Good Sales And Marketing Call Centre Environment Research Paper Example
Sales Richardson (2012, p. 17) asserts that recently there has been a rapid growth of call centers in United Kingdom that serves as the major industrial development. Significant early contributions concentrate on the regional aspects of growth. Call centers that have managerial powers of electronic surveillance to ensure they do not lag behind development. Richardson (2012, p. 17) explains that call centers predict massive and sustained growth to emphasize the arrival of new sources of quality employment. A 1998 call center had an exciting image of staffed team working employees that smile on the phone while they converse with clienteles in a professional way in comforting regional accents. Electronic surveillance renders supervisor power to eliminate staff resistance. The article will investigate Telcorp, a United Kingdom telecommunication call center. The firm employs electronic monitoring in an extensive way instead of nullifying resistance to provide a passive and obedient subject. Workplace regimes have the existence of electronic panoptical to apply a Foucault framework. and Marketing Call Centre Environment.
Prabhaker et al. (2013, p.222) defines a call center as a place with a minimum of three telephones that handle issues of an organization. The business integrates with advanced technology together with an efficient design business process and human resource. Eveleth and Morris (2012, p. 25) suggests that there are many factors to distinguish call centers from other industries. Some of the factors include the provision of services from different locations, employees having direct access to all information, use of technology to control the nature of work, intense control, and surveillance of workers. It also involves a geographic mobile industry, distinct work relationships, and labor processes.
Eveleth and Morris (2012, p. 26) delineate call centers as having direct contact with clients as they deal with inbound calls, initiate outbound calls, or perform a combination of the roles. The call centers combine telecommunications with ICT enabling the staff to converse with clients on the phone while they enter information into specialized software. Conversely, the call centers facilitate managerial control of the labor process using automatic call distribution or predictive dialing systems that monitor employee performance in statistical displays. The call centers provide an alternate point of contact between a customer and the firm as they offer a high cost with no interaction cost. That creates an unprecedented degree of control considered essential to the efficient functioning of the call center.
A call center ensures that clients do not travel great distances for them to address issues or raise queries. A primary benefit of a call center is that it is cost beneficial to the firm, and that explains the reason for high growth rates of the centers. The call center managers face the challenge of meeting rapid rising expectations as they make use of the available model to organize voluminous amount of work. A call center has positive effects on employee well-being, degree of variety, performance management system, and a high control over work and procedures. The research conducted by Whyatt (2013, p. 315), finds a negative attitude because of the damaging experience in the call center environment whose outcome is reduced production, high sales, poor customer service, and high absenteeism. Some of the organization call centers’ fail to notice changes in technologies and activities. The staff in the call centers encounters different challenges as they carry out complex operations. A stress response occurs when young people with high education are offered small positions and salaries as the organization places burden of high performance on them.
The technological changes and innovations create a way for organizations to centralize adaptive selling in the call center environment. Web-based communication will enable communication extensive geographical region to allow a sales manager to perform adaptive-selling behaviors. The main tenet of most models of task performance is the interaction of motivation, ability, and other environmental properties. A call center has various features to make adaptive selling significant. Call centers enable the firm to centralize all its selling function.
Connor (2010, p. 363) explain that the integration of telecommunications and information technology in the call center industry leads to remarkable growth in this era of globalization. Since the late 1990s, call centers have become a precise form of expression that rationalizes services using ICT. Balmond (2012, p. 2) regards the use of ICT as a kind of attempt by the contemporary firms to provide customer service at a significant low cost. Anderson and Rosenbloom (2012, p. 11) thinks that ICT developments include business outsourcing practices and the internal reorganization of enterprises. Mehta et al. (2012, p. 430) contend that with time call centers will become globalized operations not limited only to the developed countries rather than worldwide. Different researchers find that more and more call centers appear in regions that have cheap labor where they relocate from countries such as Australia, Europe to India, South Africa, and Philippines.
Mehta et al. (2012, p. 432) believes that changes in the market conditions and trends depict the market methodologies in use. Presently, the market trend has intense competition and a high demand from the clients. The business world redefines the marketplace and that forces corporations to examine their strategies. Changes in the market call for the development in the use of innovative ways, newer sales, and marketing tools. Smith et al. (2011, p. 278) says that call centers belong to innovative business tools that evolve in response to changes in today’s business environment. The call centers have technological foundation with uniquely superior attributes since they are flexible with low costs to meet the customer needs.
Call centers bring businesses closer to customers since they establish an interactive link in the marketplace. Call centers are an ideal tool for the rapid changing global market as they suit the contemporary business environments, unlike the traditional marketing approaches. The call center marketing medium exacerbates high costs on an annual basis. An efficient use of the marketing medium enables businesses to improve on advertising, promotion campaigns, and sales. Multinationals adapt call-center in a rapid way to benefit from the potent marketing medium that is adaptable, multipurpose, and flexible. Global market characteristics include short product life cycle, a high demand, and intense competition in the trends that require advanced technologies in lieu of business competition. Ellway (2014, p. 350) thinks that today’s business climate will benefit from a fast communication with potential customers. A limited corporate resource will reduce customer acquisition costs. The advancement of communication and hybrid technologies such as the call centers to provide firms with an improved ability to the market. Additionally, vendors have a wide array of choices that will meet their needs. The use of different marketing tools and marketing strategies endeavor to satisfy the customer needs.
Advancement in technology according to Smith et al. (2011, p. 279), leads to the development and use of newer and better marketing tools. The effectiveness of the tools and their rapid acceptance in the marketplace is a direct response to the trends in the modern business environment. The trends depict a misfit between traditional and contemporary marketing demands to result in a rapid ascension of call centers and other marketing tools. Call centers, which began in the 80s have undergone the transformation from a small niche-based industry to a formidable industry. The consumer call centers support inbound services from users as they utilize alternate marketing. Ellway (2014, p. 351) says that the modern call center uses recent applications and commercialization strategies. Call centers have high personal service in the presence of a competitive environment in the market. A well-managed call center has different attributes to complement a company’s strategic market and tactical plan to reach a broad audience.
The technological foundations of call centers apply marketing in sophisticated ways to achieve the set goals. The call centers endow an intelligent component integrated with computer technology. The integration called database marketing sites individual needs and expectations to attain a high level of customer satisfaction. Federal Express builds an advanced call-center to blend caller ID with access to the client records. Integration of technologies serves to simplify the client support functions and lower costs leading to efficiency.
The modern companies view technology as a strategic tool to improve efficiencies in the existing operations as they seek alternative and innovative ways to make money (Ellway, 2014, p. 355). A right combination of technology opens up new opportunities to increase the value of customer purchases and improve customer service. Businesses demand technological advances from the call center vendors in order to gain a market advantage over the competition. The current call centers have advanced features to ensure number identification service, automatic number, quick, accurate call routing, and other features. Call centers evolve from single technological tools to the multi-dimensional market-driven tool that provides customer service, prospecting, order taking, and database marketing. The Automatic
Call centers transcend from their past roles to modern, efficient response vehicles. Some of the modern businesses realize that call centers are not only tools for marketing, but also, they are effective telemarketing vehicles. Grove et al. (2012, p. 55) elucidates that a firm can turn a customer service center to a profitable c all center. The desire of organizations to boost their selling and marketing chances is the driving new role of the call centers. To many modern businesses, a call center is a principal mean to reach new customers and provide the essential services. Only few multinationals afford to provide high-level customer interaction as they turn to call centers as their first line of customer contact. The improvements in call-center technology provide corporations in a sophisticated way to improve profitability. The efficient call processing is vital to place new emphasis on every customer contract. A rapid changing technology, global economic conditions, and call center potential that contributes to profits. The advancement of technology affects the selling function through innovation to gain a competitive edge in selling. The immediate advantages to the clients include quick services, personal service, and accurate services. Improved customer service ensures differentiating factors stay close to business customers. Customer service is the move by a firm to harness and improve the lines of communication using database technology while placing it in a call-center technology.
In summary, the changes in the market conditions depict changes in the marketing approaches in use. Some of the emerging trends such as intense competition, increase in customer demands force corporations to define and re-evaluate their marketplace. The call center technologies are the new form of tools that evolve in light of the present business environment. The impact of technology on the sales manager is twofold: (1) the automation of certain responsibilities of the sales manager will improve the productivity. (2) Properly harnessed technology will enhance human skills. Call centers perform the programmable routine to serve as a customized filter between the market demand and the sales manager. Since all call centers are technology-based, they have better equipment to handle aspects of capturing the process.
Anderson, R, and Rosenbloom, B 2012, 'The World Class Sales Manager: Adapting to Global Megatrends', Journal Of Global Marketing, 5(4), p. 11.
Anonymous2011, Aug 08. UK Call Centers - Portfolio Analysis. Business Wire.
Balmond, S 2012, 'DMA to issue first UK call centre code', Precision Marketing, 16(43), p. 2.
Budhwar, P, Varma, A, Malhotra, N, and Mukherjee, A 2011, 'Insights into the Indian call centre industry: can internal marketing help tackle high employee turnover?', Journal Of Services Marketing, 23(5), pp. 351-362.
Connor, E 2010, 'Interview with Paul Dourlay, Sales and Marketing Manager, RMIT Publishing', Journal Of Electronic Resources In Medical Libraries, 5(4), pp. 363-372.
Ellway, BP 2014, 'The voice-to-technology (V2T) encounter and the call centre service scape Navigation, spatiality and movement', Journal Of Service Management, pp. 349-368.
Eveleth, D, and Morris, L 2012, 'Adaptive selling in a call center environment: A qualitative investigation', Journal Of Interactive Marketing (Formerly Journal Of Direct Marketing), 16, (1), pp. 25-39.
'Flight Centre UK restructures product division' 2014, Travel Weekly: The Choice Of Travel Professionals, 1754, p. 24.
Grove, S, LaForge, M, Knowles, P, and Stone, L 2012, 'Improving Sales Call Reporting for Better Management Decisions', Journal Of Business & Industrial Marketing, 7(2), pp. 53-60.
Le Meunier-FitzHugh, K, Massey, G, and Piercy, N 2011, 'The impact of aligned rewards and senior manager attitudes on conflict and collaboration between sales and marketing', Industrial Marketing Management, 40(7), pp. 1161-1171.
Madhavaram, S, and McDonald, R 2010, 'Knowledge-based sales management strategy and the grafting metaphor: Implications for theory and practice', Industrial Marketing Management, 39( 7), pp. 1078-1087.
Mehta, R, Dubinsky, A, and Anderson, R 2012, 'Marketing channel management and the sales manager', Industrial Marketing Management, 31(5), pp. 429-439.
Prabhaker, P.R., Sheehan, M.J. And Coppett, J.I., 2013. The power of technology in business selling: call centers. The Journal of Business & Industrial Marketing, 12(3), pp. 222- 235.
Richardson, N., 2012. Are UK call centers delivering? Insurance Brokers' Monthly and Insurance Adviser, 52(12), pp. 17-18.
Smith, B, Larsen, T, and Rosenbloom, B 2011, 'Understanding Cultural Frames in the Multicultural Sales Organization: Prospects and Problems for the Sales Manager', Journal Of Transnational Management, 14(4), pp. 277-291.
Whyatt, G 2013, 'Which factory outlet centre? The UK consumer's selection criteria', Journal Of Retailing & Consumer Services, 15(4), pp. 315-323.