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Zeynep Aksin

Bio: Zeynep Aksin is an academic researcher from Koç University. The author has contributed to research in topics: Operations architecture & Information technology. The author has an hindex of 7, co-authored 9 publications receiving 1152 citations.

Papers
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Journal ArticleDOI
TL;DR: A survey of the recent literature on call center operations management can be found in this article, where the authors identify a handful of broad themes for future investigation while also pointing out several very specific research opportunities.
Abstract: Call centers are an increasingly important part of today's business world, employing millions of agents across the globe and serving as a primary customer-facing channel for firms in many different industries. Call centers have been a fertile area for operations management researchers in several domains, including forecasting, capacity planning, queueing, and personnel scheduling. In addition, as telecommunications and information technology have advanced over the past several years, the operational challenges faced by call center managers have become more complicated. Issues associated with human resources management, sales, and marketing have also become increasingly relevant to call center operations and associated academic research. In this paper, we provide a survey of the recent literature on call center operations management. Along with traditional research areas, we pay special attention to new management challenges that have been caused by emerging technologies, to behavioral issues associated with both call center agents and customers, and to the interface between call center operations and sales and marketing. We identify a handful of broad themes for future investigation while also pointing out several very specific research opportunities.

776 citations

Journal ArticleDOI
TL;DR: The analysis reveals that modeling endogenous caller behavior can be important when major changes such as a change in service discipline are implemented and that using a model with an exogenously specified abandonment distribution may be misleading.
Abstract: We model the decision-making process of callers in call centers as an optimal stopping problem. After each waiting period, a caller decides whether to abandon a call or continue to wait. The utility of a caller is modeled as a function of her waiting cost and reward for service. We use a random-coefficients model to capture the heterogeneity of the callers and estimate the cost and reward parameters of the callers using the data from individual calls made to an Israeli call center. We also conduct a series of counterfactual analyses that explore the effects of changes in service discipline on resulting waiting times and abandonment rates. Our analysis reveals that modeling endogenous caller behavior can be important when major changes such as a change in service discipline are implemented and that using a model with an exogenously specified abandonment distribution may be misleading. This paper was accepted by Assaf Zeevi, stochastic models and simulation.

145 citations

Journal ArticleDOI
TL;DR: There are considerable changes in the performance measures when the authors announce delays other than those under the optimal announcement Coverage β∗, particularly apparent when the pooling effect is absent.
Abstract: In this paper, we analyze a call center with impatient customers. We study how informing customers about their anticipated delays affects performance. Customers react by balking upon hearing the delay announcement and may subsequently renege, particularly if the realized waiting time exceeds the delay that has originally been announced to them. The balking and reneging from such a system are a function of the delay announcement. Modeling the call center as an M/M/s + M queue with endogenized customer reactions to announcements, we analytically characterize performance measures for this model. The analysis allows us to explore the role announcing different percentiles of the waiting time distribution, i.e., announcement coverage, plays on subsequent performance in terms of balking and reneging. Through a numerical study, we explore when informing customers about delays is beneficial and what the optimal coverage should be in these announcements. We show how managers of a call center with delay announcements can control the trade-off between balking and reneging through their choice of announcements to be made.

119 citations

Journal ArticleDOI
TL;DR: This paper considers two basic multi-class call center models, with and without reneging, and develops a method based on Markov chains in order to estimate virtual delays of new arrivals for this model.

73 citations

Posted Content
TL;DR: In this article, the authors consider two basic multi-class call center models, with and without reneging, and study the problem of announcing delays to customers upon their arrival.
Abstract: In this paper, we consider two basic multi-class call center models, with and without reneging. Customer classes have different priorities. The content of different types of calls is assumed to be similar allowing their service times to be identical. We study the problem of announcing delays to customers upon their arrival. For the simplest model without reneging, we give a method to estimate virtual delays that is used within the announcement step. For the second model, we first build the call center model incorporating reneging. The model takes into account the change in customer behavior that may occur when delay information is communicated to them. In particular, it is assumed that customer reneging is replaced by balking that depends on the state of the system in this case. We develop a method based on Markov chains in order to estimate virtual delays of new arrivals for this model. Finally, some practical issues concerning delay announcement are discussed.

68 citations


Cited by
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Journal ArticleDOI
TL;DR: A survey of the recent literature on call center operations management can be found in this article, where the authors identify a handful of broad themes for future investigation while also pointing out several very specific research opportunities.
Abstract: Call centers are an increasingly important part of today's business world, employing millions of agents across the globe and serving as a primary customer-facing channel for firms in many different industries. Call centers have been a fertile area for operations management researchers in several domains, including forecasting, capacity planning, queueing, and personnel scheduling. In addition, as telecommunications and information technology have advanced over the past several years, the operational challenges faced by call center managers have become more complicated. Issues associated with human resources management, sales, and marketing have also become increasingly relevant to call center operations and associated academic research. In this paper, we provide a survey of the recent literature on call center operations management. Along with traditional research areas, we pay special attention to new management challenges that have been caused by emerging technologies, to behavioral issues associated with both call center agents and customers, and to the interface between call center operations and sales and marketing. We identify a handful of broad themes for future investigation while also pointing out several very specific research opportunities.

776 citations

Journal ArticleDOI
TL;DR: This paper presents a review of the literature on personnel scheduling problems and discusses the classification methods in former review papers, and evaluates the literature in the many fields that are related to either the problem setting or the technical features.

706 citations

Journal ArticleDOI
TL;DR: The reasons the HRRP was implemented, the penalties levied, the impact it has had on transitional care and readmissions, the pros and cons of the policy, and its future are described.
Abstract: Hospital readmission measures have been touted not only as a quality measure but also as a means to bend the healthcare cost curve. The Affordable Care Act (ACA) established the Hospital Readmission Reduction Program (HRRP) in 2012. Under this program, hospitals are financially penalized if they have higher-than-expected risk-standardized 30-day readmission rates for acute myocardial infarction, heart failure, and pneumonia. The HRRP has garnered significant attention from the medical community, both positive and negative. Here, we describe the reasons the HRRP was implemented, the penalties levied, the impact it has had on transitional care and readmissions, the pros and cons of the policy, and its future. Hospital readmissions are associated with unfavorable patient outcomes and high financial costs.1,2 Causes of readmissions are multifactorial, and rates vary substantially by institution.3,4 Historically, nearly 20% of all Medicare discharges had a readmission within 30 days.1 The Medicare Payment Advisory Commission has estimated that 12% of readmissions are potentially avoidable. Preventing even 10% of these readmissions could save Medicare $1 billion.5 Therefore, reducing hospital readmissions has been made a national priority. In 2008, the Medicare Payment Advisory Commission recommended to Congress that the Centers for Medicare & Medicaid Services (CMS) begin confidentially reporting readmission rates and resource use to hospitals and physicians.6 In 2009, CMS began publicly reporting hospital-level readmission rates, which were added to the Hospital Compare Web site.7 Before 2012, hospitals had little direct financial incentive to reduce readmissions. For Medicare beneficiaries with inpatient stays, hospitals receive payment with the inpatient prospective payment system (IPPS). This payment, based on a diagnosis-related group (DRG), covers the inpatient stay and any outpatient diagnostic and admission-related outpatient nondiagnostic services provided by the institution on the date of the patient’s admission or within 3 days immediately …

487 citations

Journal ArticleDOI
TL;DR: Compared with uncontrolled parking processes or state-of-the-art guidance-based systems, this system reduces the average time to find a parking space and the parking cost, whereas the overall parking capacity is more efficiently utilized.
Abstract: We propose a novel “smart parking” system for an urban environment. The system assigns and reserves an optimal parking space based on the driver's cost function that combines proximity to destination and parking cost. Our approach solves a mixed-integer linear programming (MILP) problem at each decision point defined in a time-driven sequence. The solution of each MILP is an optimal allocation based on current state information and is updated at the next decision point with a guarantee that there is no resource reservation conflict and that no driver is ever assigned a resource with a cost function higher than this driver's current cost function value. Based on simulation results, compared with uncontrolled parking processes or state-of-the-art guidance-based systems, our system reduces the average time to find a parking space and the parking cost, whereas the overall parking capacity is more efficiently utilized. We also describe full implementation in a garage to test this system, where a new light system scheme is proposed to guarantee user reservations.

262 citations

Journal ArticleDOI
TL;DR: In this paper, the authors developed a framework of the antecedents and performance consequences of aligned sales and customer service provision, which can be used to understand ambidexterity at the employee level.
Abstract: Cross- and up-selling in inbound call centers is a growing business practice, with the promise of enhanced revenue generation and customer retention. Yet firms struggle to create conditions that are conducive to customer service representatives' (CSRs') concurrent engagement in service and sales. By developing a framework of the antecedents and performance consequences of aligned sales and customer service provision, this study advances understanding of ambidexterity at the employee level. The framework receives strong support from an empirical study based on CSRs' survey responses and matched performance data. A CSR's locomotion orientation facilitates ambidextrous behavior and interacts positively with an assessment orientation. However, team identification and bounded discretion impair this valuable interplay. Ambidextrous behavior also increases customer satisfaction and sales performance but decreases efficiency. Nevertheless, the overall performance effect is positive.

251 citations