When AOL executive and Comcast customer Ryan Block recently tried to cancel his internet service, he ended up in a near-yelling match with a customer service representative who spent 18 minutes trying to talk him out of it.
Rep: I’m just trying to figure out here what it is about Comcast service that you’re not liking.
Block: This phone call is actually a really amazing representative example of why I don’t want to stay with Comcast. Can you please cancel our service?
Rep: Okay, but I’m trying to help you.
Block: The way you can help me is by disconnecting my service.
Rep: But how is that helping you? How is that helping you? Explain to me how that is helping you.
Block: Because that’s what I want.
Rep: Okay, so why is that what you want? (...)
Internet not working? Confusing charges on your bill? Moving, and need to cancel your service? It doesn’t matter why you’re calling Comcast — get ready for a sales pitch.
Dozens of current and former Comcast employees told The Verge they had to constantly push products, even if they worked in tech support, billing, and general customer service.
Mark Pavlic was hired as a customer account executive at Comcast in October 2010 after graduating from a technical institute. He figured he’d be troubleshooting TV, phone, and internet service, but most of his month-long training focused on sales. Every day when he walked into the call center, he’d see a whiteboard with employee names and their RGUs, or revenue generating units.
"I didn’t know that I was going to be selling things," he says. "The customer is calling in to tell you what’s wrong, and you’re looking for ways to sell them service."
The longer he was there, the more the company emphasized sales. "They pushed it as a way for us to earn more money," he says. "[But] if you were low on sales, you got put on probation." He quit after 10 months.
Pavlic’s call center in Pittsburgh is operated by Comcast, but the company also uses third-party and international call centers. Exact training and incentive structures vary by call center, and on whether employees are working on business services or residential services. Our interviews revealed a common thread across facilities: what often started out as a carrot — bonuses for frontline employees who made sales — turned into a stick, as employees who failed to pitch hard enough or meet their quotas were chastised, or worse.
Brian Van Horn, a billing specialist who worked at Comcast for 10 years, says the sales pitch gradually got more aggressive. "They were starting off with, ‘just ask," he says. "Then instead of ‘just ask,’ it was ‘just ask again,’ then ‘engage the customer in a conversation,’ then ‘overcome their objections.’" He was even pressured to pitch new services to a customer who was 55 days late on her bill, he says.
Rep: I’m just trying to figure out here what it is about Comcast service that you’re not liking.
Block: This phone call is actually a really amazing representative example of why I don’t want to stay with Comcast. Can you please cancel our service?
Rep: Okay, but I’m trying to help you.
Block: The way you can help me is by disconnecting my service.
Rep: But how is that helping you? How is that helping you? Explain to me how that is helping you.
Block: Because that’s what I want.
Rep: Okay, so why is that what you want? (...)
Internet not working? Confusing charges on your bill? Moving, and need to cancel your service? It doesn’t matter why you’re calling Comcast — get ready for a sales pitch.
Dozens of current and former Comcast employees told The Verge they had to constantly push products, even if they worked in tech support, billing, and general customer service.
Mark Pavlic was hired as a customer account executive at Comcast in October 2010 after graduating from a technical institute. He figured he’d be troubleshooting TV, phone, and internet service, but most of his month-long training focused on sales. Every day when he walked into the call center, he’d see a whiteboard with employee names and their RGUs, or revenue generating units.
"I didn’t know that I was going to be selling things," he says. "The customer is calling in to tell you what’s wrong, and you’re looking for ways to sell them service."
The longer he was there, the more the company emphasized sales. "They pushed it as a way for us to earn more money," he says. "[But] if you were low on sales, you got put on probation." He quit after 10 months.
Pavlic’s call center in Pittsburgh is operated by Comcast, but the company also uses third-party and international call centers. Exact training and incentive structures vary by call center, and on whether employees are working on business services or residential services. Our interviews revealed a common thread across facilities: what often started out as a carrot — bonuses for frontline employees who made sales — turned into a stick, as employees who failed to pitch hard enough or meet their quotas were chastised, or worse.
Brian Van Horn, a billing specialist who worked at Comcast for 10 years, says the sales pitch gradually got more aggressive. "They were starting off with, ‘just ask," he says. "Then instead of ‘just ask,’ it was ‘just ask again,’ then ‘engage the customer in a conversation,’ then ‘overcome their objections.’" He was even pressured to pitch new services to a customer who was 55 days late on her bill, he says.
by Adrianne Jefferies, The Verge | Read more:
Image: Michael Shane
