How to get people on to planes is something we have covered many times on this blog. However, it is always interesting when some airline tries something new. That gets us to Delta’s Early Valet (Airlines try to save time with speedier boarding process, Associated Press, Jun 1).
Delta’s Early Valet service will offer to have airline employees take carry-on bags at the gate and put them in the bins above assigned seats. The airline wants to see if its own workers can load the bins faster than passengers.
The service began Monday on about two dozen flights, and that number is expected to rise steadily during June, Delta spokeswoman Morgan Durrant said.
Early Valet will be offered through August on some departures from Delta’s busiest airports — Atlanta, New York, Los Angeles, Detroit, Minneapolis, Salt Lake City and Seattle.
It will be available only on flights that typically have a high number of vacationers. Presumably, business travelers know how to board a plane efficiently. Specially tagged bags will be stowed on the plane before boarding begins, Durrant said.
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The Supreme Court hears a major civil rights case today on same-sex marriage. As you might surmise, there are a lot of folks with a very personal stake in its outcome. Many of those people might want to actually witness history and be present when the case is argued before the court. As Slate tells it, that isn’t so easy (Not All Must Rise, Apr 27).
For many Americans, the arguments in the marriage equality cases will be the most important inflection of the court into the very core of their homes, their lives, and the status of their families. Many of those Americans started lining up Friday, four days before arguments that will take place on Tuesday morning, for a chance to witness one of the most important moments in Supreme Court history.
Many other Americans simply paid a line-standing service $50 an hour to secure a place for them.
Starting Friday, if you or your law firm had $6,000 to shell out, a paid proxy—a company such as LineStanding.com or Washington Express—would arrange to have someone hold your place in line. The fact that some of these line-standers appear to be either very poor or homeless and may have to stand in rain, snow, sleet, or hail so that you don’t have to irks at least some people who feel that thousands of dollars shouldn’t be the fee to bear witness to “Equal Justice Under the Law”—the words etched over the door to the Supreme Court building—in action.
The article goes on to note that because the court hearing room is small and various seats are reserved for guests of the justices, media types and so on only 70 or seats are available for the general public. Yesterday morning, Slate reports that 67 people were already in line and that many weren’t overly forthcoming when asked for whom they were waiting.
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Over the years, we have had a lot of posts on call centers. In some ways, call centers are a marvel of modern operations. They allow firms to serve a large volume of customers efficiently. But what’s it like to work in call center? As 20/20 reports, it not necessarily a walk in the park (Why Customer Service Representatives Might Be Deliberately Making Your Experience Worse, Mar 26).
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When you call some firm’s customer service number, do you really care whom you talk to? I mean, beyond basic competence in addressing your request or walking through how to solve a problem, do you really care? Would it matter if there were some way of matching you with a better agent? “Better” here is not about skill level, per se, but rather about someone who matches your personality type. That is, you and I may call with the exact same issue but have different agents recommend as best for each of us based on just how we behave on the phone.
This is the kind of service offered by a Chicago-based firm called Mattersight, which has been featured in recent articles in both Crain’s Chicago Business (Why you might not hate calling customer service next time, Feb 12) and InformationWeek (Big Data: Matching Personalities In The Call Center, Feb 17). Here is how Crain’s describes what they do:
Your call is automatically routed to a like-minded agent who’s been matched to you according to factors such as communication style and personality type. It sounds a little like science fiction, but it works. Clients such as pharmacist CVS Health and online insurers Progressive and Esurance (an Allstate subsidiary) say Mattersight’s software speeds up calls, boosts sales or raises customer satisfaction by 10 percent or more. …
Mattersight’s product, based on more than 10 million algorithms developed by an in-house team of behavioral scientists, is overseen by David Gustafson, Mattersight’s product chief and executive vice president. The algorithms are if-then statements that analyze callers according to speech patterns and cadence in order to gauge their personality type and mood and route them toward a simpatico customer-service rep.
People’s speech patterns constitute “an emotional syntax,” says Gustafson, 37, one that can quickly demonstrate whether a caller “is someone who values order and logic, or if they’re fun, spontaneous and creative.” The best customer service reps are adept at working with all personality groups but still do better with one type or another; Mattersight’s tech aims to play to that strong suit as often as possible.
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Whenever there are stories about Uber or TaskRabbit or any other “sharing economy” platform, the benefit of scheduling flexibility is inevitably mentioned. These firms may not offer their workers (more accurately, contractors) benefits or guarantees of employment, but they allow workers to craft a schedule that fits their own needs. Does granting such flexibility work in a more conventional setting?
Zappos, it seems, is out to answer that question with its call center workers (Zappos is bringing Uber-like surge pay to the workplace, Jan 28). Zappos’ incumbent system had call center agents signing up for their preferred shifts on paper once a quarter based on seniority. That obviously limits flexibility. Further, Zappos (not surprisingly) faces some predictable patterns in its call volume that are challenging to meet. For example, there is a spike on weekday mornings as people call from the East Coast — which is way early at Zappos’ Las Vegas call center. The solution? A bit of Uber-like surge pricing.
[CEO Tony] Hsieh was not available for an interview for this article, but as Goldstein recalls, he asked the Labs team, “‘How do you feel about looking at something like Uber for the call center?’ It was definitely not something we’d actively been thinking about,” Goldstein says.
That conversation sparked the development of what is now known as Open Market—referred to as “Om” internally—an online scheduling platform that allows workers to set discretionary hours and compensates them based on an Uber-esque surge-pricing payment model: hourly shifts with greater caller demand pay higher wages. The goal of Open Market was to create a “free-market system,” Goldstein says, and strike a balance between the rigidness of customer service center scheduling and what the company says is its dedication to giving employees time to pursue other opportunities at Zappos, like extra training. “We wanted the [customer service center employees] to work more flexible hours, eventually 100% flexible, and reward them based on how much or how little customers need them to work,” he says. …
Zappos limited the Open Market pilot to the 213 employees who work the customer service center’s phones. Everyone received at least 10% flexible time, so during a 40-hour week, employees would have four hours to play with. They could choose to not work during those hours or they could fulfill them whenever they liked by tacking them onto the start or end of a workday or by coming into the office on a scheduled day off.
Employees decided when to work with the help of Open Market’s real-time customer service center metrics algorithm and historical data that showed customer demand, as measured by the wait time of the longest-holding customer, and the accompanying compensation rates. The longer the hold time, the higher the customer demand, the more the employees working that shift would get paid.
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When should phone calls go to front-line service personnel and when should they go to a call center? The best arrangement obviously is going to depend on the setting so let’s consider the case of a car dealer considered in a recent Automotive News article (Call center keeps the service bays packed, Jan 23). The dealership in question has two stores — a Honda dealership and an Acura dealership. The status quo had service calls going directly to the service advisers, i.e., the folks who speak to customers when they drop off their cars or call them with news about what problems were found and how much it would cost to fix it. The proposal would route inbound calls looking to schedule appointments etc to a call center instead of the service advisors.
Now, it seems upfront that there are some real benefits of pulling these calls out of the service department. The call center would keep advisors from having to ditch in person customers to take call. It would also allow for some pooling across the stores. However, these efficiency gains are not what sealed the deal for the dealership. Rather, it was the opportunity to gain better control over scheduling.
“We were able to regain control of scheduling appointments in the service drive, and that’s important because we’re only open a certain amount of hours, so we want to load our shop,” says Proctor, managing partner of Metro Honda and Metro Acura in Montclair, Calif. “The service advisers didn’t see it that way.” …
By creating the call center, Proctor took service scheduling away from service advisers. They are often reluctant to book small jobs, such as oil changes and tire rotations, because they earn smaller commissions on those jobs compared with, say, a three-hour brake repair, he says. …
Proctor’s inspiration for the call center came about 21/2 years ago. He was listening to recordings of randomly selected inbound dealership calls, and one especially disturbed him.
“A customer wanted a warranty-repair appointment, and our associate said no appointments were available for three weeks,” Proctor says.
The customer wanted it done sooner. Proctor listened in shock as the service adviser gave the customer a competitor’s phone number to do the work, he says. ..
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Is the express lane in the grocery store always the fastest lane?
That’s a great question and its the subject of a “Dear Mona” column over on FiveThirtyEight (Dear Mona, Which Is The Fastest Check-Out Lane At The Grocery Store?, Oct 16). Mona attacks this question by heading into the queuing theory weeds.
I couldn’t find much research on express lanes specifically, but one paper from Amsterdam found the reduction in wait times for express-lane customers didn’t offset the overall increase in wait times for everyone. Maybe life would be easier if the supermarket didn’t have an express lane — or, better yet, if it got rid of multiple lines altogether and had all customers join a single infinitely sprawling line where there were no winners and losers. That might sound nightmarish, but the math actually suggests it would be anything but.
That math comes from queuing theory, a subject of study that’s been around ever since Danish mathematician Agner Krarup Erlang discovered a method for managing telephone traffic in 1909. To answer your question, I’ve had to take a crash course in (more modern) queuing theory, including examining formulae that calculate how average wait times at the grocery store vary depending on the type of line you join.
I should state upfront Mona on the whole acquits herself quite well on this. But there are a couple of points worth mentioning. First, there in fact supermarkets that run with a single queue, like this Hannaford’s in West Lebanon, NH.
As you can see, that singe serpentine queue ends up chewing up a lot of space at the front of the store. That’s a lot of real estate to give up when you only have two people in line. As we have written about before, that is only one of the complications of having a single queue in a grocery setting.
But let’s suppose for the moment that we can get a single queue to work. Is that in fact the best way to run a supermarket’s checkout? (more…)
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