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Is your Customer Experience Strategy Wasting your Money?
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Is your Customer Experience Strategy Wasting your Money?

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The name of the contact center management game used to be efficiency and costcutting. Not anymore. Today's companies increasingly recognize that the chances they have to interact with and impress …

The name of the contact center management game used to be efficiency and costcutting. Not anymore. Today's companies increasingly recognize that the chances they have to interact with and impress their customers are finite - and hence, must be maximized. This slide deck, from the Avaya Customer Experience Management webinar, explains how experts today advise companies to treat their customers for the best long-term financial returns.

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  • I like slide 9 - 'from managing cost to driving revenue' - but why not do both ? Use a virtual workforce where you can match talent, background, demographics etc to your customers. That gives great service but also great empathy that helps customers buy. On the cost side, pay only for the service you use, flex up and down in 30 min increments to maximise every customer interaction you want to take. Find out why many leading global brands work with Arise to manage cost and drive revenue. www.arise.com
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  • Omer Minkara is a Senior Research Analyst in the Customer Management Technology practice at the Aberdeen Group, and focuses his research on Contact Center and Customer Experience Management.In his research, Omer covers the Best-in-Class practices and emerging trends in the technologies and business processes used to enhance customer experience across multiple interaction channels (e.g. social, mobile, web, email and call center). Omer’s research is widely consumed by senior-level Customer Care, Marketing, Sales and Service executives. He has published numerous industry research papers, which are used by executives worldwide to build and nurture strategic customer engagement programs. Omer also speaks frequently with global decision makers to discuss their customer management activities.Omer has a strong finance background with significant international experience. Prior to joining Aberdeen Group, he was an auditor at PricewaterhouseCoopers in the Europe region. Omer has an MBA degree from Babson College, where he participated in the launch of a technology company, creating a customer acquisition and engagement strategy, and developing all the operational and financial forecasts for the enterprise.
  • Jim WarrenJim Warren has served in a variety of key management roles at Progressive Insurance – one of the largest auto insurers in the US, Canada and Australia with almost  10 million policies under their care.  Jim's experience  includes Network Engineering, Telecom Service Management,  Application Development and Strategic Planning,. Currently Jim is a co-sponsor of Progressive’s Converged IP Contact Center Centralization Project, a major infrastructure project  designed to reduce cost while increasing customer satisfaction  Prior to joining Progressive  Jim served leading technology brands in IT,  Call Center, manufacturing and marketing roles. You can learn more about Progressive at progressive.com.   
  • Linda Dotts is Vice President, Contact Center Product Management, driving the global market growth strategy and portfolio execution for Avaya’s Contact Center solutions. Linda’s leads global teams accountable for market analysis, strategy development and portfolio evolution. In addition to Product Management – Linda has also held senior marketing positions at Avaya. Linda is a frequent speaker at industry events across the globe as well as  our Avaya User Groups and our Customer Contact Council. 
  • And I’m Jeanne Bliss. INSERT BIO
  • Jeanne summarizes
  • Transcript

    • 1. © 2013 Avaya Inc. All rights reserved. 11 Is Your Customer Experience Strategy Wasting Your Money? The Essential Executive Webinar Series Sept. 2013 Watch the Webinar here: http://bit.ly/1aHHDIj
    • 2. © 2013 Avaya Inc. All rights reserved. 22 Omer Minkara
    • 3. © 2013 Avaya Inc. All rights reserved. 33 Jim Warren
    • 4. © 2013 Avaya Inc. All rights reserved. 44 Linda Dotts
    • 5. © 2013 Avaya Inc. All rights reserved. 55 Jeanne Bliss
    • 6. © 2013 Avaya Inc. All rights reserved. 6 Use the Q&A window in the console Send an e-mail to CEM@avaya.com Ask Your ‘s
    • 7. © 2013 Avaya Inc. All rights reserved. 7 Discussion 1: What does your Customer Experience do for your business?  Generate Growth  Squander Money $ $ $ $ $
    • 8. © 2012 Avaya. All rights reserved. Confidential and Proprietary. 8 The Impact of the Empowered Customer
    • 9. 9Avaya - Proprietary. Use pursuant to your signed agreement or Avaya policy. Changing the Conversation Managing Cost Managing Revenue Focus Interaction Cost Customer Loyalty KPI Target $12 Cost/Contact $1000 CLV Goal 10% reduction 1% increase Translation $1.20 reduction in Cost per Contact $10 revenue increase per Contact Total # Contacts/Year 1M 1M Year 1 Result $1.2M Saved $10M Earned Year 3 Result $3.6M Saved $30M Earned The Changing Customer Conversation From Managing Cost to Driving Revenue
    • 10. © 2013 Avaya Inc. All rights reserved. 10 Discussion 2: How does Investing in Customer Experience Best Practices Pay Off? $
    • 11. © 2012 Avaya. All rights reserved. Confidential and Proprietary. 11 Customer Delight = Financial Gains $(34) $(43) $(142) $29 $28 $8 $278 $100 $91 $273 $84 $(43) $(200) $(150) $(100) $(50) $- $50 $100 $150 $200 $250 $300 Best-in-Class Industry Average Laggards ImpactofCEMProgramsonyear-over-year revenuechange(in$million),n=252 Revenue Loss Due to Customer Turnover Incremental Revenue from Existing Customers Revenue from Net-New Customers Net Revenue Impact
    • 12. © 2013 Avaya Inc. All rights reserved. 12 Discussion 3: How Should Companies Tie Customer Experience Investment Metrics to Those Metrics CEOs Care About?
    • 13. © 2013 Avaya Inc. All rights reserved. 13 Prioritize Based on Business Impact Incremental improvement in Operational KPIs drive successful top line results
    • 14. © 2013 Avaya Inc. All rights reserved. 1414 Best-in-Class Measure the Right Metrics; 70% 58% 48%48% 31% 21% 10% 20% 30% 40% 50% 60% 70% Established KPIs to measure CEM program results Monthly review of the effectiveness of customer interaction channel-mix Automate customer interactions through cross-channel customer behavioral data Percent of respondents, n=374 Best-in-Class All Others
    • 15. © 2013 Avaya Inc. All rights reserved. 15 1.Make Customer Experience Management a project with a budget, a plan, a business case 2.Make an executive accountable for Customer Experience 3.Know your Customers really well 4.Invest in the contact center as the nerve center of your Customer Experience strategy 5.Change what you monitor and measure to ensure continuous improvement Summarizing Today’s Key Points 1. Does Your Customer Experience Generate Growth or Squander Money For your business? 2. How does Investing in Customer Experience Best Practices Pay Off? 3. How Should Companies Tie Customer Experience Investment Metrics to Those Metrics CEOs Care About?
    • 16. © 2013 Avaya Inc. All rights reserved. 16 Survey
    • 17. © 2013 Avaya Inc. All rights reserved. 17 for Joining Avaya’s Customer Experience Management Webinar Email your Questions to: cem@avaya.com www.avaya.com
    • 18. 18