The 360 Degrees of Customer Experience

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The habits of customers are shifting as companies broaden when and accelerate how they deliver service. The always-on aspect of 21st century life is leading to an expectation of instant information in …

The habits of customers are shifting as companies broaden when and accelerate how they deliver service. The always-on aspect of 21st century life is leading to an expectation of instant information in all areas. The key to creating Customer Lifetime Value requires catering to today's expectations in all arenas and channels. So how is that relationship developed and maintained in the always-on, want-it-now, modern world? Read this slide deck, part of a January 2014 webinar hosted by Avaya’s Tore Christensen, Corporate Consulting Engineer in Innovations and Customer Experience, and Tom Hanson, Director of Product Management of Avaya Contact Center Automation Applications, which explains how you can cover all 360 degrees of a customer's experience with the right resources at the right time.

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  • Bringing it back to the business impact ... Specifically shareholder interestSo – how do we convince our executives it matters? Lets think about what else they care about – shareholder value.Forrester looked at the impact of experience on a company’s stock... He compared two portfolios – one holding stocks in companies that lead customer experience, and another that are customer experience laggards... These were companies on Forrester's Customer Experience Index... Measured for 5 years, he compared the total return of a portfolio that held the top 10 publicly traded companies in the CXi, to the total return of the bottom 10 publicly traded in the index. So – imagine if you invested in the top 10 vs. the bottom 10 – give numbers on slideSo... Higher revenues, greater share of wallet, positive word of mouth, and lower expenses due to happier customers (lower service costs)The markets notice, and award higher valuations to companies that deliver a truly great customer experience. So, just as you cant afford to ignore other aspects of your business while focusing on customer experience, you cant afford to ignore customer experience while focusing on other aspects of your business.Source: Watermark Consulting
  • It took 50 years for 60% of consumers to gain access to landline. It took 20 years for cellphones to reach this same level of acceptance. The modern smartphone has taken less than 10 years to reach this same level.
  • Tie it back to assisted/automated service journeyLinda Dotts Dialog at Analyst Day: Interaction most use traditional self service. “Leave it be, it works.” First place we’re going is integrating proactive outbound and experience portal – no longer one way self service but now 360 degree conversation – can push reminders and have customer come back in, keep conversation going; integration inbound and outbound in simplified way – self service app and campaign thru orchestration designer, and way to manage that app so customer experience group can develop it selves, make changes based on feedback. Common way of creating and supporting that within the organization.] SM experience portal is a solution and one option is outbound. [Yes and another example is call back assist that integrate into self service.] SM “good”Future – customers want choices – pick up phone, other, and integrated. Conversive acquisition enable next step in world of web and mobile don’t want to wait, not want a call back. Our partners use this for ongoing dialog with us all day to get information they need – and if not working we or they can escalate to live chat. Moved one way transaction to two way and adding value by offering more choice to end customer. Next step to total solution. We have to do this in multiple ways – delivery options – bring new capabilities in easy to use way so first delivery of automated chat will be via cloud and then we’ll decide whether/how to integrate on prem, and integrate soft into existing multichannel – making sure the information follows the user. First packaging logical apps together into solutions approach and make it easy package to buy. ]ARCHIVE NOTES Avaya Customer Engagement Methodology- Two thirds of the customer journey happens AFTER purchase- Perception and experience at every step impacts overall experienceNew approach - engagement methodologyCustomer Experience Management (CEM) is the discipline of managing and treating customer relationships as assets, with the goal of moving satisfied customers to loyal customers, and loyal customers to advocates of your brand. In doing so, CEM looks to improve customer lifetime value (CLV) by optimizing each interaction and conversation, creating an engaged customer relationship which drives repeat purchases, retained customers, customer referrals, price premiums and reduced support costs. Organizations invest in improving the customer experience to drive customer lifetime value (CLV)CLV is a function of 4 important elements;Yearly spend Initial cost of acquisitionYearly cost of retentionYearly cost of supportRetention rate/average length of customer relationshipFor the organization focused on improving CLV, it’s about improving the 4 revenue/cost levers above, AND extending the average length of the customer relationship/improving retention. So, how does an organization link what it does every day, every interaction it has with a customer to the 4 CLV levers? Through strategic, operational & technical KPI’s. We have created a CLV framework that links strategic, operational and technical KPI’s together, and illustrates their relationship and impact on the 4 CLV levers, which in turn impact CLV itself. Additionally, we have linked our solutions to each of the operational KPI’s, so that we can help the customer draw a line to how our solution is used daily, and what that means in terms of improving the customer experience, and the indicators that support Revenue & Cost, rolling up to CLV.CEM is about optimizing the interactions, conversations and engagement that occurs throughout the customer journey between and organization and its customers, suppliers and partners, and the cumulative affect optimized interactions have on driving top line growth and bottom-line improvement. Customer service is an enterprise business process that occurs in the “OWN” phase of the customer journey and is delivered in large part by the Contact Center. >2/3 of the customer journey is spent in the “own” cycle of the journey, where a customer has received the product or service, utilize it, maintain it, and renew and ultimately refer. These phases of the journey and the interactions that occur here are absolutely critical in the customer’s overall perception of the brand, and their willingness to repurchase, refer and remain retained. Increasing CLV and the measures that reflect top line growth and bottom line improvement are driven in fact by many operational metrics and measures that are used to measure and manage interactions on a daily basis. The cumulative effect of these interactions and the measures that support them roll up to impact top line growth as illustrated via CLV. Optimizing these daily interactions are a key ingredient in growing CLV. ----------------------Customers have needs and what they do to satisfy those needs is their Journey.  Successful organizations recognize this and aim to identify where in this Journey the organization can influence the outcome in their favor. 2/3 of the Customer Journey is spent in the “OWN” phase of the relationship. The “OWN” phase includes all of the needs a customer has after they have acquired the product or service, and now begin the process of receiving it, using it, sustaining it, renewing it and referring it to other potential customers. The “OWN” phase plays a critical role in nurturing customers. The Contact Center plays a critical role in this nurturing process which if successful, ultimately leads to a customer who will remain retained, refer, and repurchase. From a financial perspective, the organizational goal relative to the customer journey is to move customers through the journey as effectively and efficiently as possible. This is measured in different ways. At a high level, organizations invest in CE to improve CLV and customer profitability. What can the organization do today to improve it’s financials, and through this, increase CLV and customer profitability over time? We have created a value framework that allows organizations who play a key role in both the acquisition and own phase of the customer journey to quantify the impact they have on CLV, and link every day operational metrics to top and bottom line financials results. 2 key questions I want to leave you with as we step through this….Where should an organization focus its CE investments, and how do you prioritize them? How do link incremental improvements and operational metrics to CLV?MOVE TO NEXT SLIDE…………….
  • Now automate those interactions while still delivering effective communications and improving customer satisfaction. The customer still has the option to reschedule if they need to and get that personalized experience but you were able to automate the interaction and conserve scare resources.Create dynamic voice, email, mobile textcampaigns from contact lists using virtually any data source and automate reach out to customers via voice, email, mobile from one to thousands of concurrent contact attempts and interactions using a single systemThrottle outbound campaign contact attempts based on inbound agent queue times via web servicesLeverage capabilities including answering machine vs. human voice and beep detection enabling application to leave different messages when non “live” contact detected (“Sorry we missed you….)Manage campaigns, applications, data for both outbound and inbound applications within a single web browser accessible system for simpler, consistent administration and managementLeverage Voice Portal reporting to measure campaign effectiveness, business results, regulatory and government compliance. Supports Do Not Call lists, Opt-out and Opt-InProvides real-time tracking and updates disposition in real-time across campaigns ( ex. if customer opts out/in of alerts, all other campaigns immediately aware of latest statusGives contacted customers “Zero-out” access and provides full context of customer and call transferred to agent
  • Now automate those interactions while still delivering effective communications and improving customer satisfaction. The customer still has the option to reschedule if they need to and get that personalized experience but you were able to automate the interaction and conserve scare resources.Create dynamic voice, email, mobile textcampaigns from contact lists using virtually any data source and automate reach out to customers via voice, email, mobile from one to thousands of concurrent contact attempts and interactions using a single systemThrottle outbound campaign contact attempts based on inbound agent queue times via web servicesLeverage capabilities including answering machine vs. human voice and beep detection enabling application to leave different messages when non “live” contact detected (“Sorry we missed you….)Manage campaigns, applications, data for both outbound and inbound applications within a single web browser accessible system for simpler, consistent administration and managementLeverage Voice Portal reporting to measure campaign effectiveness, business results, regulatory and government compliance. Supports Do Not Call lists, Opt-out and Opt-InProvides real-time tracking and updates disposition in real-time across campaigns ( ex. if customer opts out/in of alerts, all other campaigns immediately aware of latest statusGives contacted customers “Zero-out” access and provides full context of customer and call transferred to agent
  • Now automate those interactions while still delivering effective communications and improving customer satisfaction. The customer still has the option to reschedule if they need to and get that personalized experience but you were able to automate the interaction and conserve scare resources.Create dynamic voice, email, mobile textcampaigns from contact lists using virtually any data source and automate reach out to customers via voice, email, mobile from one to thousands of concurrent contact attempts and interactions using a single systemThrottle outbound campaign contact attempts based on inbound agent queue times via web servicesLeverage capabilities including answering machine vs. human voice and beep detection enabling application to leave different messages when non “live” contact detected (“Sorry we missed you….)Manage campaigns, applications, data for both outbound and inbound applications within a single web browser accessible system for simpler, consistent administration and managementLeverage Voice Portal reporting to measure campaign effectiveness, business results, regulatory and government compliance. Supports Do Not Call lists, Opt-out and Opt-InProvides real-time tracking and updates disposition in real-time across campaigns ( ex. if customer opts out/in of alerts, all other campaigns immediately aware of latest statusGives contacted customers “Zero-out” access and provides full context of customer and call transferred to agent
  • Tie it back to assisted/automated service journeyLinda Dotts Dialog at Analyst Day: Interaction most use traditional self service. “Leave it be, it works.” First place we’re going is integrating proactive outbound and experience portal – no longer one way self service but now 360 degree conversation – can push reminders and have customer come back in, keep conversation going; integration inbound and outbound in simplified way – self service app and campaign thru orchestration designer, and way to manage that app so customer experience group can develop it selves, make changes based on feedback. Common way of creating and supporting that within the organization.] SM experience portal is a solution and one option is outbound. [Yes and another example is call back assist that integrate into self service.] SM “good”Future – customers want choices – pick up phone, other, and integrated. Conversive acquisition enable next step in world of web and mobile don’t want to wait, not want a call back. Our partners use this for ongoing dialog with us all day to get information they need – and if not working we or they can escalate to live chat. Moved one way transaction to two way and adding value by offering more choice to end customer. Next step to total solution. We have to do this in multiple ways – delivery options – bring new capabilities in easy to use way so first delivery of automated chat will be via cloud and then we’ll decide whether/how to integrate on prem, and integrate soft into existing multichannel – making sure the information follows the user. First packaging logical apps together into solutions approach and make it easy package to buy. ]ARCHIVE NOTES Avaya Customer Engagement Methodology- Two thirds of the customer journey happens AFTER purchase- Perception and experience at every step impacts overall experienceNew approach - engagement methodologyCustomer Experience Management (CEM) is the discipline of managing and treating customer relationships as assets, with the goal of moving satisfied customers to loyal customers, and loyal customers to advocates of your brand. In doing so, CEM looks to improve customer lifetime value (CLV) by optimizing each interaction and conversation, creating an engaged customer relationship which drives repeat purchases, retained customers, customer referrals, price premiums and reduced support costs. Organizations invest in improving the customer experience to drive customer lifetime value (CLV)CLV is a function of 4 important elements;Yearly spend Initial cost of acquisitionYearly cost of retentionYearly cost of supportRetention rate/average length of customer relationshipFor the organization focused on improving CLV, it’s about improving the 4 revenue/cost levers above, AND extending the average length of the customer relationship/improving retention. So, how does an organization link what it does every day, every interaction it has with a customer to the 4 CLV levers? Through strategic, operational & technical KPI’s. We have created a CLV framework that links strategic, operational and technical KPI’s together, and illustrates their relationship and impact on the 4 CLV levers, which in turn impact CLV itself. Additionally, we have linked our solutions to each of the operational KPI’s, so that we can help the customer draw a line to how our solution is used daily, and what that means in terms of improving the customer experience, and the indicators that support Revenue & Cost, rolling up to CLV.CEM is about optimizing the interactions, conversations and engagement that occurs throughout the customer journey between and organization and its customers, suppliers and partners, and the cumulative affect optimized interactions have on driving top line growth and bottom-line improvement. Customer service is an enterprise business process that occurs in the “OWN” phase of the customer journey and is delivered in large part by the Contact Center. >2/3 of the customer journey is spent in the “own” cycle of the journey, where a customer has received the product or service, utilize it, maintain it, and renew and ultimately refer. These phases of the journey and the interactions that occur here are absolutely critical in the customer’s overall perception of the brand, and their willingness to repurchase, refer and remain retained. Increasing CLV and the measures that reflect top line growth and bottom line improvement are driven in fact by many operational metrics and measures that are used to measure and manage interactions on a daily basis. The cumulative effect of these interactions and the measures that support them roll up to impact top line growth as illustrated via CLV. Optimizing these daily interactions are a key ingredient in growing CLV. ----------------------Customers have needs and what they do to satisfy those needs is their Journey.  Successful organizations recognize this and aim to identify where in this Journey the organization can influence the outcome in their favor. 2/3 of the Customer Journey is spent in the “OWN” phase of the relationship. The “OWN” phase includes all of the needs a customer has after they have acquired the product or service, and now begin the process of receiving it, using it, sustaining it, renewing it and referring it to other potential customers. The “OWN” phase plays a critical role in nurturing customers. The Contact Center plays a critical role in this nurturing process which if successful, ultimately leads to a customer who will remain retained, refer, and repurchase. From a financial perspective, the organizational goal relative to the customer journey is to move customers through the journey as effectively and efficiently as possible. This is measured in different ways. At a high level, organizations invest in CE to improve CLV and customer profitability. What can the organization do today to improve it’s financials, and through this, increase CLV and customer profitability over time? We have created a value framework that allows organizations who play a key role in both the acquisition and own phase of the customer journey to quantify the impact they have on CLV, and link every day operational metrics to top and bottom line financials results. 2 key questions I want to leave you with as we step through this….Where should an organization focus its CE investments, and how do you prioritize them? How do link incremental improvements and operational metrics to CLV?MOVE TO NEXT SLIDE…………….
  • Tie it back to assisted/automated service journeyLinda Dotts Dialog at Analyst Day: Interaction most use traditional self service. “Leave it be, it works.” First place we’re going is integrating proactive outbound and experience portal – no longer one way self service but now 360 degree conversation – can push reminders and have customer come back in, keep conversation going; integration inbound and outbound in simplified way – self service app and campaign thru orchestration designer, and way to manage that app so customer experience group can develop it selves, make changes based on feedback. Common way of creating and supporting that within the organization.] SM experience portal is a solution and one option is outbound. [Yes and another example is call back assist that integrate into self service.] SM “good”Future – customers want choices – pick up phone, other, and integrated. Conversive acquisition enable next step in world of web and mobile don’t want to wait, not want a call back. Our partners use this for ongoing dialog with us all day to get information they need – and if not working we or they can escalate to live chat. Moved one way transaction to two way and adding value by offering more choice to end customer. Next step to total solution. We have to do this in multiple ways – delivery options – bring new capabilities in easy to use way so first delivery of automated chat will be via cloud and then we’ll decide whether/how to integrate on prem, and integrate soft into existing multichannel – making sure the information follows the user. First packaging logical apps together into solutions approach and make it easy package to buy. ]ARCHIVE NOTES Avaya Customer Engagement Methodology- Two thirds of the customer journey happens AFTER purchase- Perception and experience at every step impacts overall experienceNew approach - engagement methodologyCustomer Experience Management (CEM) is the discipline of managing and treating customer relationships as assets, with the goal of moving satisfied customers to loyal customers, and loyal customers to advocates of your brand. In doing so, CEM looks to improve customer lifetime value (CLV) by optimizing each interaction and conversation, creating an engaged customer relationship which drives repeat purchases, retained customers, customer referrals, price premiums and reduced support costs. Organizations invest in improving the customer experience to drive customer lifetime value (CLV)CLV is a function of 4 important elements;Yearly spend Initial cost of acquisitionYearly cost of retentionYearly cost of supportRetention rate/average length of customer relationshipFor the organization focused on improving CLV, it’s about improving the 4 revenue/cost levers above, AND extending the average length of the customer relationship/improving retention. So, how does an organization link what it does every day, every interaction it has with a customer to the 4 CLV levers? Through strategic, operational & technical KPI’s. We have created a CLV framework that links strategic, operational and technical KPI’s together, and illustrates their relationship and impact on the 4 CLV levers, which in turn impact CLV itself. Additionally, we have linked our solutions to each of the operational KPI’s, so that we can help the customer draw a line to how our solution is used daily, and what that means in terms of improving the customer experience, and the indicators that support Revenue & Cost, rolling up to CLV.CEM is about optimizing the interactions, conversations and engagement that occurs throughout the customer journey between and organization and its customers, suppliers and partners, and the cumulative affect optimized interactions have on driving top line growth and bottom-line improvement. Customer service is an enterprise business process that occurs in the “OWN” phase of the customer journey and is delivered in large part by the Contact Center. >2/3 of the customer journey is spent in the “own” cycle of the journey, where a customer has received the product or service, utilize it, maintain it, and renew and ultimately refer. These phases of the journey and the interactions that occur here are absolutely critical in the customer’s overall perception of the brand, and their willingness to repurchase, refer and remain retained. Increasing CLV and the measures that reflect top line growth and bottom line improvement are driven in fact by many operational metrics and measures that are used to measure and manage interactions on a daily basis. The cumulative effect of these interactions and the measures that support them roll up to impact top line growth as illustrated via CLV. Optimizing these daily interactions are a key ingredient in growing CLV. ----------------------Customers have needs and what they do to satisfy those needs is their Journey.  Successful organizations recognize this and aim to identify where in this Journey the organization can influence the outcome in their favor. 2/3 of the Customer Journey is spent in the “OWN” phase of the relationship. The “OWN” phase includes all of the needs a customer has after they have acquired the product or service, and now begin the process of receiving it, using it, sustaining it, renewing it and referring it to other potential customers. The “OWN” phase plays a critical role in nurturing customers. The Contact Center plays a critical role in this nurturing process which if successful, ultimately leads to a customer who will remain retained, refer, and repurchase. From a financial perspective, the organizational goal relative to the customer journey is to move customers through the journey as effectively and efficiently as possible. This is measured in different ways. At a high level, organizations invest in CE to improve CLV and customer profitability. What can the organization do today to improve it’s financials, and through this, increase CLV and customer profitability over time? We have created a value framework that allows organizations who play a key role in both the acquisition and own phase of the customer journey to quantify the impact they have on CLV, and link every day operational metrics to top and bottom line financials results. 2 key questions I want to leave you with as we step through this….Where should an organization focus its CE investments, and how do you prioritize them? How do link incremental improvements and operational metrics to CLV?MOVE TO NEXT SLIDE…………….
  • It is all about the applications and the value that they can provide. There is a wealth of information that is available in their CRM systems and on the web that can be used to provide good applications. Some great examples are flight status. While I can call the airlines and get the flight status - I need to the airline, the number,  and the flight.Where CMB could add value and stickiness is by having a personalized service - so I call and say "what is the expected departure time of MY flight" - there system knows who I am and by extension what flight I am on today - no 'spanin necessary. Getting the status is only part of the story - what if I find that fight is late? Most impatient people like me say "what are my options to change this?"By being able to interact with either a self service menu or talk to a live agent who knows your situation and records means the caller’s experience is smoother and the call center's talk time is less. Also we have the ability to provide outbound alerts (SMS, live call)  for things like flight cancellations and delays.Again, the notification is nice, but I will want to do something about the information I receive.Being able to either reschedule/rebook via self service or talk to an agent provides added value for Carlson - allowing their customers to be first in the queue for re-booking. The last concept is being able to handle adversity through automation.Why did Southwest provide and automated flight status line? - In a word "Katrina" - they could never hire enough people to handle the volume.We have a similar story with the Italian Railway with a strike they had this summer.There a numerous example in the press with Jet Blue, Frontier, etc. – in fact most airlines operate in exception mode 30-40% of the time.This is where automation provides a way to handle the calls without throwing people at the problem.
  • Bureau of Transportation Statistics, Airline Service Quality Performance – Year ending Oct 2013
  • Now automate those interactions while still delivering effective communications and improving customer satisfaction. The customer still has the option to reschedule if they need to and get that personalized experience but you were able to automate the interaction and conserve scare resources.Create dynamic voice, email, mobile textcampaigns from contact lists using virtually any data source and automate reach out to customers via voice, email, mobile from one to thousands of concurrent contact attempts and interactions using a single systemThrottle outbound campaign contact attempts based on inbound agent queue times via web servicesLeverage capabilities including answering machine vs. human voice and beep detection enabling application to leave different messages when non “live” contact detected (“Sorry we missed you….)Manage campaigns, applications, data for both outbound and inbound applications within a single web browser accessible system for simpler, consistent administration and managementLeverage Voice Portal reporting to measure campaign effectiveness, business results, regulatory and government compliance. Supports Do Not Call lists, Opt-out and Opt-InProvides real-time tracking and updates disposition in real-time across campaigns ( ex. if customer opts out/in of alerts, all other campaigns immediately aware of latest statusGives contacted customers “Zero-out” access and provides full context of customer and call transferred to agent
  • Now automate those interactions while still delivering effective communications and improving customer satisfaction. The customer still has the option to reschedule if they need to and get that personalized experience but you were able to automate the interaction and conserve scare resources.Create dynamic voice, email, mobile textcampaigns from contact lists using virtually any data source and automate reach out to customers via voice, email, mobile from one to thousands of concurrent contact attempts and interactions using a single systemThrottle outbound campaign contact attempts based on inbound agent queue times via web servicesLeverage capabilities including answering machine vs. human voice and beep detection enabling application to leave different messages when non “live” contact detected (“Sorry we missed you….)Manage campaigns, applications, data for both outbound and inbound applications within a single web browser accessible system for simpler, consistent administration and managementLeverage Voice Portal reporting to measure campaign effectiveness, business results, regulatory and government compliance. Supports Do Not Call lists, Opt-out and Opt-InProvides real-time tracking and updates disposition in real-time across campaigns ( ex. if customer opts out/in of alerts, all other campaigns immediately aware of latest statusGives contacted customers “Zero-out” access and provides full context of customer and call transferred to agent
  • Tie it back to assisted/automated service journeyLinda Dotts Dialog at Analyst Day: Interaction most use traditional self service. “Leave it be, it works.” First place we’re going is integrating proactive outbound and experience portal – no longer one way self service but now 360 degree conversation – can push reminders and have customer come back in, keep conversation going; integration inbound and outbound in simplified way – self service app and campaign thru orchestration designer, and way to manage that app so customer experience group can develop it selves, make changes based on feedback. Common way of creating and supporting that within the organization.] SM experience portal is a solution and one option is outbound. [Yes and another example is call back assist that integrate into self service.] SM “good”Future – customers want choices – pick up phone, other, and integrated. Conversive acquisition enable next step in world of web and mobile don’t want to wait, not want a call back. Our partners use this for ongoing dialog with us all day to get information they need – and if not working we or they can escalate to live chat. Moved one way transaction to two way and adding value by offering more choice to end customer. Next step to total solution. We have to do this in multiple ways – delivery options – bring new capabilities in easy to use way so first delivery of automated chat will be via cloud and then we’ll decide whether/how to integrate on prem, and integrate soft into existing multichannel – making sure the information follows the user. First packaging logical apps together into solutions approach and make it easy package to buy. ]ARCHIVE NOTES Avaya Customer Engagement Methodology- Two thirds of the customer journey happens AFTER purchase- Perception and experience at every step impacts overall experienceNew approach - engagement methodologyCustomer Experience Management (CEM) is the discipline of managing and treating customer relationships as assets, with the goal of moving satisfied customers to loyal customers, and loyal customers to advocates of your brand. In doing so, CEM looks to improve customer lifetime value (CLV) by optimizing each interaction and conversation, creating an engaged customer relationship which drives repeat purchases, retained customers, customer referrals, price premiums and reduced support costs. Organizations invest in improving the customer experience to drive customer lifetime value (CLV)CLV is a function of 4 important elements;Yearly spend Initial cost of acquisitionYearly cost of retentionYearly cost of supportRetention rate/average length of customer relationshipFor the organization focused on improving CLV, it’s about improving the 4 revenue/cost levers above, AND extending the average length of the customer relationship/improving retention. So, how does an organization link what it does every day, every interaction it has with a customer to the 4 CLV levers? Through strategic, operational & technical KPI’s. We have created a CLV framework that links strategic, operational and technical KPI’s together, and illustrates their relationship and impact on the 4 CLV levers, which in turn impact CLV itself. Additionally, we have linked our solutions to each of the operational KPI’s, so that we can help the customer draw a line to how our solution is used daily, and what that means in terms of improving the customer experience, and the indicators that support Revenue & Cost, rolling up to CLV.CEM is about optimizing the interactions, conversations and engagement that occurs throughout the customer journey between and organization and its customers, suppliers and partners, and the cumulative affect optimized interactions have on driving top line growth and bottom-line improvement. Customer service is an enterprise business process that occurs in the “OWN” phase of the customer journey and is delivered in large part by the Contact Center. >2/3 of the customer journey is spent in the “own” cycle of the journey, where a customer has received the product or service, utilize it, maintain it, and renew and ultimately refer. These phases of the journey and the interactions that occur here are absolutely critical in the customer’s overall perception of the brand, and their willingness to repurchase, refer and remain retained. Increasing CLV and the measures that reflect top line growth and bottom line improvement are driven in fact by many operational metrics and measures that are used to measure and manage interactions on a daily basis. The cumulative effect of these interactions and the measures that support them roll up to impact top line growth as illustrated via CLV. Optimizing these daily interactions are a key ingredient in growing CLV. ----------------------Customers have needs and what they do to satisfy those needs is their Journey.  Successful organizations recognize this and aim to identify where in this Journey the organization can influence the outcome in their favor. 2/3 of the Customer Journey is spent in the “OWN” phase of the relationship. The “OWN” phase includes all of the needs a customer has after they have acquired the product or service, and now begin the process of receiving it, using it, sustaining it, renewing it and referring it to other potential customers. The “OWN” phase plays a critical role in nurturing customers. The Contact Center plays a critical role in this nurturing process which if successful, ultimately leads to a customer who will remain retained, refer, and repurchase. From a financial perspective, the organizational goal relative to the customer journey is to move customers through the journey as effectively and efficiently as possible. This is measured in different ways. At a high level, organizations invest in CE to improve CLV and customer profitability. What can the organization do today to improve it’s financials, and through this, increase CLV and customer profitability over time? We have created a value framework that allows organizations who play a key role in both the acquisition and own phase of the customer journey to quantify the impact they have on CLV, and link every day operational metrics to top and bottom line financials results. 2 key questions I want to leave you with as we step through this….Where should an organization focus its CE investments, and how do you prioritize them? How do link incremental improvements and operational metrics to CLV?MOVE TO NEXT SLIDE…………….

Transcript

  • 1. Get Smart with Avaya Contact Center Learning Series Host: John Pitts Sales Consultant-Customer Experience
  • 2. Information for the call  Calls are recorded and follow up information, including the presentation, when possible, will be sent to all registrants within the week  Please ask questions in the Q&A window  For technical issues, please use the Q&A window. Hitting F5 will refresh your screen. If you are behind a corporate firewall, this may affect your ability to watch the presentation live.  Please provide any suggested topics for future learning sessions via email to Rose Marcin rmarcin@avaya.com  For additional details on any of the topics covered in the Learning Sessions, contact your Avaya Account Manager or Avaya Business Partner to schedule a follow-up © 2014 Avaya Inc. All rights reserved. 2
  • 3. Upcoming Learning Sessions on the second Tuesday of each month  February 11– Crafting your Customer Experience  March 11– Customer Lifetime Value The slides and a link to the recording will be sent to all registrants in approximately one week from today’s session. Remember: Sessions begin promptly at 12 noon Eastern Time. © 2014 Avaya Inc. All rights reserved. 3
  • 4. Today‟s Call – 360 Degree Customer Experience  12:00 – 12:05 p.m. Introduction / Welcome – John Hamilton, Sales Consultant, Avaya Customer Experience Solutions  12:05 – 12:55 p.m. 360 Degree Customer Experience – Tore Christensen, Corporate Consulting Engineer, Avaya Innovation and Customer Experience – Tom Hanson, Director of Product Management, Avaya Contact Center Automation Applications  12:55 – 1:00 p.m. Questions Discussion window will be monitored during call and questions will be addressed via the discussion window. Times shown are Eastern Time Zone © 2014 Avaya Inc. All rights reserved. 4
  • 5. Session Details – Experience Portal and Automation The concept of a 360° customer experience is driven from a focus on the customer journey and has a very strong and proven ROI in contact centers. Through the automation of simple transactions with identification and segmentation of callers, and mobile and web users, it enables optimal experience and connects consumers with the right resources at the right time. Avaya enables the concept of 360° customer experience, leveraging traditional approaches while expanding to consumer driven capabilities through inbound and outbound multi-channel and multi-modal communication. We will examine some of the use cases that highlight the value that these capabilities can provide to end users and contact centers. We will also look at several of the applications that enable businesses to respond to these experience-driven needs. © 2014 Avaya Inc. All rights reserved. 5
  • 6. 360 Degree Customer Experience Understanding and Influencing Your Customer's Journey Tore Christensen Corporate Consulting Engineer Innovations and Customer Experience Tom Hanson Product Management Director Automation Applications
  • 7. Agenda  Managing the Customer Experience – Customer Lifetime Value – Enabling the 360 degree Customer Journey  The Evolution of Automation and Customer Touch Points  Addressing Business Problems to Drive Lifetime Customer Value  Example Solutions to Deliver 360°Customer Experience © 2014 Avaya Inc. All rights reserved. 7
  • 8. Customer Lifetime Value  Customer Lifetime Value is a prediction of the net profit attributed to the entire future relationship of an Enterprise with a customer  Customer Lifetime Value is positively correlated with Customer Experience  Customer Experience is delivered primarily in infrequent interactions (touch points) between Customers and Enterprises – Anytime you don’t positively impact your customer’s perception on your Enterprise is a lost opportunity… © 2014 Avaya Inc. All rights reserved. 8
  • 9. Poll Question  What is your role in defining the customer experience in your business? – Own the definition and execution of the customer experience strategy – Help to define the business requirements for the contact center – Deliver and support the technology solution to deliver the customer experience – It is not part of my responsibility © 2014 Avaya Inc. All rights reserved. 9
  • 10. The Upside of Getting it Right: Better Experiences Can Drive Revenue Source: Forrester March 2012 “The Business Impact Of Customer Experience, 2012” © 2014 Avaya Inc. All rights reserved. 10
  • 11. The Upside of Getting it Right: Better Experiences Drive Better Returns 30% CXi Leaders 22.5% Cumulative total return 20% 10% 0% -10% S&P 500 Index, -1.3 -20% -30% -40% -50% CXi Laggards -46.3% Source: Forrester and Watermark Consulting © 2014 Avaya Inc. All rights reserved. 11
  • 12. Customers Engage Their Way…Not Yours…. 5X Adoption! Telephone penetration rates that took 50 years took 10 years for Smartphones… Wait times up, satisfaction down.  Change is constant but its also accelerating  The fundamental ways that consumers want to engage with our Enterprise Customers are changing Speech  Formal Channels loosing out to Informal Channels – DIY on YouTube – Google for support – Twitter/Facebook Recommendations E Mail Text Social Mobile Web/Apps © 2014 Avaya Inc. All rights reserved. 12
  • 13. How Do You Get Customers to Engage?  When formal channels don’t perform Enterprises loose out … – – – – Delighting Customers Gaining Customer Insight Influencing Customers Driving Lifetime Customer Value © 2014 Avaya Inc. All rights reserved.  Experiences must be – Timely (Proactive not Reactive) – Relevant (Brings Value) – Frictionless – Comprehensive and unified – Measurable and focused on continuous improvement 13
  • 14. Autonomous Customer Survey 2013 – “Fragmentation of Channels” Increases Organisations must support wider channel choice for consumers 82% Would like it if organisations always offered different channels to meet my needs Fragvergence research (BT/Avaya 2008) Consumers will use more channels to communicate with organisations, leaving the challenge of providing an integrated experience © 2014 Avaya Inc. All rights reserved. 14
  • 15. Driving Lifetime Value Enhancing Interactions Enabling the 360 degree Customer Journey Renew Purchase Place an Order Feel & Compare Products Promote Promotion Offer Retain & Winback Maintain Chasing Order Own Buy Select Disconnect Leaving Breakdown Damage Troubleshoot Upgrade Receipt and Setup Mobile/Web Research Research Interesting! Find Out More! Use Receive Learning to Use Product © 2014 Avaya Inc. All rights reserved. Making a Payment Onboard 15
  • 16. Principles of Customer Experience  Timely (Proactive not Reactive) – Why are you talking to me now?  Relevant (Brings Real Value to the Contact) – So you contacted me, why does it matter?  Personalized (Speak to a Customer of “1”) – Are you talking to me or a whole group?  Frictionless (Reducing the options) – Now that you have me, help me sort through the options © 2014 Avaya Inc. All rights reserved. 16
  • 17. Poll Question  How important is customer experience and customer lifetime value to your business? – It is the most important thing we do in my business – It is something that is of interest – It comes secondary to cost containment – It is not part of my responsibility © 2014 Avaya Inc. All rights reserved. 17
  • 18. Use Case: Alumni Engagement © 2014 Avaya Inc. All rights reserved. 18
  • 19. Alumni and University Organizations  Universities are one of the largest Recipients of Donations – $41B in the US in 2012 (Giving USA) – Universities under increasing pressure to manage costs for students while State funding is under severe constraints  Problem Statement: – University Alumni Outreach program focused on traditional donations – Paper Mailers – Bulk Email – Traditional Dialing – But Alumni have stopped responding – Throwing Away Mailers – Ignoring Email/Spam – Hiding behind Caller ID © 2014 Avaya Inc. All rights reserved.  Fact: You can‟t engage a customer if they are unwilling to engage with you (much less answer the phone)  Solution – Change the Conversation from Asking to Engaging  Concept: – “What if we could engage Alumni around a common theme or activity, move from „asking‟ to providing value to the Alumni wherever they are within their Customer Journey” ? – What if we could bring up long time Alumni to away football games and create a “homecoming away from home” ? – How would Alumni respond to engagement rather than solicitation? 19
  • 20. Customer Experience to Drive Engagement  Timely (Proactive not Reactive) – Can we engage an Alumni around an event that is interesting to them? Build Engagement around “away” football games as a rallying point…  Relevant (Brings Real Value to the Contact) – Lets engage with relevant information (“Your Alma Mater‟s is coming to your town! Lets get together”)  Personalized (Speak to a Customer of “1”) – “John Smith, we are having a class of „99 get together at Mulligans on Saturday”  Frictionless (Don‟t make me wade through the options) – “Let us contact you with details” © 2014 Avaya Inc. All rights reserved. 20
  • 21. Email channel initiates awareness with “opt-in” This is an email from Laccenture University letting you know that the Panthers are coming to town against the local State Wolves… Do you think you might attend the game to support the team ? VOICE EMAIL MOBILE  Timely – Email Sent 2 weeks ahead with time for alumni to opt-in  Relevant – Sent only to Alumni based on location, history and interest © 2014 Avaya Inc. All rights reserved.  Personalized – Addressed and speaks to Alumni  Frictionless – Simple Reply or Click-thru to Web Site 21
  • 22. SMS Follow Up with More Information SMS: Reminder that the Panthers/Wolves game is in 2 days. Interested in meeting up with other Alumni? VOICE EMAIL SMS: Great. We are having a class of „99 get together at Mulligans pub. We will call you to remind you  Timely  – SMS Sent a few days ahead with time for alumni to get more information and plan  Relevant – Sent only to Alumni that opted-in in prior step © 2014 Avaya Inc. All rights reserved. MOBILE Personalized – Provides specific information about get together  Frictionless – Simply “reply” to get follow-up call 22
  • 23. Proactive, Relevant, Personalized, Valued Hello, John This is Billy from Laccenture University. I am calling to let you know more about the pre-game get together at Mulligan‟s pub. VOICE EMAIL MOBILE  Timely – Call scheduled right ahead of game for reminder; Customer answers expected call  Relevant – Customer not only opted in but expressed interest in follow-up call © 2014 Avaya Inc. All rights reserved.  Personalized – Focus on personalized conversation  Frictionless – Easy ability to gain additional information and make donation to support cause 23
  • 24. Driving Lifetime Value Enhancing Interactions Enabling the 360 degree Customer Journey Renew Purchase Place an Order Feel & Compare Products Promote Promotion Offer Retain & Winback Maintain Chasing Order Own Buy Select Disconnect Leaving Breakdown Damage Troubleshoot Upgrade Receipt and Setup Mobile/Web Research Research © 2014 Avaya Inc. All rights reserved. Interesting! Find Out More! Use Receive Learning to Use Product Making a Payment Onboard 24
  • 25. Driving Lifetime Value Enhancing Interactions Enabling the 360 degree Customer Journey Proactive Outreach Automated Web Chat CC Mobile Renew Purchase Place an Order Feel & Compare Products Disconnect Leaving Promotion Offer Maintain Chasing Order Own Breakdown Damage Troubleshoot Upgrade Receipt and Setup Mobile/Web Research Research Interesting! Find Out More! Use Receive Learning to Use Product Social Media Promote Retain & Winback Buy Select Proactive Outreach SMS/Emai Advanced Wait l Treatment © 2014 Avaya Inc. All rights reserved. Security & Biometrics Making a Payment Onboard Enterprise Call Routing Automated Chat Email, Speech Callback Assist 25
  • 26. Use Case: Travel © 2014 Avaya Inc. All rights reserved. 26
  • 27. Travel – Dealing with Exceptions  Handling unexpected travel issues – Leverage knowledge of the customer – Leverage data and systems  Proactively handling customers issues – Address the issue before it becomes a crisis  Dealing with everyday disasters – Travel can be unpredictable – your support should not be “It‟s not about the weather. It‟s about how airlines communicate after weather occurs.” - Brandon Macsata, executive director of the Association for Airline Passenger Rights © 2014 Avaya Inc. All rights reserved. 27
  • 28. Travel  Disruption and Delays are a Fact of Life in the Travel Industry  Fact: Giving bad news without options causes emotional stress – 21% of all flights are delayed* – Customer satisfaction is tied to how these situations are handled  Problem Statement: – Travelers need an effective way to understand the issue and their options – Status boards – Announcements – Alerts  Solution – Proactively notify effected customers with the options and the ability to act on those options  Concept: – What if you could provide the ability for customers to be notified and self service? – What if you provided this service in a segmented premium way? – But the solutions are reactive – Long lines at customer service – Long waits in call center © 2014 Avaya Inc. All rights reserved. *Source: Bureau of Transportation Statistics 28
  • 29. Customer Contacts  Timely (Proactive not Reactive) – Notify customers of situation as soon as it is known  Relevant (Brings Real Value to the Contact) – Provide specific information their current travel situation.  Personalized (Speak to a Customer of “1”) – “John Smith, because of the delay in flight 34 to Denver, you will miss your connecting flight to San Francisco. Here are your options in priority order…”  Frictionless (Don‟t make me wade through the options) – “You can select from the following options to change your flight…” © 2014 Avaya Inc. All rights reserved. 29
  • 30. SMS Alert with Options SMS: Flight 25 from Atlanta for Denver has been cancelled. Would you like to see what you options are? (yes/no) SMS: You have the following Options: 1 – Flt 3706– Dep: 3:26 Ar: 4:50 2 – Flt 6288– Dep: 6:20 Ar: 7:45 …  Timely  – SMS sent when the issue is detected  Relevant – Sent only to travelers who have opted in © 2014 Avaya Inc. All rights reserved. VOICE EMAIL MOBILE Personalized – Provides specific information about options that are applicable  Frictionless – Simply “reply” to make the change 30
  • 31. Outbound Voice Automation Flight 25 from Atlanta for Denver has been cancelled. Here are your options in priority order. Say “next one” to hear the next option VOICE EMAIL Flight 3706 Departing Atlanta at 3:26 PM arriving Denver at 4:50 PM …  Timely  – Outbound message launched when the issue is detected  Relevant – Sent only to travelers who have opted in © 2014 Avaya Inc. All rights reserved. MOBILE Personalized – Provides specific information about options that are applicable  Frictionless – Voice automation to choose the appropriate options 31
  • 32. Use Case: Bill Presentment and Collections © 2014 Avaya Inc. All rights reserved. 32
  • 33. Electronic Bill Presentment & Collections  Reducing DSO and outstanding receivables impacts Cash Flow – Cost of interest – Capital invested  Solution – Enable automation with escalating workflow for collection.  Concept:  Problem Statement: – Small $ amounts not cost effective to collect wtih traditional methods – Cost of collections – Volume – Customers are reluctant to have auto payment – Want to review bill – Want to control their cash flow © 2014 Avaya Inc. All rights reserved. – What if you could provide automated outbound transactions that could handle the majority of receivables? – What if you could enable automated payments with the customers channel of choice? – What if you could have an escalation workflow to contact only those customers that where not handled with automation? 33
  • 34. Customer Contacts  Timely (Proactive not Reactive) – Alerts the customer to the issue early  Relevant (Brings Real Value to the Contact) – Provides options before payment becomes an issue (penalty, shut off)  Personalized (Speak to a Customer of “1”) – “John Smith, your December bill of $500.12 is overdue to by 45 days…”  Frictionless (Don‟t make me wade through the options) – “Respond with „yes‟ to charge this to the card on file ending in 8920” © 2014 Avaya Inc. All rights reserved. 34
  • 35. Outbound alert with ability to respond SMS: Bob: this is Lacenture Health, Your January Bill of $500.12 is past due – OK to bill to card ending in 8920? VOICE EMAIL SMS: Your account is now current with your payment of $500.12. Thank you  Timely  – SMS sent before payment becomes and issue  Relevant – Customer can avoid penalty or late fees © 2014 Avaya Inc. All rights reserved. MOBILE Personalized – Specific for the customer with customer defined options  Frictionless – Simple yes/no response 35
  • 36. Escalation to Agent Negative response Voice: Bob: this is Lacenture Health, Your January Bill of $500.12 is past due. Is now a good time to talk? VOICE EMAIL MOBILE  Timely  – Customer added to outbound when they decline  Relevant – Customer can avoid penalty or late fees © 2014 Avaya Inc. All rights reserved. Personalized – Specific for the customer with their account information  Frictionless – Voice discussion with customer context 36
  • 37. Driving Lifetime Value Enhancing Interactions Enabling the 360 degree Customer Journey Automated Web Chat CC Mobile Renew Purchase Place an Order Feel & Compare Products Disconnect Leaving Promote Promotion Offer Retain & Winback Maintain Chasing Order Own Buy Select Proactive Outreach Proactive Outreach Breakdown Damage Troubleshoot Upgrade Receipt and Setup Mobile/Web Research Research Interesting! Find Out More! Use Receive Learning to Use Product Social Media © 2014 Avaya Inc. All rights reserved. Advanced Wait Treatment Making a Payment Onboard Automated Chat Email, Speech Callback Assist 37
  • 38. Conclusion  Customer experience impacts customer life time value, revenue generation & profitability  The customer experience is defined by a series of customer touch points  These touch points need to be Timely, Relevant, Personalized, and Frictionless – and must bring value  These touch points need available in the channel of choice for the customer – and consistent across channel © 2014 Avaya Inc. All rights reserved. 38
  • 39. Poll Question  Would this solution be something that would fit your customer experience needs? – Already doing this today – Yes, we could use this now – Yes, this is something we are looking at in the next 12 months. – Maybe, would need to evaluate more – No © 2014 Avaya Inc. All rights reserved. 39