Contact Centre Optimisation Trends

Contact Centre Industry Specialists
CONTACT CENTRE & SERVICE OPTIMISATION
Global & Regional Trends,
Opportunities & Scenarios
Rod Jones
Consultant – Analyst
CITY of TSHWANECustomer Relations ConferenceFor Leaders 24 June 2009

ABOUT THIS PRESENTATION
This particular version of “Contact centre Optimization” was presented to a large group of senior managers at the Customer relations Conference of the City of Tshwane on 24 June 2009.
For a FULL SCREEN presentation, go to the bottom of this screen and click on THIS icon.

Increase
Customer
Satisfaction
Increase
Efficiencies
Increase
Revenue
Reduce
Risk
Reduce Cost
Of Operations
KEY STRATEGIC IMPERATIVES FOR THIS LOCAL AUTHORITY
Deliver ‘World Class’ Services

STRATEGIES
PROGRAMMES
PEOPLE
PROCESSES
FRAGMENTED TECHNOLOGIES
When it comes to Service Delivery…
MANY ORGANISATIONSARE MISALIGNED

STRATEGIES
PROGRAMMES
FRAGMENTED TECHNOLOGIES
LOSS DRIVERSand Low Levels of Customer Satisfaction
Fragmented ‘Vision’
Counter-Productive
Low Motivation
PEOPLE
Wasted Resources
PROCESSES
Over-Spend

Growth
STRATEGIES
Market Focussed
PROGRAMMES
Aligned, Supported PEOPLE
INTEGRATED PROCESSES
CONVERGED TECHNOLOGIES
THE SUCCESSFUL ORGANISATION
A Customer
Centric
Organization
Trained & Empowered
ALIGNED & READY TO DELIVER ‘WORLD CLASS’ CUSTOMER SERVICES

SOME KEY CHALLENGES FACING LOCAL GOVERNMENT SERVICE DELIVERY INITIATIVES

The organisation must change & adapt to meet the rapidly changing needs of its citizens.
Citizens expect high quality services.
It must rise to meet service expectations and demands.
Need to deliver on the promises made by government.
How local authorities manage customer service delivery performance will be the measure of their success.
Leadership’s success will also be measured by customer service delivery.
The organisation needs to develop new approaches to service delivery.

DEVELOPING THE FRAMEWORK FOR THE CUSTOMER SERVICE PROGRAMME
FIVE KEYS TO BECOMING A CUSTOMER CENTRIC LOCAL AUTHORITY
 CUSTOMER INSIGHT
 ORGANISATIONAL CULTURE

Is there a real in-depth understanding of the organisation’s customers?
Does the organisation systematically and methodically engage with customers on service delivery issues?
Is Customer Satisfaction measured and benchmarked?
Does the organisation truly have a “customer focussed” culture?
Is the organisation committed to achieving service delivery excellence?
Does the organisation value staff in customer service roles?

 INFORMATION & ACCESS

Does the organisation provide accurate and complete information to customers?
Is Information and all services made easily available to all customers?

 SERVICE DELIVERY

Are there clearly specified, precise and measurable standards for service delivery?
Does the organisation deliver on its service delivery promises?
Are there effective and efficient mechanisms for dealing with service delivery problems and complaints?

 SERVICE DELIVERY TIMELINES & QUALITY

Is there a formal Quality Assurance programme in place and reported on regularly?
Are Service Levels and Quality Assurance externally audited on an on-going basis?
Does the organisation publish its service delivery standards?
Are the service standards aligned with international “Best Practice”?
Are all service delivery standards monitored, measured & reported on for all departments?
Do all processes facilitate ease measurement?

CONTACT CENTRESto achieve
SERVICE DELIVERY OPTIMISATION

Change this …

With one of these…
To this …

Customer Contact Centre
Handles ALL channels
Telephone
Fax
eMail
VoiceMail
SMS
Web / Web Chat
Scanned paper / posted documents
Walk-In (face-to-face) customer service
Live Video Interaction
Call Centre

Only handles telephone calls

Contact Centres –BENEFITS TO CUSTOMERS
Easy Access To Service
Reduced Cost Of Obtaining Service
Choice Of Communication Channel/S
Fast Response – ‘Phone Is Faster’
Consistency Of Service
Human Interaction
Access To Information
Access To Actions
‘Voice Is King’ Where Literacy Is A Problem

BENEFITS TO THE ORGANISATION
Lower cost of service
Monitored & Managed
Quality Management
Discipline
Centralised
Economies of Scale
Centre of Excellence
Customer Retention
Customer Satisfaction
Up-Sell and Cross Sell Services
Debt Collection or Debtor Management

Critical Success Factorsfor a Quality Contact Centre
Ease of Access

Customers can communicate when they want to and use the channel that they prefer – at that time.

Fast Resolution

“All-in-One-Call”. First Call Resolution
No call transfers
No call-backs
All customers needs fulfilled

Monitor & Manage

Meaningful Management Information

Skills Development

Multi-skilling of agents
Reduce attrition
Increase efficiencies

Advantages of Customer Relationship Management
Using CRM strategies & technologies….
Provide better customer service
Increase customer revenues
Discover new customers
Cross sell/Up Sell services more effectively
Help sales staff provide faster services
Make call centers more efficient
Simplify customer communications(Where appropriate, automate certain processes)
The types of data CRM systems collect and effectively use to achieve organizational goals:

Customer contact data
Customer profile data
Responses to campaigns
Customer satisfaction (or lack of!)
Account (billing) information
Channel preferences

What does a Customer Centric Strategy Demand?
Total Commitment by the organisation – from the top, down.
Intimate Knowledge about who our customers are.
A thorough understanding of the Economics of CRM & Customer Service
Acceptance of the principle that customers determine their Needs and what it is that they Value.
Organisation prepared to adapt or alter Business Processes to give customers what they value.
Give customers the communication Choices and Options that they want.

CRM is not for The Faint-Hearted
So.. What will it take ?
Total Commitment– from the CEO down.
Complete review of all Business Strategies.
Review of all Business Rulesand Processes.
Accurate and current Customer Data.
Analysisof customer data / information.
Company and product (service) Knowledge and Information.
Integrationof ALL systems and technologies.
Empowermentthrough skilling / training.
Enabling technologies.
Knowledgeable and reliable Business Partners/ solution providers.
Knowledge-based decision-making.
Planning, Planning and more Planning.

Moving Ahead into Real Service Delivery
OLD PARADIGM
NEW PARADIGM
Call center is a support function
Call center is a source of value creation
Customer service is a necessary evil
Customer service is a Key Strategic Imperative
Reactive mindset
Proactive mindset
Play catch-up with customer needs and expectations
Stay ahead of customer needs and expectations
Goal is customer satisfaction
Goal is customer advocacy and product differentiation

Global &Domestic Trends and Possible Impact

RISKS
Security Issues

Privacy vs Personalisation
Rapid access to confidential data required to deliver World Class Customer Service
Monitoring of employees / Security & Performance
Healthcare / Wellness (Business Risk)
Information sharing
Fraud Detection
Risk Management
Compliance (Domestic and Global)
Quality Assurance – Technology-aided
Performance Management
Home Agent – risk issues

Organisational / Enterprise Health Risk (EHR)
RISKS

Human Capital – Greatest Cost / Greatest Risk
Recognition of Enterprise Health Risk concepts and models
Impact of health on productivity, quality, absenteeism and attrition
Workplace Wellness
Introduction of Statutory Measures
Introduction of Standards
EHR audit methods / KPIs

RISKS
WorkforceRevolution

The Y-Gen strikes back
Millennium kids :Z-Gen ??
Shift in traditional Performance Management
4 day workweek
Influence / Impact of ‘Unionisation’
Kickback against Performance Management methods
Impact of ‘Workforce Optimisation’
change management
short tenure
huge, short-term energy
high cost of training
e-learning / virtual learning

26
Winds of change
Boomers Generation Generation
X Y
Generation statistics
Percent of population 41% 20% 14%
Ave. no. of hours spent at work per week 42.6 39.1 35.4
Percent reporting that their job 'severely' or 'very severely' interferes with their family life 14% 29% 36%
Percent of 'leavers' (people considering leaving their jobs) who cite work/life imbalances as a key reason 12% 45% 48%
Percent who would like additional responsibility in the workplace 60% 39% 23%
Percent of men who would like more flexible working arrangements 23% 69% 75%
Percent of women who would like more flexible working arrangements 65% 83% 85%
Percent of men who predict that they will work on a part-time basis in the next 5 years 1% 12% 19%
Percent of women who predict that they will work on a part-time basis in the next 5 years 15% 19% 36%
Percent reporting that they would leave their jobs for greater control over their work schedules 1% 66% 85%
Percent reporting that they would leave their jobs for greater flexibility 2% 59% 92%
Percent reporting that they would leave their jobs for the ability to work fewer hours 1% 48% 64%
Percent reporting that they would leave their jobs for the ability to telecommute 0% 50% 75%
Percent who expect to leave their current employers in the next year 43% 52% 70%
RISKS
Used with permission
© 2007-2008 Quest Flexible Staffing Solutions. All rights reserved.

RISKS
Changing Customer Profile

Demand more for less – Less tolerant
Instant gratification
Younger profile – Tec Savvy
7x24 Instant Gratification World
Channel preferences
Channel economics / self service
Migration to alternative channels
New channels – the social networks
Demanding / expecting proactively from suppliers and services

The New CRM
Customer Rage Management

Public Sector Service Delivery

Dramatically growing awareness of ‘Service Delivery’
Service = Citizen Satisfaction = Votes !
Reduce costs – increase efficiencies
Track ‘Accountability’ / Security / ‘Corruption Management’
Influence / Impact of Trade Unions
Consolidation (Shared Services)
Outsourcing non core services
Public-Private-Partnerships
Government data pooling / in co-operation with private sector data pools
Monitor & Manage productivity
Fraud Detection / Risk Management

So… You Want World Class Service Delivery ?
Napoleon IEmperor of the French
1769 - 1821
“Men, horses and cannon are useful in battle
But Strategy and Planning win wars”

Towards Operational Optimisation
To Achieve “World Class” Service Delivery
ACTION PLAN – THE WAY AHEAD
AssessCurrent Operational Realities
- Audit all departments using an internationally aligned public sector audit methodology
Establish Clear Baselines & Goals
Benchmark
- Audit & Benchmark against SABS Contact Centre & Back Office Standards & Own Objectives
Establish Realistic Quarterly Milestones
 Assign Dedicated Resources
 Monitor & Manage
: Constantly Re-assess

Thank You for This Opportunity
The C3Africa Group provides a comprehensive range of professional services from Contact Centre and Call Centre Strategic development and implementation to staffing, training and operational optimization.