Innovation and excellence in Customer Service: evolution of the Contact Center in specialized teams

A little more than 20 years ago, our department was challenged to develop a technical and analytical service team for the Mercedes-Benz dealer network.

The creation of a service team of these characteristics is complex; the essence of our department is marked by a high level of professional competence, which requires highly specialized profiles and a progression according to the technical innovations of the tools in use. In the specific case of the specialized team for Mercedes-Benz, we have discovered that the contact with salespeople, administrative staff and sales managers, among others, also opens the doors to customer management with an added bonus: we delve into more technical and commercial aspects of the automotive product.

Since our inception we have maintained a strong commitment to study, learning and mentoring within our own team. When expanding our department, we prioritize the selection of candidates who not only possess outstanding communication and assertiveness skills, fundamental for the development of our area, but also have the talent to identify, through conversational experience, the main concerns of our clients. This allows us to concentrate our efforts on the aspects that brands want to highlight and improve.

Every day, we thoroughly analyze the information for each product. This knowledge allows us to empower our team members to manage themselves, thereby increasing the efficiency of self-service customer support.

Our in-depth knowledge of our brands’ products and services—which view us as part of their sales team rather than just suppliers— drives us to achieve excellence in results and procedures, meet objectives, and constantly propose improvements. We involve the entire team in our concerns, analyses, and oversight in a fully collaborative manner. This fosters a shared, professional sense of responsibility among all our team members for every challenge, campaign, or project we undertake.

Personal and psychological factors directly influence the purchasing process; 95% of purchasing decisions are based on emotions, and within that percentage lies another important “factor” that hinges on trust, professionalism, and the way the customer is treated by the salesperson.

Thus, our main objective is to enrich the customer experience by adapting to each brand we collaborate with. This emotional connection, crucial in the buying process, is cultivated daily in our Contact Center through pre-sales, B2B, B2C, cross selling, up selling and loyalty strategies.

Our commitment to new technologies is constant, always adapting to the progression of our industry and implementing new processes according to customer needs, such as the incorporation of different CRM (Dynamics, Salesforce, ad-hoc for the client).

We are constantly evaluating new suppliers, tools, and services that can drive our evolution toward more efficient and intelligent models. Some time ago, we incorporated digital channels such as chat, WhatsApp, social media, and email, which—along with data automation, AI-driven collaboration, and process improvements—keep us at the forefront of innovation and are key to delivering the best service to both our customers and the brand.

This ecosystem allows us to offer a strategic, efficient and adaptable approach to changes and to each of our clients. Working both globally and customized by project, with its different challenges and objectives to be met.

In conclusion, each project is an opportunity to innovate and customize our services, transforming each challenge into part of our identity. This dedication distinguishes us as a pioneer Contact Center in the industry, committed to excellence and continuous improvement.

Lina Hisge, José Manuel Contreras and José María Cordero Contact Center MIO One