How to Turn Your Customer Service into a Competitive Differentiator

Contact centre outsourcing can be considered as a catalyst for offshore outsourcing. Many Western companies shipped customer service overseas. It's a practical strategy not just because it’s low-cost. The job is very stressful, and the working environment isn't favourable for a long-term career, so many scoff at the job. But offshore, high attrition rates are common. 

Here's how businesses can turn their outsourced customer service as a competitive differentiator.

Be S.M.A.R.T.

Typically, a call centre agent's performance evaluation revolves around the average handling time (AHT). It's a performance metric aimed to reduce wait times. As a result, the focus becomes hitting the numbers instead of a suitable call resolution. You can find out the most common concerns, but you can't predict the customer's attitude or the circumstances surrounding the call.

The focus should be call reduction through a SMART (specific, measurable, attainable, relevant, time-bound) resolution, followed by customer education. An outcome-based pricing model can better facilitate this kind of approach.

Find out what motivates people.

Temporary reprieve comes in the form of Sodexo vouchers and gift certificates. Then there's the company prize, which just turns out to be a bag, mug or umbrella with the client's logo on it.

This either encourages them to just hit the numbers or discourage them because of the paltry reward. BPO providers should focus on performance incentives instead. This will push agents to do what is right for the long term, rather than just to get the customer off the phone or make that sale.

Keep it simple.

Call centres have novelty-themed days from time to time for something different. Call centre agents have to wear era-inspired fashion, like retro 80's. Sure, they can be fun for some, but in hindsight, they don't make any difference.

What call centre agents really want is to take a break from talking and repeating the same script. This is why smoking is common in call centres. They want to do something else other than talking for eight hours and to relieve some stress.

Instead of insisting a silly distraction that's borderline embarrassing, give them a space to just relax. Tech companies have spaces where employees can read, check their own email, or to clear their mind.  

Inclusive growth.

HR is occupied with recruitment and administrative work. Coaching and performance evaluation are left to the supervisor. 

The next level for a call centre agent is either a team lead or a QA. But is there management training available? Is the supervisor proactive in helping the agent in his/her career plan? Coaching and performance evaluation sessions are focused on what they should do from now on, but not so much on what's ahead.

Outsourcing clients should invest on training. A call centre agent with tribal knowledge and management skills can provide more value to operations.


These recommendations sound ideal, but they provide practical benefits for the long term. If an offshore call centre operation is only seen as a separate low-cost entity, then it’s really no different than your local fast food chain - a place for a temp job to pay the bills, not a viable career step. If none of your call centre agents are invested in the long run, they wouldn't put in that extra effort to elevate your customer service.