MST Holding has been certified as a member of the Spanish Association of Customer Relations Experts (AEERC)
On February 17, the Spanish Association of Experts in the Relationship with Customers (AEERC) ratified once again membership in one of the most important national organizations in the relationship with customers.
For those of you who don’t know AEERC, explain a little what it means to remain in this organization.
The AEERC (Spanish Association of Relationship Experts) is a non-profit organization whose mission is to provide its associates with the necessary tools to exercise and improve in their profession. Customer Service activity. Promoting and disseminating information, knowledge and experiences among those professionals and companies that configure the operation of the customer experience.
AEERC currently represents more than 200 companies: companies with Customer Relations Centers (telecommunications, public services, insurance, banking, controls, hotel locks …). In addition to customer service platforms, outsourcing / BPO companies, technology provider and contact center companies. A unique forun where professionals can freely identify their concerns, share experiences and train.
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Overcoming work stress in a Call Center can be easy
Overcoming work stress in a Call Center can be easy. According to the latest research, being informed about the characteristics of stress protects us from its negative effects. This is because having a positive perception of stress decreases its effects on the body.
How can this be?
As in most aspects of life, everything depends on the color of the glass with which you look. That is, if we can change our mental perspective on what is and what is not stressful, to what extent it is, and if that stress compensates us in some way and is aligned with what we want to achieve.
Stress is a response of our body to an external situation that causes an imbalance. But thanks to these physiological reactions the organism makes changes and adjustments to achieve that balance between the external and internal environment.
Three examples that reflect work stress in a Call Center
The volume of work has increased, incoming calls are constant and not all breaks can be made. You cannot increase the number of people at this time due to lack of space. This produces a feeling of overwhelm, irritation and workers are more tired and moody.
There has been a technical incident and customers call very angry, several times, they interrupt the work constantly. Managers experience a strong sense of frustration because they are not the cause of the incident but have to face the client. They don’t have enough information they feel very insecure because they want to do their job well. However, they convey that insecurity to customers, who perceive it and are even more pissed off.
A multinational company has bought the company. Everyone is nervous. There are conflicting instructions and it is not clear what needs to be explained to the client. This generates a feeling of widespread insecurity.
How can I consider stress to be positive?
There are circumstances in which some people get stressed and others don’t. The difference between them, regardless of their life history, is how these people face the circumstances. If they consider it a challenge and an opportunity to learn and grow, the reaction of their organism and their behavior will be totally different from the person living the same circumstance as a threat and a danger.
In general, we would consider these situations to be stressful because they involve changes from previous routines. However, if we knew that once the difficulties were overcome we would get an additional salary or an additional week’s vacation, would we change our perspective of the situation? If we knew that those who help overcome the situation and improve the work environment will get promoted, could we consider that stress as an opportunity? Would it be possible that we consider that working under pressure makes us more productive and increases our concentration?
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Pedro Barceló, CEO of the MST Holding Group, presents international eAlicia in the La Vanguardia edition of January 28, 2020
Here you can consult the full interview:
eAlicia is a management platform that evaluates and controls the overall quality of your business facilitating decision making. It allows you to have a 360º vision measuring the satisfaction of your customers and the quality of your services / products anywhere in the world. eAlicia has been helping companies improve the quality of their services for 8 years, adapting to change and constantly evolving, becoming the official tool of the “Chosen Customer Service of the Year” contest.
Could you explain how the application has evolved in recent years?
eAlicia is constantly changing to make it more manageable and have a global vision of the business. Thanks to the daily feedback we have with our customers, we can adapt the tool to the real needs of users and consumers. For example, this year, changing the design and usability of the website has been our priority and today, it is already a reality.
The new platform design is closer and adapted to the digital world. As well as the changes in the website that will allow visitors to move more easily through the Home and obtain information as clearly as possible.
We have seen that you have changed the slogan of eAlicia. Why?
We believe that “Measure to continue growing” refers to what we really want to convey. Any company in the world needs to have controlled the experience that their clients are having in any continent. If you are not able to detect where you are failing, you will not be able to please your customers and they will stop consuming your product.
The slogan of the new website, “Measure to continue growing”, tries to convince users and future customers the need to measure the quality of service in their companies to continue growing. With eAlicia you measure the quality you give as your customers perceive anywhere in the world and in real time.
What are the keys for eAlicia to remain positioned as one of the leading platforms in Quality Management and Customer Experience?
The keys are the combination of technological innovation, one of our strengths, and our expertise in quality of customer service and customer experience along with our broad customer base.
With this combination, eAlicia helps to improve the customer experience that has become a key point for the improvement of our customers’ business. Companies are transforming into a Customer Centric strategy and from MST we are helping them to this transformation driven by eAlicia.
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The Customer Experience: fashion or obligation Today we want to highlight the innate potential that we have in organizations to serve our clients in an exceptional way: the innate Customer Experience
Some experts already point out that, in order to improve the customer experience, it is not only necessary to reduce the distance between the client’s expectations and what he actually receives, but his emotion must be managed. To this end, sophisticated systems for capturing these signals (changes in the skin, micro facial expressions …) are being investigated in the most objective way possible that they are also practical, economical and easy to use.
People are equipped with innate and learned skills for managing emotions in a simple and economical way
That is, we are social beings and therefore we are equipped with the necessary skills to interpret and manage the emotions of others and our own. It is a matter of survival. For example, a baby who begins to walk but stumbles and falls to the ground, the first thing he does is not cry, but look at his mother / father. If the caregiver makes a scary face, the baby will cry. If the caregiver is calm and faces acceptance because the fall is part of the learning process, the baby will know that he has to get up again and keep trying. They learn to react based on the emotional response of their environment.
Therefore, this is what our customers expect. When there is something that does not work and they react with anger, pasotism, apathy, there must be a survival response. That is, a change.
However, according to a study in the US, customers are lost by:
1% because they die
2% because they move
4% because they leave with the seller
11% for the price and other associated costs
14% for dissatisfaction with the product / service
68% due to the attitude of indifference of a company representative.
Why can’t we look at our clients and know what emotion they are having? Why don’t we know how to react to properly manage that emotion and achieve the goal of satisfying it?
Since customer service has professionalized, companies have insisted on controlling and measuring everything.
Do you have specialized techniques to have a higher level of Customer Experience?
The client must always be the protagonist of your company: Do you do what is necessary to make it so?
Most companies say their customer is the number one priority. But is it really like that? In this post we give you the keys to make your client the protagonist of your company through the following questions:
Do we have the client integrated in all the processes of our company?
Do we have it integrated into the decision and strategy processes of the different areas?
Do we have it at least integrated into some mechanism that collects your feedback in real time?
Is there a possibility that a change in the needs of your customers will affect a modification of your product or service or improve a process quickly?
Can the entire organization respond positively to these questions or only some areas of the company?
The rest of the company, where is it oriented? To the product, to the intuitions of the partners, to the technology, to the benefits …
Do we have internal boycotts to really focus on the customer?
Is the leadership dome rather conservative and promotes and is involved in that helm turn?
Is there any figure that directs this change and leads the incorporation of the client in the new processes?
Do we have a company accustomed to constant change efficiently?
The client is asked about his experiences, what he thinks not only of a product but of how the service offered, the processes, the solutions offered are organized?
Is the customer asked about their expectations?
Is the suggestions for improvement of the workers themselves taken into account?
Are workers themselves properly incentivized as the main points of contact with customers?
It is not easy to make a helm turn when your organization is oriented, organized and structured towards other foci that are not “the customer”. It has not always been necessary. But today it is essential.
How to do it?
Social networks help us integrate customer opinion into our processes. Use them to value the positive and improve the least positive.
Do not be afraid of complaints, you just have to do what customers ask us to shout, value how to do it strategically.
Recalculate your costs and reorient the actions based on customer feedback and employee suggestions.
You must be original to fit the puzzle until the gear shift works perfectly.
Use tools that facilitate the work and handling of millions of data to obtain conclusive results.
Take small actions that substantially improve the customer experience, according to your own requests.
What strategy do you use to involve your employees in putting the customer at the center?
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When customers call for the first time to report an incident with their service or product they are usually angry at the brand. The person who answers the call has no responsibility for the client’s anger.
However, we tend to get emotionally involved, reacting with the same level of anger with which the client is treating us.
We discover three keys to positively manage this emotional involvement with the client:
Responding to a client from the point of view of “I am right” has nothing to do with responding from the point of view of “my goal is to resolve the conflict.” Therefore, we recommend that you change your perspective of the situation. Avoid getting into the discussion about who is right. It is more effective and positive to focus on resolving the conflict.
Since your role is no longer to defend against the attacks of a furious client, it is not necessary to enter into discussions or defensive attitudes.
The new role you can adopt is that of facilitator of solutions. This role includes:
Understand well what is the real problem of the client
Ask intelligent questions
Know perfectly the protocols and processes of the company.
Use a tone of voice, volume and intonation suitable for the client to calm down and be more receptive to collaborate in the resolution of the conflict.
Use phrases of the type: “Mr … I’m here to help you”, “Surely we can solve it between the two”, “I understand your anger and I would like to reach an agreement with you to solve it”.
Mastering emotional intelligence skills.
Finally, you must trust that if you treat the angry customer correctly, they will react favorably.
By transmitting that security of doing things well (not entering into a personal war, but solving a labor issue), the client will react: reduce their level of stress, their anger and tone, the vocabulary and attitude will change, being able to redirect a Easier way the situation.
You must also ensure that you are sure of:
What is negotiable and what is not.
Be able to identify the emotion of the client (see typologies of clients) and control your impetus to increase the volume of voice, increase the aggressiveness of your intonation and master your vocabulary.
Have the necessary negotiation skills.
Reflection question: What do you think when you feel attacked by your clients? What role is more appropriate to adopt?
Convince the client that he is not right. Enter into discussions, get on the same level as the interlocutor regarding bad language.
Instead, you must listen more than talk. We should not take the client’s anger as personal. We have to adopt a professional attitude.
Use a telephone communication full of ambiguities and without concretions.
To avoid this, you must achieve effective communication. Ask specific, concise and clear questions that have concrete answers and are simple for the client. You should also avoid abstract concepts. It is better to talk about concrete examples according to the information that the client gives you or with examples of other cases in similar situations.
Demonstrate superiority through aggressive language and expressiveness.
It is more effective to convey security, sincerity and tranquility. If all the conversation insists on these principles, the client will tend to imitate this behavior.
Disregard the opinion or knowledge of the client.
Many times we already know that the customer is not right. The mission of the telephone manager is to provide fair information so that the client can tell and offer an alternative solution.
Just as managers must be assertive, customers can also be assertive.
One of the basic tools of telephone communication is assertiveness.
We say that a person is assertive when:
Translated into the language of customer service we can say that we must respect the opinions of our client. Take into account that the client has information about his case and some acquaintances. We can have information on many cases similar to those of the client. This information can be expressed assertively.
Defend your own rights freely,
The customer who claims his service or product rights when he has paid for it is in his right. Only 1% of customers claim their rights, so we must make it an opportunity to offer a solution and build loyalty.
It does not allow others to take advantage of it.
If the client feels cheated, he becomes angry and stops being a client. It is your right. In order to maintain effective communication you must strive to be clear, concrete and concise to clear up confusion. Providing adequate information focused on the client’s objectives helps build trust.
It is considered with the feelings and opinions of others.
Since telephone communication is a two-way channel, assertiveness makes it possible to transmit an appropriate way to treat the interlocutor. As specialists in effective communication you must master this mechanism. It is about arguing calmly about the facts and neglecting the assumptions.
Every Thursday we will have a new tip in our blog.
Last Wednesday, November 20, Donuts gave us a very special gift: A great snack!
As you all know or have you ever tried, Bimbo group gave us a pleasant surprise by giving us Donuts for all the workers. All employees had a Donut thanks to Bakery Donuts Iberia.
«According to studies by the brand itself, 99’7% of Spaniards know Donuts®, a renowned brand that remains iconic generation after generation.» So if you are of that 0.3% look at the faces of happiness that Donuts generated ® with its wonderful donuts.
The creator of a new donut concept, the Donuts® was the businessman Andreu Costafreda, son of a family of bakers. After a trip to the United States in 1961, he discovered machines that allowed to easily produce new varieties of donuts.
A year later, Mr. Costafreda reaches an agreement with the Americans to manufacture these new donuts in Spain using the aforementioned machines. However, the project was truncated by the restrictive policy of the time, which prevented importing flour from the United States, since the quality of the existing Spanish flour did not allow using machines or making donuts.
However, the tenacity of this entrepreneur led him in just five months, to create a new formula with various types of flour and ensure the optimum quality of the raw material to manufacture a new product. Donuts® are born, a brand that was registered in Spain in 1962. After more than 50 years and, despite the many attempts of competing brands as well as cooks and consumers in cooking blogs, nobody has yet managed to match their flavor and texture. Only Donuts® taste like Donuts®, a unique and inimitable formula that has conquered millions of consumers. And in Spain more than 250 million Donuts® are consumed every year, which represents 8 Donuts® every second!
Last Thursday, October 24, the Quality Awards of the third quarter of the year were awarded where the best workers are rewarded
The Customer Service Field Work Leader, Teresa Capsir, and the Quality Process Analyst, José Ramón Quesada, presented the quality awards for the third quarter of the year in Barcelona and Madrid. Winners were awarded with diplomas and gift vouchers from the English Court.
On this occasion we congratulate the following winners: Carles Mujal, David Blanchart, Jennifer Siso, Leonardo Ramírez, Mª Ángeles Collado, María Herrero, Sandra García, Sara Pozuelo and Sonia Guzmán. Congratulations to all!
Nine prizes are awarded each quarter, three for each service group (Call Center, Banking and Help Desk). Thus, all agents have the same opportunities to access them, regardless of their work group.
To prepare the list of quarterly awards, the agent’s permanence throughout the quarter between the top 10 positions in the quality ranking, as well as his average score obtained, is taken into account. With this assessment, the constancy and dedication in the day-to-day work of each agent is being given priority and rewards, since the purpose of these awards is to recognize and reward the efforts of people who, with the quality of their work, contribute to the success and growth of MST Holding.
Last Thursday, October 31, the Digitalization of the Tourism Sector was held at the Convalescència House in Barcelona
On October 31, C3 Digital By MST Holding organized a Round Table about the technological solutions that The future of the tourism sector holds. The Convalescència House of Barcelona hosted the Round Table: “The Digitalization of the Tourism Sector”.
An event organized by C3 Dgital By MST Holding. The Head of Digital and Innovation, Karen Quipusco, was the moderator of a round table that featured speakers from the tourism sector. On the one hand, Davide Lusuardi (1st left), Head of Operations of Costa Cruises in Spain and Portugal, shared his experience in how technology is optimizing the marketing processes of tourism products and services. “We have to encourage tourism, you should not always be stuck in the same.”
Javier de Ramón (1st right), the Director of CRM and Marketing Services at Fira Barcelona, told us his vision about the challenges of digital transformation in the MICE and business industry. “Companies must prepare the pre and post in the Customer Experience.”
Also, Christian Rodríguez (2nd right), the founder of BYHOURS.COM, fascinated us with his experience on tourism business models today and the role of innovation in the territory’s tourism sector. “Digitalization is not just applying technology. You have to know it to know what is going to make us grow.”
Finally, Rafael González (2nd left), is a managing partner and founder of Vivential Value, with several years collaborating with the public administration, focused on how technology is changing the way of living the travel experience. In addition to the challenges that Destinations must face before the technological digital revolution. “We can’t embrace all the technology without thinking about citizens.”
Each of them offered us the vision and the expectation that the future of the sector holds for us and what are the trends that they use in their respective companies.
The key points
In summary, the themes that could be heard at the Round Table were the following:
The importance of understanding our business and how to approach it. Is digitalization an end or just a means for us?
The Big Data We continue with the culture of data or the cult of data. It is not enough just to obtain and analyze them, you have to know how to interpret them and lower them to the reality of our environment.
Customer understanding and customization: let’s break paradigms and focus on asking them before taking for granted that we are doing well. You have to focus on the experience.
The importance of interaction: We must not only integrate our solutions with the data. But we must also integrate all the actors that influence when satisfying experiences to our clients.
Sustainability: Trend or reality? Is the sector prepared to face the sustainability that the world requires? Is the tourist and the citizen?
“Think different” “think out of the box”: Are we seeing new digital businesses as new opportunities or only as threats to the industry?