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Credit unions calling Clarke American Checks' call center in Salt Lake City might not realize it, but they're contacting an elite group of "Mighty Ducks." That's the name the call center's credit union division reps took to symbolize their team unity. Clarke American's team-based culture encourages the use of creativity and enthusiasm to recognize and motivate employees.

How about a MAC (marvelous achievement for customers) attack? When one team member wants to recognize another for providing outstanding service, the employee sends over an electronic Mack truck, flashing lights and all, full of candy. This Disneyesque approach might seem goofy but it exemplifies what all call centers-all credit unions for that matter-constantly strive to find: enthusiastic employees as good as the million-dollar technology they use.

While cutting-edge technology undoubtedly is vital to successful call centers, employees are the key to closing the gap between marginally and wildly successful operations. There's currently a shift in call center thinking away from technology to staff, according to a study by Lombard, III.-based Financial Training Resources, Inc. Hiring the best people and improving team performance ranked as the top two call center concerns. The study also revealed major differences in hiring and training practices between "cutting edge" and other call centers.

"We've spent almost $3 million on our telecommunications systems," says LaRhesa Pollock, director of communications for San Antonio-based Clarke American. "You need the technology and tools to get into the game. But our people make the difference. We invest in hiring the right people, training them continuously, and recognizing their achievements."

"The real challenge of operating a first-class call center is balancing the need to wow members while managing the costs of running a firstclass operation," adds Larry Lewis, call center project manager for Navy Federal Credit Union, Vienna, Va. "This means finding the right mix of high tech and high touch. It means inspiring and enabling telephone representatives to do just that little bit more on each call. It means knowing your costs and always looking for ways to save without hurting member service."

The nation's roughly 500 call centers take many shapes and forms. Clarke American, which produces more than 8.5 billion share drafts and checks from more than 43 million orders annually, is open 18 hours a day Monday through Friday, and eight hours on Saturday. "We're constantly evaluating our hours of operation," says Kaari Swope, Clarke American's vice president of customer services, "to make sure they meet or exceed our partners' and members' needs."

The call center receives more than 30,000 calls daily-roughly 7.5 million calls per year. Credit unions can place orders via Clarke American's automated order entry system, paper, fax, interactive voice response, or through dedicated customer service representatives for expedited orders. Call routing is "skills-based"-calls requiring certain expertise are routed to representatives with that experience. Credit union calls, for example, go directly to Clarke American's credit union division representatives.

Members can call Clarke American directly with questions about reprints or changes to check orders. And with its Return to Sender^sup SM^ program, Clarke American handles undeliverable packages in a secure environment-saving credit unions an average $6 per package, including staff handling time. This feature saved America First Credit Union, Riverdale, Utah, nearly $15,000 last year, says Jana Fox, the credit unions check processing manager.

Navy Federal approached Clarke American for help with the credit union's high call volume. The result? A pilot program in which Clarke American handles Navy Federal's Sharechek accountholders' check reorders and inquiries via a transfer option on Navy Federal's voiceresponse unit.

Navy Federal operates multiple call centers organized along product lines, Lewis says. Members can apply over the phone for consumer, credit card, mortgage, and equity loans; receive loan counseling; purchase various savings vehicles, such as individual retirement accounts and certificates; transfer funds; request information-anything but handle cash. Navy Federal's 500 call center reps handle more than 500,000 calls per month. Its automated voice-re sponse system handles 2.7 million calls per month. Hours vary at the different call centers from 8 a.m. to 5 p.m. to 24 hour-aday, 365-day-a-year service. Credit unions can link with existing call centers, including CUNA Mutual Group's Lending Lab, AnyTime Access, and Lending Solutions, to offer similar services ("Resources," p. 84). Such call centers are structured in a variety of ways: Some provide 24/7 service; others offer backup when credit unions' call volumes reach a designated point. Credit unions typically pay a per-loan fee with a required monthly loan minimum.

Centers provide altemative delivery system

Call centers are growing at a 20% annual rate, according to Oppenheimer & Co. And the number of call center employees has increased by 400,000 over the past few years, reports Quintus Corp. (formerly Call Center Enterprises), Palo Alto, Calif. What's driving this growth? Consumers' insatiable demand for convenience.

"Access and convenience are key issues for members today," Swope says. "A call center can help credit unions meet or exceed member expectations."

Credit union members in particular are avid call center users because they're more likely than other financial institution customers to prefer quick transactions over human interaction, according to a report by Mentis Corp. The study of consumer attitudes and preferences shows "members display more interest than bank customers in call center features that expedite transactions. Members would be more likely to use call centers if menu options were shorter and were known in advance."

"Call centers provide an alternative delivery channel to brick-and-mortar branch offices," Lewis adds. "Call centers have become a primary delivery channel, and members expect them. Via toll-free access, credit unions can be as accessible to members as the nearest telephone. In today's highly competitive service environment, this is essential in meeting member expectations. How credit unions serve their members over the telephone is a vital factor in establishing lifelong relationships."

But make sure service is up to par-or risk members' wrath. "As important as your call center is to expanding member service, it can also be a member-service Achilles' heel," Lewis maintains. "Each call is an opportunity for members to reassess their relationship with you. Quick, accurate, and friendly responses reinforce members' commitment to your credit union. However, lengthy delays, incorrect responses, or a lack of warmth result in dissatisfied members."

To win these "moments of truth," Lewis advises thinking of call centers as strategic assets focused on enhancing member loyalty and wallet share, not simply as back-office operations. "Today, call centers often represent a member's sole access point," he says. "Therefore, it's crucial call centers deliver the same level of superior member service as our branch offices."

"Credit unions should seriously consider the extensive capital, technological, and human resources required to build and maintain a member service call center," suggests Pollock. "Partnering with a company that understands the credit union movement and has established call center capabilities may be a more efficient and cost-effective alternative."

Only 8% of all credit unions accept loans through call centers, according to Credit Union Executive Journal's 1997 Remote Banking & Technology Survey Report.

There are several elements to consider when shopping for the right call center, according to CUNA & Affiliates' Credit Union Environmental Scan, 1998-99 edition, including:

Interactive electronic options;

Ability to manage risks, such as call overloads or power outages;

Multimedia capabilities, such as faxon-demand, paging, Internet, intranet, and menu options;

Quality of phone representatives and staff training;

Type of software the vendor uses;

Degree of specialization-whether the vendor understands credit unions; and

Commitment to innovation.

Technologies on the horizon

What does the future hold for call centers? "The future is truly open," Lewis says. "The cutting edge today is the integration of the Internet with call centers. Look for this to be commonplace within the next five years. Also, we'll see friendlier automated telephone services based on speech recognition technologies now coming to market."