Contents. Business practice. Acknowledgements 6 Introduction 7. Compliance 9. Quality assurance 11. Complaints procedure 14 - PDF

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Telemarketing guide Contents Acknowledgements 6 Introduction 7 Business practice Compliance 9 Regulation, compliance and standards 9 Regulatory enforcement 9 Industry standards 9 Taking payments over the
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Telemarketing guide Contents Acknowledgements 6 Introduction 7 Business practice Compliance 9 Regulation, compliance and standards 9 Regulatory enforcement 9 Industry standards 9 Taking payments over the phone 10 Verification 10 Verifiers 11 Quality assurance 11 Quality assurance tools 11 Complaints procedure 14 Complaint-handling objectives 14 Complaints policy 14 Complaints process 15 Complaints reporting 16 Complaints analysis 16 Complaint-handling training 17 Difficult customers 18 Inclusivity and vulnerable consumers 18 Corporate and social responsibility 19 Setting standards 19 Environment 20 Workplace inclusivity 21 Human resources 22 Key principles 22 Roles 22 Recruitment 22 Contracts 23 Remuneration 24 Training 25 Supervision and support of agents 27 Campaign training 27 Ongoing competency 28 Note for agents 29 2 Contents Campaign creation Campaign delivery Campaign strategy 31 Effective outbound calling 31 Key principles 31 Campaign objectives 32 Goal-setting 32 Key tips 34 Brand value 35 Campaign planning 36 Brief your front-line staff 36 Call and after-call process Disclosure Structure Summary Post-call process 38 Data 39 Further information 39 Sourcing data 39 Handling data 41 Using data 43 Quality management 47 Conversion rates 47 Customer satisfaction 47 Call scheduling 49 Key considerations 49 Reasonable hours 49 B2B call scheduling 49 Ring time 50 Call retrying 51 Retry handling 51 Nuisance calls 51 Call-backs 52 Call abandonment 53 Abandoned call handling 53 Abandoned call information message 53 3 Contents Technology and testing 54 Dialler operations 54 Predictive dialling 55 Answer machine detection (AMD) 58 International telemarketing 59 Compliance 59 Language 60 Accents 60 Cultural support 61 International calling times 61 Inbound sales calls 62 Attracting and converting inbound prospect calls 62 Handling inbound calls 62 Nurturing and retaining customers 63 Conversation continuity 64 Call recording 64 Call cost 65 Customer identification 65 Call content 65 Interactive Voice Response (IVR) routing 66 Once call is answered by a live agent 67 Call duration 67 Call quality 67 Response/service levels 68 Opening hours 69 Inbound business continuity 69 Outsourcing contact centres and telemarketing (CCT) 70 Scope of this guidance 70 Why outsource? 70 Is outsourcing right for you? 72 Contact centre and telemarketing (CCT) outsourcing decision card 73 Choosing a CCT 74 Supplier/client relationship and responsibilities 79 Successful relationship attributes 79 Governance 80 Compliance 82 Data ownership 84 Exit strategy 84 4 Contents Outsourced campaign delivery 85 Agreeing CCT campaign objectives 85 SLAs and KPIs 85 Outsourcing international campaigns 87 Centralise or de-centralise? 87 Campaign response Glossary Results and ROI 90 Campaign monitoring 90 Measuring campaign performance 91 Glossary 93 5 Acknowledgements Acknowledgements The DMA wishes to thank the following members for their contribution to these guidelines: Jurgen Bolz, Genworth Financial Peter Gale, Data Base Factory UK Ltd Rufus Grig, CallMedia Elaine Lee, ReynoldsBusbyLee Ltd Sureya Landini, Blue Donkey Ltd Dave Nicholls, DJN Solutions Ltd Trevor Richer Graham Smith Steve Smith, Brookmead Consulting Ltd Luke Talbot, CallMedia Joanne Webber, npower Fiona Whelan, CPM International Jo Varey, Granby Marketing The DMA wishes to thank the following for their contributions to the September 2009, first edition of these guidelines: Christine Bryant Richard Webster Rob Denton Roland Smith Roxzanne Bland Pam Gregory Paul Newman Vicki Shaw All rights reserved The Direct Marketing Association (UK) Limited 2014 No part of this publication may be reproduced without the written permission of The Direct Marketing Association (UK) Limited 6 Introduction Introduction Relevant and personalised Telemarketing, when done well, can be a brilliantly successful, profitable and mutually beneficial channel of communication and sales between you and your customer. It gives you an invaluable opportunity to communicate a highly relevant and personalised offer to your customer or supporter in a timely, sensitive manner. One-to-one phone marketing allows you to build a closer relationship with your customer in a very personal, relevant manner complete with instant interaction and resolution to give them a new offer that they appreciate or help them get more value from a product or service that they are already using. Your best practice goals Best practice is about much, much more than mere compliance. Instead, following these guidelines will add tangible value to both your organisation, looking to prosper, and your customer, looking to benefit. As with all one-to-one marketing, your main goal must always be to do the right thing for your customer to put your customer first. Only by doing this will you enjoy the fullest rewards of telemarketing and continue to enjoy the freedom to engage with your customer by telephone in the future. Getting it right The sign of a great telemarketing call is that your customer would not describe it as telemarketing but would instead describe it as a great service call! Following these guidelines will most certainly help you to achieve this goal. 7 Business practice Business practice Compliance Regulation, compliance and standards There are many regulations and standards affecting contact centres. They can be split into four strands: Legislative requirements Data Protection Act 1998 Privacy and Electronic Communications Regulations 2003 Telecommunications (Lawful Business Practice) Interception of Communications Regulations 2000 Regulatory organisations Compliance with your legal obligations is adjudicated and enforced by several authorities: Ofcom Ofcom is the regulator for the UK communications industries, with responsibilities across television, radio, telecommunications and wireless communications services. The Information Commissioner s Office (ICO) The ICO responds to any complaints or concerns regarding data protection and privacy issues. ico.org.uk/ The Financial Conduct Authority (FCA) The FCA regulates the financial services industry in the UK, with the aim to protect consumers, ensure the industry remains stable and promote healthy competition between financial services providers. The penalties for non-compliance include fines, sanctions, public censure and reputational damage. For more information on penalties including examples of organisations that have been sanctioned visit the ICO: ico.org.uk Industry codes Although these are not law, contact centres are expected or required to comply with industry codes and standards, certainly if they are members of industry organisations. Telemarketing is subject to code requirements from the following industry bodies: The DMA Code DMA members must comply with the provisions of the DM Code. Non members are strongly advised to comply with the Code as it is a useful summary of the legal and best practice requirements for one-to-one marketers. The Code is adjudicated by the Direct Marketing Commission (DMC). The CAP Code The British Code of Advertising, Sales Promotion and Direct Marketing (CAP Code), which is enforced by the 9 Business practice Advertising Standards Authority (ASA). PhonepayPlus Regarding premium rate services and charging. Mobile marketers must comply with the Code of Practice and Guidelines issued by PhonepayPlus. Industry bodies monitor compliance with their codes of practice and can impose sanctions if they are not met. Best practice guidelines and kitemarks such as those contained in this document aim to raise standards and retain customer confidence in the medium. They aim to ensure the long-term sustainability of our industry. Comply with relevant standards Contact centres need to decide the standards with which they will comply (in addition to those that are a legal requirement) and put in place quality assurance processes that verify they are being met. Obtain verification Regulatory requirements and industry standards usually require verification to those bodies responsible for them. A level of transparency is necessary to comply. Encourage internal transparency It is also worth considering transparency internally for management and agents. This will drive standards as objectives are set and improvements are considered by all involved. Taking payments over the phone Comply with PCI If you accept credit card payments, you must comply with the Payment Card Industry (PCI) Security Council standards. Approach payment compliance as a business benefit Compliance with data security standards can bring major benefits to your organisation while failure to comply can have serious and long-term negative consequences. Major benefits: Compliance with the PCI DSS means your systems are secure, and customers can trust you with their sensitive payment card information Compliance improves your reputation with acquirers and payment brands -- the partners you need in order to do business Compliance is an ongoing process, not a one-time event. It helps prevent security breaches and theft of payment card data now and in the future Negative consequences: Just one incident can severely damage your reputation and your ability to conduct business effectively, far into the future Account data breaches can lead to catastrophic loss of sales, relationships and standing in your community and can depress share price if yours is a public company Lawsuits, Insurance claims, cancelled accounts, payment card issuer fines and government fines Client is responsible for ensuring compliance If you have outsourced your telesales function, legal responsibility still falls on you, not your supplier, to ensure that payments are being handled in a compliant way. 10 Business practice Verification Include a verification process to monitor your compliance alongside evolving regulation and standards. Assign internal responsibility Appoint an employee to manage this process and own regulation, compliance and standards verification for your organisation. The employee appointed to fulfil this task will need to liaise with outside regulatory bodies. Appoint compliance officer Appoint a compliance officer and communicate their responsibilities across your organisation. Your compliance officer should be an expert in this area and be able to advise your organisation on its future development as well as the regulation, compliance and standards to which your contact centre must adhere. Demonstrate compliance Use your verification process to monitor and improve the processes that are necessary for compliance. Keep relevant records to demonstrate compliance. Create campaign quality assurance Ensure that all relevant personnel understand these verification processes. Create quality assurance procedures and measures to ensure compliance at the start of each campaign. Keep records Keep verification records including: Verifiers Agent and team objectives Dialler compliance reports Copy of agent script for campaign Agent training manual for campaign Campaign results Campaign execution rules including dialling times, retry counts, abandoned call message handling and so on Do not call (DNC) list management processes Data management process Details of other front office and back office processes Complaints and resolutions Use a verifier Consider using a verifier for certain processes. The purpose of a verifier is to check data, a call or a transaction on an individual basis to ensure it is correct. This is a double-checked approach that you should adopt for sensitive sales and regulated products such as financial services. This approach minimises product cancellations, poor agent selling techniques and incorrect data. 11 Business practice Quality assurance Quality assurance underlies all sections of your best practice. It is the responsibility of every campaign owner and contact centre to consider and deliver quality to their customers. Without quality assurance, it is likely that the outbound telemarketing and teleservice industry will fall into disrepute making it no longer effective as a business practice and possibly attracting direct government regulation. This section highlights quality assurance best practice that you should implement. There are also other suggestions that will enhance quality and will become practical in the future. Quality assurance tools There are a number of technological tools that provide an aid to quality assurance. Some of these, such as call recording, are fundamental to quality assurance. Others, like speech analytics, are ones you should understand for the future. Call recording and quality monitoring Effective monitoring and occasional recording are commonplace with all types of calling activity. Set clear monitoring objectives There are four basic reasons why you and, if relevant, your outsource CCT would want to listen to recorded calls: Improve performance for example, testing and optimising scripts Ensure quality control standards and compliance Training of both new and existing staff Crime detection Be compliant Call recording is a requirement of a number of regulatory bodies and is legally allowed but you must meet the requirements of The Telecommunications (Lawful Business Practice) Interception of Communications Regulations Tell customers and staff when calls are being recorded Although it is not a legal requirement to inform customers that calls are recorded, it is certainly best practice to do so. It is, however, a legal requirement to make reasonable efforts to inform all your staff that calls are being recorded. It is certainly best practice to ensure all staff are aware that calls they make may be recorded. This includes telemarketing staff at your company, as well as at your outsource CCT. This is a requirement of The Telecommunications (Lawful Business Practice) (Interception of Communications) Regulations Store recordings Ensure that recordings are securely stored with accurate, detailed information and can be easily accessed and examined in any customer disputes. Monitor constructively Use quality monitoring positively with supervisors proactively assessing a sample of calls against your criteria and looking for constructive ways to help the campaign (or individual agents) get better results. Use screen capture Use screen capture to complement call recording. Replay both at the same time to gain a full view of your agent s process and check that data capture is consistently high. 12 Business practice Define specific training for each agent Use the findings to target specific training for each of your agents. Ensure that you quickly spot and address any quality issues. Recording of payment details There has been some confusion about the storage of cardholder information in call recording systems. The DMA has produced a document outlining some of the requirements of the PCI DSS in relation to the storage of cardholder information in call recording systems and some potential solutions for CCT operators. You can downloaded this specific guidance here: Reporting and business intelligence Technology can provide reporting on a wide range of measures. Some of these are fundamental to verification by regulatory authorities. For example, under Ofcom regulations the operations of any predictive dialler must be captured and stored. Monitor against campaign measures Assess calls against your campaign measures, such as conversion rate or customer satisfaction indexes, as part of a balanced scorecard to improve quality. Monitor for potential problems A number of quality monitoring solutions can spot other potential problems in calls, including: Long silences in calls Where the agent and customer talk over each other High levels of stress in a voice Speech analytics Speech analytics is a very new technology but it will become commonplace in the future and will profoundly affect the way contact centres assess performance. It allows the identification of key words, phrases and stress patterns. Speech analytics automatically maps call information into language patterns that are based on dozens of indicators such as customer satisfaction, agent politeness, acoustic stress, and call tempo. Identify call issues Use speech analytics to uncover patterns that are quite unexpected, alerting you to issues that you would not be able to discover otherwise. Combine with call data Combine speech patterns with call data to reveal in-depth information and allow you to make further analysis. Pull calls individually and inspect them for quality. Monitor for swear-words Monitor for inappropriate language, including swear-words or other offensive terms. Investigate benefits and issues Investigate and assess all factors around how your specific organisation can benefit from speech analytics, including: Management of the technology Use of alerts and trends Feeding back results Using results to improve quality Legality and regularity compliance 13 Business practice Complaints procedure Complaint-handling objectives A complaint is any expression of dissatisfaction whether oral or written and whether justified or not. Good complaint handling is critical to the success of your relationship with your customer. It will cost you much more to replace a dissatisfied customer than to retain an existing customer so make every effort to ensure that you have effective organisational structures in place to handle complaints. Put your customer first and value your reputation Design your complaints management process to: Foster a positive relationship with your customer especially when they are starting from a point of dissatisfaction Minimise any risk or cause for anxiety for your customer Minimise any reputational damage by acting quickly, sensitively, constructively and decisively Bolster your brand reputation through excellent customer service Turn a negative experience into a positive brand story Ensure a robust clear framework that provides: Complaints policy Transparent, visible procedures Easy and free access including removing all barriers and offering free phone numbers Effective and easy complaint recording methods Fair and respectful treatment of all customers Consistent processes for determining outcomes Clear timeframes and deadlines for resolving the majority of complaints Clear processing of complex complaints Full information and expectation management for your customer throughout the process Your complaints policy should cover the following issues: Obligation to have a written complaints policy As a requirement of the DMA Telemarketing Manifesto, any contact centre that undertakes outbound calling activity whether outsourced or in-house is required to have a written complaints policy. Obligation to deal with complaints Your company has a duty to improve your customer s experience of an outbound telemarketing call by fully understanding the root cause of any dissatisfaction. Identify systematic issues As a company, you are required to manage and analyse complaints stemming from outbound calling and must: Identify systemic issues Remedy them 14 Business practice Make root-cause analysis of the reasons for the complaint Change processes and procedures to minimise customer dissatisfaction Train complaint-handling staff Make sure your complaint-handling staff are knowledgeable, trained, respectful and supported by specialist supervisors so that they are able to have empathetic and productive conversations with your complainant. Turn complaints into an opportunity Well-trained staff will help your customer feel confident that their complaint has been respected and that they are valued by your organisation in fact, a well-handled complaint can actually improve customer loyalty. Use complaints to gain valuable insight Although unwelcome on the surface, complaints can give you hugely valuable insights into how you can continuous improve your customer s experience and remain competitive. Complaints process Be profess
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