Attached is additional information provided by Ticketmaster Arizona that outlines the Client Guide to Ticketmaster Quality Assurance to ensure effective communication with their ticket patrons and, secondly, the established Ticketmaster Customer Service Escalation Process outlining what is followed by Ticketmaster representatives in escalating and resolving a patron complaint.





client guide to









Ticketmaster Quality Assurance








An overview of our National Phone Center Quality Assurance Program, to provide for better understanding on the part of our valued clients, and to encourage a high degree of communication and cooperation with our business partners.




Quality Assurance Goals



Quality Assurance Practices




Etalk Advisor®




Script Adherence Standards




Presentation Standards







Copyright ã 2003, 2004, 2005 Ticketmaster Corporation.  All rights reserved


Quality Assurance Goals




1.     Fully implement a quality improvement philosophy to benefit our clients, improve customer satisfaction, and lead to long-term business success.


2.     Create an organizational structure that involves all employees in the quality improvement process.


3.     Create an environment that fosters the development of employees, using positive motivational resources. 


4.     Define and enforce telephone and project performance standards.


5.     Ensure an enjoyable and rewarding work environment for all, to attract and retain quality employees.  Help all employees develop favorable impressions of our organization, their jobs and their fellow workers.


6.     Develop an aggressive ongoing training program for employees at every level, utilizing our current training resources to their maximum potential.


7.     Train and empower front-line Supervisors to handle front-line performance opportunities as they occur.


8.     Exceed client expectations by providing outstanding levels of customer satisfaction.


9.     Assure error-free work, by identifying when and why errors occur.  Take proactive actions to prevent errors from reoccurring.


10.Build a team, dedicated to excellence.


Quality Assurance Practices





icketmaster has developed a National Quality Assurance Program, to guarantee quality customer interactions in every call center.  At the heart of the program: a quality improvement philosophy that will not settle for less than our very best.


Each of our Phone Center Supervisors, Trainers, Coordinators and Managers has received extensive Quality Assurance training.  We train the leaders of our call centers to understand:



·          Quality assurance goals. 

·          Principles of effective employee motivation and accountability.

·          National quality assurance policies and practices.

·          National standards for script adherence and telephone performance.

·          The interpretation of agent productivity statistics.

·          Job coaching skills.


We enforce national policies, which govern monitoring and test call practices and standards.  Our call centers enjoy significant national accountability and support.  Every call center Supervisor, Trainer, Coordinator and Manager has been required to pass a comprehensive quality assurance exam.


We provide a great deal of one-on-one coaching and training to help our representatives attain our standards of performance.  Everyone is highly involved in the quality improvement process.  We use a variety of standard monitoring and test call forms and evaluate the performance of every agent in every call center according to the very same standards.  To ensure consistency, a national program of quality assurance calibration is in effect.

By policy, whenever we observe performance, we coach.  We always discuss the strengths and weaknesses of the performance observed with our employees and provide immediate retraining and coaching to correct any deficiencies.  Our agents sign their monitoring and test call forms, and agents are encouraged to add their own comments to their forms.  Managers and Team Leaders review every completed evaluation.  Evaluators receive consistent feedback and each is accountable for the quantity and the quality of their work.



We have improved the overall quality of our agent pool by increasing the frequency of agent performance evaluations and by creating better-written records of agent performance.  An outstanding monitoring record is a prerequisite for employee advancement.


Our current quality assurance program was adopted as a national standard in November 1997.  After a three to four week startup period in each contact center, the program was implemented in all contact centers by February 1999. 


In order to achieve monitoring goals, Supervisors in each call center are assigned a monitoring quota each month.  Call Center Managers are responsible to meet program goals.  As a result of these efforts, monitoring scores have shown steady improvement in every call center since 1998. 




Etalk Advisor





In April 2002, Ticketmaster purchased and installed a new quality assurance server, database and online monitoring form program for all call centers.  The robust server and SQL® database resides in Charleston WV, with connection over the WAN to all US and UK call centers.


The new QA software, etalk Advisor (, allows evaluators in every location to use a variety of online evaluation forms when monitoring agents/projects, posting quality data to a central database in real time. 





This state-of-the-art technology has created several advantages.


·          The ability to better-adapt our QA efforts to a variety of projects and processes.


·          A more efficient means of gathering quality assurance data, saving time and improving evaluator accuracy and productivity.


·          Better feedback to agents about their performance, including the ability to compare their performance on different projects and see the “whole picture” not just the parts.


·          Real time enterprise-wide reporting of all quality assurance activity and results.


·          Customized QA reports (using Crystal Reports®) that have greatly improved our ability to analyze quality assurance activity and results (for example, an ability to compare quality of service with date of hire, hiring method, Trainer, supplemental training received or agent productivity).


·          Better calibration tools, to help ensure that all evaluators are grading agents against the same standards.



Script Adherence Standards





The first section of our telephone monitoring forms always document script adherence during the monitoring or test call session, call-by-call, screen-by-screen and line-by-line, from opening greeting to courtesy close. 


We use a script to control our calls and talk time.  The script helps us set a positive tone, determine caller requests, offer proper solutions, verify company policies and guide every call toward a proper and profitable objective.  A script point can be a whole sentence, a phrase or just a word that the agent must say word-for-word, an idea that must be communicated within call guidelines, or something that has to be accomplished, like obtaining customer agreement or completing a step in the order process.  Some script points are always required; others are required only under certain conditions.


The script section of the monitoring form is worth 40 points of every evaluation.




Presentation Standards




Our monitoring programs grade telephone skills on a scale of one to four in each of ten categories. The ratings of (1) unsatisfactory, (2) needs improvement, (3) satisfactory and (4) outstanding are clearly defined for each category. 


Presentation skills are worth 40 points of every evaluation.  Some questions are worth more points than others.  Some questions do not use needs improvement and/or outstanding scores.






Needs Improvement























AF (-40)






AF (-40)

















AF (-40)












AF (-40)






AF (-40)












Guiding questions for each performance category are listed below:



·          Did the agent speak up to convey confidence and ensure caller understanding? 

·          Did the agent support his/her voice with enough breath? 

·          Is the microphone correctly placed?



·          Did the agent enunciate every word correctly, clearly and distinctly, rather than slurring, mumbling or muttering? 

·          Did the agent speak at a comfortable and understandable rate? 

·          Are pauses and breaths used to maintain variety, control, emphasis and interest?



·          Did the agent capture and keep the caller’s attention, using his/her tone of voice to create a positive mood or feeling over the telephone? 

·          Did the agent sound animated and spontaneous rather than bored, monotone or robotic?



·          Did the agent treat every caller with respect? 

·          Even if the caller becomes demanding or irritated, did the agent remain polite and courteous in word and tone? 

·          Did the agent talk with the caller rather than at the caller? 

·          Did the agent refer to the caller as “sir/ma’am” frequently? 

·          Once the agent knew the caller’s name, did the agent refer to the caller by last name often? 

·          Did the agent account for dead air?



·          Did the agent represent Ticketmaster as a quality-conscious, customer-oriented organization? 

·          Did the agent refrain from statements or even a tone of voice that conveys any inappropriate opinion about Ticketmaster, any client, event, venue or seat location, any company product or service, ticket prices, service charges, handling or facility fees?

·          If a caller complained, did the agent speak positively about our company and our clients? 

·          Did the caller hear a superior level of service?


Language skills

·          On script: Did the agent read aloud in an understandable manner?

·          Off script: Did the agent put his/her thoughts into words that accurately convey an intended meaning? 

·          Is his/her vocabulary appropriate, free of slang (“huh?” “uh-huh”), jargon or pauses--verbal, (“ummm” “you know”) and non-verbal? 

·          Are sentences properly formed?


Listening skills

·          Is the agent attentive and responsive to whatever the caller is saying or feeling? 

·          Did the agent let the caller speak? 

·          If the caller was having difficulty communicating, did the agent help the caller communicate?



·          Did the agent demonstrate thorough product and service knowledge including an understanding of venues, events and company policies and procedures? 

·          Did the agent give accurate information to callers? 

·          Did the agent seem to have information at his/her fingertips, or did the agent know where to get the answers?


Call Control

·          Did the agent politely and efficiently keep every call moving toward a proper objective? 

·          Whenever required to speak off-script, did the agent follow call guidelines, then return to the script without delay? 

·          Were responses to questions appropriate in length or did the agent over-answer questions? 

·          Did the agent know when and how to bring a call to a positive conclusion, without rushing the caller off the phone?


Computer skills

·          Did the agent use the computerized scripting program accurately and efficiently, never making the caller wait for operator inefficiencies? 

·          Did the agent process information or accounts quickly and accurately while on line? 

·          Did the agent seem comfortable with the computer keyboard and computer features and shortcuts?




·          Did the agent ask permission to place the caller on hold and thank the caller for holding upon returning from hold? 

·          Did the agent service calls on hold at least every minute?




Customer Service Escalation Process

First Line of Defense

Consumer Support Specialists (Local Help Desk)

Consumer Support Specialists will assist and handle a variety of problematic calls for telephone and Internet orders. Trained specialists will be able to assist you using troubleshooting techniques (helping to find root causes of the issue at hand) as well as call take-over situations.

Second Line of Defense

Customer Service Supervisor

If a Service Supervisor is unavailable ask the customer if you could take down their information for someone to contact them back.  It is important to only promise what you can deliver, which is to give your supervisor the message that a customer has requested a returned call.

Third Line of Defense

Customer Service Lead Supervisor

If a Customer Service Lead Supervisor is unavailable ask customer if you could take down their information for someone to contact them back. Avoid giving contact names and numbers that will call them back. 

Customer Service Escalation Process for Supervisors

Preferably, all escalated issues should go through the proper chain of command listed above. Anytime director level or higher authority contact information is provided to a customer; a supervisor level or above should be the only group to communicate this information.

Allowing our supervisory level or higher to own this process of service escalation will in turn allow local levels of customer service to be intimately involved with the issue at hand. This will also ensure that we use all proper research processes-and hearing every customer's concerns. When customers are concerned with our products, or services, their discernment could affect their buy.

 Consumer Support Manger, Contact Centers

Jannika Bolling

4445 Corporation Lane

Virginia Beach, VA 23462


National Customer Service Director

Steve Obara

4445 Corporation Lane

Virginia Beach, VA 23462


SVP, Contact Centers

Scott Powell

1000 Corporation Lane

Charleston, WV 25311


Chairman of the Board

Terry Barnes

8800 W. Sunset Blvd.

West Hollywood  CA 90069


Ticketmaster is a wholly owned subsidiary of IAC, a publically traded company