As mitch beres explains we would not be comfortable

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profitability. As Mitch Beres explains: “We would not be comfortable matching up high-value customers with high-level service – every customer has a choice of whether to use us or go elsewhere, and our quality of service can be a reason for them to stay. We aim to offer high-quality service to all our customers, regard- less of their profitability.” However, Phil Marsland reflects on the sub- ject of differentiating customer service: “It is a real question to me whether the lower risk custo- mers should cross-subsidize those with higher risk, or whether everyone should get the deal they deserve.” Although Capital One does not currently follow this line of thinking, Marsland’s comment indicates that Capital One’s manage- ment is constantly contemplating new ways of managing its business, and may even consider changing this current strategy. Another element that differentiates Capital One’s Operations department from others is its IT infrastructure. IT is used to route calls and provide associates with the necessary informa- tion to best handle specific calls. The systems are updated directly by call-centre associates. There- fore, as soon as each call is completed, associates enter information about the interaction in an encoded form into the system, which will then be available for the next contact with the cus- tomer. In some ways, this ensures a modern version of so-called ‘old fashioned’ personal ser- vice. More specifically, the Operations depart- ment is divided in four main areas: Operations Processing Customer Relations Sales Collections Cooperation between M&A and Operations Operations Processing Operations processing handles all back-office operations. Some examples of its key functions are: keying in credit card applications, scanning all incoming correspondence into a document management system, managing vendors such as card embossers and statement printers and handling payments from customers. Customer Relations Customer relations handle incoming calls. While it is primarily devoted to providing particular service requirements and receiving customer complaints, it also attempts to cross-sell when appropriate. 400 customer service associates receive about 8,000- 10,000 calls a day. These associates use the sales system (called SALSA – also used in the Sales department) when attempting to cross-sell. This allows them to identify suitable products to the customer who is calling and to avoid offering the same product twice. Customer service associates, as well as sales associates, work to an incentive scheme that encourages sales and quality service. This incen- tive scheme is characterized by the following criteria: 74 4 Implementing the CRM Strategy
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Average handling time of the call , as measured by the number of calls routed per day and the average call length in seconds.
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  • Spring '16
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  • Marketing, Customer relationship management, CRM applications, Analytical CRM

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