further extension of call centres telephony based capabilities, administers centralised handling of individual communications, includingletters,faxes,live support software,social media,instant message,andemail.[1]

A call center was previously seen as an open workspace forcall center agents,with workstations that included a computer and display for each agent and were connected to an inbound/outbound call management system, and one or more supervisor stations. It can be independently operated or networked with additional centers, often linked to a corporatecomputer network,includingmainframes,microcomputer, servers andLANs.It is expected thatartificial intelligence-basedchatbotswill significantly impact call centre jobs and will increase productivity substantially.[2][3][4]Many organisations have already adopted AI-based chatbots to improve their customer service experience.[4][5][3]

The contact center is a central point from which all customer contacts are managed. Through contact centers, valuable information can be routed to the appropriate people or systems, contacts can be tracked, and data may be gathered. It is generally a part of the company'scustomer relationship managementinfrastructure. The majority of large companies use contact centers as a means of managing their customer interactions. These centers can be operated by either an in-house department responsible or outsourcing customer interaction to a third-party agency (known as Outsourcing Call Centres[6]).

History

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A very large call centre in Lakeland, Florida (2006)

Answering services, as known in the 1960s through the 1980s, earlier and slightly later, involved a business that specifically provided the service. Primarily, by using anoff-premises extension(OPX) for each subscribing business, connected at a switchboard at the answering service business, the answering service would answer the otherwise unattended phones of the subscribing businesses with a live operator. The live operator could take messages or relay information, doing so with greater human interactivity than a mechanical answering machine. Although undoubtedly more costly (the human service, the cost of setting up and paying the phone company for the OPX on a monthly basis), it had the advantage of being more ready to respond to the unique needs of after-hours callers. The answering service operators also had the option of calling the client and alerting them to particularly important calls.

The origins of call centers date back to the 1960s with the UK-based Birmingham Press and Mail, which installed Private Automated Business Exchanges (PABX) to have rows of agents handling customer contacts.[7][8]By 1973, call centers had received mainstream attention after Rockwell International patented its Galaxy Automatic Call Distributor (GACD) for a telephone booking system as well as the popularization of telephone headsets as seen on televisedNASA Mission Control Centerevents.[9][10]

During the late 1970s, call center technology expanded to include telephone sales, airline reservations, and banking systems. The term "call center" was first published and recognised by theOxford English Dictionaryin 1983. The 1980s saw the development oftoll-free telephone numbersto increase the efficiency of agents and overall call volume. Call centers increased with the deregulation oflong-distance callingand growth in information-dependent industries.[11]

As call centres expanded, workers inNorth Americabegan to join unions[12]such as theCommunications Workers of America[13]and theUnited Steelworkers.InAustralia,theNational Union of Workersrepresents unionised workers; their activities form part of theAustralian labour movement.[14]InEurope,UNI Global UnionofSwitzerlandis involved in assisting unionisation in the call center industry,[15]and in GermanyVereinte Dienstleistungsgewerkschaftrepresents call centre workers.

During the 1990s, call centres expanded internationally and developed into two additional subsets of communication: contact centres and outsourced bureau centres. A contact centre is a coordinated system of people, processes, technologies, and strategies that provides access to information, resources, and expertise, through appropriate channels of communication, enabling interactions that create value for the customer and organization.[16]In contrast to in-house management, outsourced bureau contact centres are a model of contact centre that provide services on a "pay per use" model. The overheads of the contact centre are shared by many clients, thereby supporting a very cost effective model, especially for low volumes of calls. The modern contact centre includes automated call blending of inbound and outbound calls as well as predictive dialing capabilities, dramatically increasing agents' productivity. New implementations of more complex systems require highly skilled operational and management staff that can usemultichannelonline and offline tools to improve customer interactions.[17][18][19]

Technology

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Call centre worker confined to a small workstation/booth, usingCallWeb[20]Internet-based survey software
Workstation
A typical call centre telephone. Note: no handset; phone is for headset use only
Call-centre technologyc. 2005

Call centre technologies often include:speech recognitionsoftware which allowedInteractive Voice Response (IVR)systems to handle first levels ofcustomer support,text mining,natural language processingto allow better customer handling, agent training via interactive scripting and automatic mining usingbest practicesfrom past interactions,support automationand many other technologies to improve agent productivity andcustomer satisfaction.Automatic lead selection or lead steering is also intended to improve efficiencies, both for inbound and outbound campaigns. This allows inbound calls to be directly routed to the appropriate agent for the task, whilst minimising wait times and long lists of irrelevant options for people calling in.[21]

For outbound calls, lead selection allows management to designate what type of leads go to which agent based on factors including skill,socioeconomicfactors, past performance, and percentage likelihood of closing a sale per lead.

Theuniversal queuestandardises the processing of communications across multiple technologies such as fax, phone, and email. Thevirtual queueprovides callers with an alternative to waiting on hold when no agents are available to handle inbound call demand.

Premises-based technology

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Historically call centres have been built onPrivate branch exchange(PBX) equipment owned, hosted, and maintained by the call centre operator. The PBX can provide functions such asautomatic call distribution,interactive voice response,andskills-based routing.

Virtual call centre

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See also:Software as a serviceandRemote work

In a virtual call centre model, the call centre operator (business) pays a monthly or annual fee to a vendor that hosts the call centre telephony and data equipment in their own facility, cloud-based. In this model, the operator does not own, operate or host the equipment on which the call centre runs. Agents connect to the vendor's equipment through traditionalPSTNtelephone lines, or overvoice over IP.Calls to and from prospects or contacts originate from or terminate at the vendor's data centre, rather than at the call centre operator's premises. The vendor's telephony equipment (at times data servers) then connects the calls to the call centre operator's agents.[22]

Virtual call centre technology allows people to work from home or any other location instead of in a traditional, centralised, call centre location, which increasingly allows people 'on the go' or with physical or other disabilities to work from desired locations – i.e. not leaving their house. The only required equipment is Internet access, a workstation, and a softphone.[23]If the virtual call centre software utilizeswebRTC,a softphone is not required to dial. The companies are preferring Virtual Call Centre services due to cost advantage. Companies can start their call centre business immediately without installing the basic infrastructure likeDialer,ACDandIVRS.[24]

Virtual call centres became increasingly used after theCOVID-19 pandemicrestricted businesses from operating with large groups of people working in close proximity.

Cloud computing

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Main article:Cloud computing

Through the use ofapplication programming interfaces(APIs), hosted and on-demand call centres that are built on cloud-basedsoftware as a service(SaaS) platforms can integrate their functionality with cloud-based applications forcustomer relationship management(CRM),lead managementand more.

Developers use APIs to enhance cloud-based call centre platform functionality—includingComputer telephony integration(CTI) APIs which provide basic telephony controls and sophisticated call handling from a separate application, and configuration APIs which enablegraphical user interface(GUI) controls of administrative functions.

Outsourcing

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See also:Outsourcing

Outsourced call centres are often located indeveloping countries,where wages are significantly lower than in western countries with higher minimum wages. These include the call centre industriesin the Philippines,Bangladesh,andIndia.

Companies that regularly utilise outsourced contact centre services includeBritish Sky BroadcastingandOrange[25]in the telecommunications industry,Adidasin the sports and leisure sector,[26]Audiin car manufacturing[27]and charities such as theRSPCA.

Industries

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Healthcare

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Thehealthcare industryhas and continues to use outbound call centre programmes for years to help manage billing, collections, and patient communication.[28]The inbound call centre is a new[when?]and increasingly popular service for many types of healthcare facilities, including large hospitals. Inbound call centres can be outsourced or managed in-house.

These healthcare call centres are designed to help streamline communications, enhancepatient retentionand satisfaction, reduce expenses and improve operational efficiencies.

Hospitality

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Many large hospitality companies such as theHilton Hotels CorporationandMarriott Internationalmake use of call centres to manage reservations. These are known in the industry as "central reservations offices". Staff members at these call centres take calls from clients wishing to make reservations or other inquiries via a public number, usually a1-800 number.These centres may operate as many as 24 hours per day, seven days a week, depending on the call volume the chain receives.[29]

Evaluation

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Mathematical theory

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See also:Erlang distribution

Queueing theoryis a branch of mathematics in which models of service systems have been developed. A call centre can be seen as a queueing network and results from queueing theory such as the probability an arriving customer needs to wait before starting service useful for provisioning capacity.[30](Erlang's C formulais such a result for anM/M/c queueand approximations exist for anM/G/k queue.) Statistical analysis of call centre data has suggested arrivals are governed by aninhomogeneous Poisson processand jobs have alog-normal service time distribution.[31]Simulation algorithms are increasingly being used to model call arrival, queueing and service levels.[32]

Call centre operations have been supported by mathematical models beyond queueing, withoperations research,which considers a wide range ofoptimisation problemsseeking to reduce waiting times while keeping server utilisation and therefore efficiency high.[33]

Criticism

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Call centres have received criticism for low rates of pay and restrictive working practices for employees, which have been deemed as a dehumanising environment.[34][35][36]Other research illustrates how call centre workers develop ways to counter or resist this environment by integrating local cultural sensibilities or embracing a vision of a new life.[37]Most call centres provide electronic reports that outline performance metrics, quarterly highlights and other information about the calls made and received. This has the benefit[38]of helping the company to plan the workload and time of its employees. However, it has also been argued that such close monitoring breaches the humanright to privacy.[39]

Complaints are often logged by callers who find the staff do not have enough skill or authority to resolve problems,[40]as well as appearing apathetic.[41]These concerns are due to a business process that exhibits levels of variability because the experience a customer gets and results a company achieves on a given call are dependent upon the quality of the agent.[42]Call centres are beginning to address this by usingagent-assisted automationto standardise the process all agents use.[43][44][45]However, more popular alternatives are using personality and skill based approaches.[46][47]The various challenges encountered by call operators are discussed by several authors.[48][49][50][51][52]

Media portrayals

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Call centres located inIndiahave been the focus of several documentary films, the 2004 filmThomas L. Friedman Reporting: The Other Side of Outsourcing,the 2005 filmsJohn and Jane,Nalini by Day, Nancy by Night,and1-800-India: Importing a White-Collar Economy,and the 2006 filmBombay Calling,among others.[53]An Indian call centre is also the subject of the 2006 filmOutsourcedand a key location in the 2008 film,Slumdog Millionaire.The 2014 BBCfly on the walldocumentary seriesThe Call Centregave an often distorted although humorous view of life in a Welsh call centre.[54]

Appointment Setting

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Appointment setting is a specialized function within call centres, where dedicated agents focus on facilitating and scheduling meetings between clients and businesses or sales representatives. This service is particularly prevalent in various industries such as financial services, healthcare, real estate, and B2B sales, where time-sensitive and personalized communications are essential for effective client engagement.[55]

Lead Generation

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Lead generation is a common operation for call centers, encompassing strategies and activities aimed at identifying potential customers or clients for businesses or sales representatives. It involves gathering information and generating interest among individuals or organizations who may have a potential interest in the products or services offered.[56]

See also

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References

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  1. ^"Contact Center vs Communication Center vs Call Center".EWA Bespoke Communications. 2010-03-26.
  2. ^Adam, M., Wessel, M. & Benlian, A. AI-based chatbots in customer service and their effects on user compliance. Electron Markets 31, 427–445 (2021).doi:10.1007/s12525-020-00414-7
  3. ^abKrishnan, C., Gupta, A., Gupta, A., Singh, G. (2022). Impact of Artificial Intelligence-Based Chatbots on Customer Engagement and Business Growth. In: Hong, TP., Serrano-Estrada, L., Saxena, A., Biswas, A. (eds) Deep Learning for Social Media Data Analytics. Studies in Big Data, vol 113. Springer, Cham.doi:10.1007/978-3-031-10869-3_11
  4. ^ab"AI-enabled customer service is now the quickest and most effective route for institutions to deliver personalized, proactive experiences that drive customer engagement".New York:McKinsey & Company.March 27, 2023.
  5. ^Brandon Turpin (August 2, 2023)."How chatbots can provide a better customer experience".IBM.
  6. ^Jolaoso, Christiana (4 February 2024). Main, Kelly (ed.)."Call Center Outsourcing: Pros, Cons & Best Practices – Forbes Advisor".Forbes.Retrieved2024-02-14.
  7. ^Science and invention in Birmingham#cite note-45
  8. ^"The history of the call center".Call Centre Helper Magazine. 19 January 2011.Retrieved29 November2014.
  9. ^Smith, Ernie (5 August 2016)."The History of the Call Center Explains How Customer Service Got So Annoying".Vice.com.
  10. ^"The History of Call Centers Timeline".Voxjar.com.2017-12-20.
  11. ^Butler, David L.Bottom-Line Call Center Management.Butterworth-Heinemann.
  12. ^Kumar, Pradeep; Schenk, Christopher Robert (2006).Paths to Union Renewal.Broadview Press.ISBN1-55193-058-7.
  13. ^"Improving Call Center Jobs a Top Priority for CWA Customer Service".Communication Workers of America. 2010-05-06.Retrieved2011-02-23.
  14. ^"Call Centre Union Busters Get Wake-Up Call".Workers Online.Retrieved2008-07-08.
  15. ^"Uni Global Union's call centre organising campaigns".Uni Global Union. Archived fromthe originalon 2008-06-15.Retrieved2008-07-08.
  16. ^Cleveland, Brad,"Call Center Management on Fast Forward (Third Edition)",ICMI Press,2012
  17. ^Viswanathan, Ravi; Sandell, Scott (21 June 2016)."Reinventing customer service: the modern contact center".Nea.com.
  18. ^"Contact Center Modernization".Genesys.com.2016.
  19. ^Bernier, Paula (3 August 2012)."The History and Advancement of the Contact Center and the Customer Experience".Tmcnet.com.
  20. ^"CallWeb".CallWeb.Retrieved2023-05-04.... a complete on-line data collection system. Its functionalities allow for Web surveys, of course, but it has also been used to build registration systems, project tracking systems, intelligent forms, etc.
  21. ^Shah, Shariq; Ghomeshi, Hossein; Vakaj, Edlira; Cooper, Emmett; Fouad, Shereen (2023-08-01)."A review of natural language processing in contact centre automation".Pattern Analysis and Applications.26(3): 823–846.doi:10.1007/s10044-023-01182-8.ISSN1433-755X.
  22. ^M. Popovic and V. Kovacevic (2001). "An Approach to Internet-Based Virtual Call Center Implementation".Networking — ICN 2001.Lecture Notes in Computer Science. Vol. 2093. University of Novi Sad, Yugoslavia. pp. 75–84.doi:10.1007/3-540-47728-4_8.ISBN978-3-540-42302-7.
  23. ^David S. Joachim."Computer Technology Opens a World of Work to Disabled People".New York Times.Archived fromthe originalon 2010-03-23.Retrieved2010-03-15.
  24. ^Kumar, Harish (2016)."Hosted Contact / Call Center Services in Indian Telecommunications Licensing and Regulation".Researchgate:6.doi:10.13140/RG.2.1.2931.9445.
  25. ^"Orange currently outsources work to Indian units of Convergys Corp".The Wall Street Journal.
  26. ^"adidas setup a dedicated customer care centre".Adidas.Archived fromthe originalon 2013-10-27.Retrieved2014-11-26.
  27. ^"Audi chose Confero as an outsourced contact centre".Confero.
  28. ^"Billing and Collections".Modern Healthcare.2019-01-30.
  29. ^Kasavana, Michael L.; Brooks, Richard M. (1998).Managing Front Office Operations.Educational Institute of the American Hotel & Motel Association.ISBN9780866121798.
  30. ^Gans, N.; Koole, G.; Mandelbaum, A. (2003)."Telephone Call Centers: Tutorial, Review, and Research Prospects"(PDF).Manufacturing & Service Operations Management.5(2): 79–141.doi:10.1287/msom.5.2.79.16071.Archived(PDF)from the original on 2015-12-08.
  31. ^Brown, L.; Gans, N.; Mandelbaum, A.; Sakov, A.; Shen, H.; Zeltyn, S.; Zhao, L. (2005)."Statistical Analysis of a Telephone Call Center"(PDF).Journal of the American Statistical Association.100(469): 36–50.doi:10.1198/016214504000001808.S2CID1639154.Archived(PDF)from the original on 2015-12-08.
  32. ^"A Primer On Two Call Center Staffing Methods for Call Center Workforce Management".Portage Communications.Retrieved2016-10-14.
  33. ^Borst, S.; Mandelbaum, A.; Reiman, M. I. (2004)."Dimensioning Large Call Centers"(PDF).Operations Research.52(1): 17–34.doi:10.1287/opre.1030.0081.JSTOR30036558.Archived(PDF)from the original on 2003-07-05.
  34. ^"Working conditions and health in Swedish call centres".European Foundation for the Improvement of Living and Working Conditions.2005-06-05. Archived fromthe originalon 2008-06-20.Retrieved2008-05-29.
  35. ^"Hourly Rate Survey Report for Industry: Call Center".PayScale.Retrieved2008-06-05.
  36. ^"Advice regarding call centre working practices"(PDF).Health and Safety Executive.Archived fromthe original(PDF)on 2009-02-20.Retrieved2008-06-05.
  37. ^Pal, Mahuya; Buzzanell, Patrice (2013). "Breaking the Myth of Indian Call Centers: A Postcolonial Analysis of Resistance".Communication Monographs.80(2): 199–219.doi:10.1080/03637751.2013.776172.S2CID143554201.
  38. ^"The Call Center Answer Team reaches out to the industry for to crack a tough nut".Q&A: How Many Calls Should I Monitor.callcentermagazine.com. 2003-07-30.Retrieved2008-06-05.
  39. ^"Who's on the Line? Women in Call Centres Project"(PDF).Atlantic Centre of Excellence for Women's Health.Health Canada.Archived(PDF)from the original on 2005-02-15.Retrieved2008-06-05.
  40. ^Shaw, Russell (2006-01-30)."Tone-deaf to customer complaints, Dell opens yet another call center in India".ZDNet.Archived fromthe originalon January 23, 2009.Retrieved2008-06-05.
  41. ^Ahmed, Zubair (2006-02-22)."Abuse rattles Indian call centre staff".BBC News.Retrieved2008-06-05.
  42. ^Fleming, J., Coffman, C., Harter, J. (2005) Manage Your Human Sigma, Harvard Business Review
  43. ^Paprzycki, Marcin; et al. (2004).Data Mining Approach for Analyzing Call Center Performance.Lecture Notes in Computer Science. Vol. 3029. Berlin: Springer.doi:10.1007/b97304.hdl:1959.17/43613.ISBN978-3-540-22007-7.S2CID463672.
  44. ^"Evaluation of the Performance of customer service representatives in a call center using DEA/Network Model/Fussy Sets".hdl:10919/31704.Retrieved1 July2008.
  45. ^Srinivasan, Raj; Talim, JéRome; Wang, Jinting; et al. (2004). "Performance analysis of a call center with interactive voice response units".Top.12(1). Springer Berlin: 91–110.doi:10.1007/BF02578926.S2CID62154813.
  46. ^Skyrme, Pamela; et al."Using personality to predict outbound call center job performance"(PDF).Archived(PDF)from the original on 2006-09-01.Retrieved1 July2008.
  47. ^Stolletz, Raik; Stefan Helber (2004). "Performance analysis of an inbound call center with skills-based routing".OR Spectrum.26(3): 331–352.doi:10.1007/s00291-004-0161-y.S2CID60731382.
  48. ^Witt, L. A.; et al. (2004). "When Conscientiousness Isn't Enough: Emotional Exhaustion and Performance Among Call Center Customer Service Representatives".Journal of Management.30(1): 149–160.doi:10.1016/j.jm.2003.01.007.S2CID145705159.
  49. ^Aguir, Salah; Karaesmen, Fikri; Aksin, O. Zeynep; Chauvet, Fabrice; et al. (2004)."The impact of retrials on call center performance"(PDF).OR Spectrum.26(3): 353–376.CiteSeerX10.1.1.579.9384.doi:10.1007/s00291-004-0165-7.S2CID6818864.Archived(PDF)from the original on 2012-07-14.
  50. ^Murthy, Nagesh N.; Challagalla, G. N.; Vincent, L. H.; Shervani, T. A.; et al. (2008). "The Impact of Simulation Training on Call Center Agent Performance: A Field-Based Investigation".Management Science.54(2): 384–399.doi:10.1287/mnsc.1070.0818.S2CID17749514.
  51. ^Armony, Mor; Itay Gurvich."When promotions meet operations: cross-selling and its effect on call-center performance"(PDF).Archived fromthe original(PDF)on 24 January 2009.Retrieved1 July2008.
  52. ^Goldberg, L.S.; A.A. Grandey (2007). "Display rules versus display autonomy: emotion regulation, emotional exhaustion, and task performance in a call center simulation".J Occup Health Psychol.12(3): 301–18.doi:10.1037/1076-8998.12.3.301.PMID17638495.
  53. ^Hudson, Dale (2009). "Undesirable Bodies and Desirable Labor: Documenting the Globalization and Digitization of Transnational American Dreams in Indian Call Centers".Cinema Journal.49(1): 82–102.doi:10.1353/cj.0.0164.S2CID144859546.
  54. ^"BBC Three – The Call Centre, Series 1".Bbc.co.uk. 2013-12-10.Retrieved2017-12-10.
  55. ^"Appointment Setting".www.xlmg.co.uk.Retrieved2023-05-20.
  56. ^"Lead Generation".www.xlmg.co.uk.Retrieved2023-06-27.

Further reading

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  • Cusack M., "Online Customer Care", American Society for Quality (ASQ) Press, 2000.
  • Brad Cleveland,"Call Center Management on Fast Forward", ICMI Press, 2006.
  • Kennedy I.,Call centres,School of Electrical and Information Engineering, University of the Witwatersrand, 2003.
  • Masi D.M.B., Fischer M.J., Harris C.M.,Numerical Analysis of Routing Rules for Call centres,Telecommunications Review, 1998,noblis.org
  • HSE websitePsychosocial risk factors in call centres: An evaluation of work design and well-being.
  • Reena Patel,Working the Night Shift: Women in India's Call Center Industry(Stanford University Press; 2010) 219 pages; traces changing views of "women's work" in India under globalization.
  • Fluss, Donna, "The Real-Time Contact centre", 2005 AMACOM
  • Wegge, J., van Dick, R., Fisher, G., Wecking, C., & Moltzen, K. (2006, January). Work motivation, organisational identification, and well-being in call centre work. Work & Stress, 20(1), 60–83.
  • Legros, B. (2016). Unintended consequences of optimizing a queue discipline for a service level defined by a percentile of the waiting time.Operations Research Letters,44(6), 839–845.
  • Krishnan, C., Gupta, A., Gupta, A., Singh, G. (2022). Impact of Artificial Intelligence-Based Chatbots on Customer Engagement and Business Growth. In: Hong, TP., Serrano-Estrada, L., Saxena, A., Biswas, A. (eds) Deep Learning for Social Media Data Analytics. Studies in Big Data, vol 113. Springer, Cham.doi:10.1007/978-3-031-10869-3_11
  • Adam, M., Wessel, M. & Benlian, A. AI-based chatbots in customer service and their effects on user compliance. Electron Markets 31, 427–445 (2021).doi:10.1007/s12525-020-00414-7
  • Hardalov, M., Koychev, I., Nakov, P. (2018). Towards Automated Customer Support. In: Agre, G., van Genabith, J., Declerck, T. (eds) Artificial Intelligence: Methodology, Systems, and Applications. AIMSA 2018. Lecture Notes in Computer Science(), vol 11089. Springer, Cham.doi:10.1007/978-3-319-99344-7_5
  • Roberts, C. and Maier, T. (2024), "The evolution of service toward automated customer assistance: there is a difference", International Journal of Contemporary Hospitality Management, Vol. 36 No. 6, pp. 1914-1925.doi:10.1108/IJCHM-08-2022-1037
  • Suendermann, D., Liscombe, J., Pieraccini, R., Evanini, K. (2010). “How am I Doing?”: A New Framework to Effectively Measure the Performance of Automated Customer Care Contact Centers. In: Neustein, A. (eds) Advances in Speech Recognition. Springer, Boston, MA.doi:10.1007/978-1-4419-5951-5_7
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