CALL CENTERS (CENTRES) - Faculty of Industrial Engineering and ...

management in the competitive business environment; (2) understand the process of call centre
operations; (3) understand the role of technology in managing call centre operations; and (4)
understand how call centres function. The case is intended for MBA/PGDBM level students as
part of the management of insurance companies, services marketing and marketing management
curricula.
Keywords: Call centres, Customer relationship management, Communication channels; Webenabled
insurance agents
25. Singhal, H.K. and C. Sridevi. Call center operations in insurance. Case, ICFAI Center for Management
Research (ICMR), India, 2003, 4 pp. Ref. No.: 503-008-1.
Abstract. The case examines the issues involved in the delivery of an insurance service and the
procedures and patterns of delivery. It focuses on the activities that need to be performed for
efficient production and delivery of a service. The case also discusses various issues relating to
technology-based services. In particular, the case focuses on the use of technology by insurance
companies to enhance customer service. The case is structured to enable students to: (1) understand
the significance of process management in the production and delivery of a service in
an insurance organisation; (2) understand the problems associated with the use of technology
in providing service; (3) understand the potential of call centres (of insurance organisations) for
providing effective services; and (4) understand the relationship between information systems
and marketing research. The case is aimed at MBA/PGDBA students, and is intended to be a
part of the insurance marketing curriculum.
Keywords: Motor vehicle insurance, Marketing information system, Call routing, Performancebased
reward system
26. Bendixen, M. and C. Mitchell. Vodacom Customer Care. Case, Wits Business School, University
of the Witwatersrand, South Africa, 2004, 22 pp. Ref. No.: 404-032-1.
Abstract. Vodacom Customer Care provided an extensive training programme for new call
centre employees. It had also made an effort to ensure that the work environment at its various
call centres was pleasant with modern amenities. The company provided its staff with sophisticated
backup systems such as an on-line knowledge base nicknamed ‘The Chad’ that kept them
abreast of the many developments relating to Vodacom products. Performance of call centre
agents was measured against a detailed bonus calculator system. In October 2002, the number
of calls handled by each call centre agent was added to the list of criteria against which performance
of call centre agents was measured. This had prompted a change in the relative weighting
of each of the factors that contributed to the final bonus calculation. Ibeth Toerien, Executive
Director of Customer Care at Vodacom (Pty) Ltd., and Lori Kasselman, Vodacom’s executive
head: Capacity building and development reflected on whether it had been worthwhile adding
quantity of calls handled to the bonus calculator. They debated whether it achieved the desired
balance between quantitative and qualitative measures.
27. Feinberg, Richard, Ko De Ruyter and Lynne Bennington. Cases in Call Center Management:
Great ideas (Th) at Work (Ichor Business Series), Purdue University Press, January 2004.
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