If your business is approached the way that physical health would be, your call centers function as the nervous system, connecting all you do to the needs and feedback of your customer base. That's why globalization of your call centers should be approached carefully and with ample consideration. There are four key points you'll want to keep in mind throughout the planning and implementation stages of globalization efforts:
- Ensure you approach globalization comprehensively. If you treat each contact center as a separate project, you'll end up playing the literal telephone game - the inconsistencies in policy and implementation will cause communication breakdowns and policy hiccups that will ultimately affect your customers.
- Take regional differences into account. Just because you need to treat your contact centers as part of a network doesn't mean there isn't room for individual customization. Both your employees as well as the customers they'll be dealing with will vary from location to location, so allow for some adjustment to account for that. This may mean allowances such as special days off for regional holidays or weather concerns that might affect your employee base.
- Keep a "bridge" team on the job. As you move staff into a new globalization-minded contact center, you'll want individuals versed in both the culture of your company as well as the culture of local staff members - a "cultural translator" of sorts. If your ideals are unique, or even at odds with those in the region, you will need this buffer to ensure a smooth transition for the sake of your customers. For example, if you are opening or expanding a center in a cultural location that prizes familiarity, some communication coaching might be necessary to avoid alienating phone-in customers accustomed to being formally addressed.
- Choose local and regional partners that reflect your values. When you're operating call centers outside of your own country, it can be challenging to put your trust in partners you may have only met a handful of times, if at all. When considering partners - both at the B2B and employee level - emphasize your expectations in a clear, straightforward way that can't be misinterpreted through language barriers. For example, in some countries, behaviors like casual bribes are commonplace to ensure a building passes inspection, but for US-based bio-pharm companies, that amounts to massive legal liability. Always put your expectations in writing in addition to explaining them, because assuming where global partners are concerned could be a very costly mistake.
Want to learn more about how you can optimize your globalization strategies and empower you brand and network overseas? Don't miss the 17th Contact Centers Conference being held in Philadelphia, PA on February 26th and 27th, 2018. In addition to critical insights from industry leaders, you'll leave the conference with the tools and techniques you'll need to succeed as your bio-pharma industry business grows and expands. Register today so you don't miss a thing.