Ata Roadshow 2008 Contact Centre As The Voice Of The Company


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A look at the future role of contact centres buy one of Australias most experienced industry participants

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Ata Roadshow 2008 Contact Centre As The Voice Of The Company

  1. 1. The Contact Centre Becoming the Voice of the Company Presented by Steve Mitchinson Partner, TeamRed Solutions National Chairperson ATA Your Partner for Herrmann Whole Brain Thinking 1
  2. 2. The Contact Centre Becoming the Voice of the Company 1. Why do Managers “Think What They Think” 2. Recognising Strategic Value 3. Gathering and using customer data 4. The Challenge – Developing links between the centre and other business units – Proving the strategic importance of the centre to the business – Presenting a common message to Customers 5. The role of Contact Centre Leadership 6. The Need or Evolution -the Contact Centre Managers role 2 Your Partner for Herrmann Whole Brain Thinking
  3. 3. Why do management think what they think? Call centres were born out of a basic need to answer customer • questions. In 1972 Rockwell developed the first ACD for Continental Airlines, • effectively launching the contact centre industry In the 1990‟s the endless list of possibilities for contact centres • started to emerge From contact centre to interaction hub • Today‟s contact centre also serves „customers‟ other than • consumers, including business partners, employees, and field agents. Sadly, many contact centres, suffer from executive • mandates that reflect 1970‟s thinking -the focus to reduce costs and improve efficiency is still routine 3 Your Partner for Herrmann Whole Brain Thinking
  4. 4. The Evolution..... Steps Triage Containment Exploitation Quality Function Location Media Consolidatio Service Neutral Neutral Neutral n Technologies ACD PBX/Key Skills based Call blending & Network-based Web enabled, Workflow Strong process system routing, IVR< scripting, routing, web chat, e- transaction re-engineering, Predictive integrated distributed mail response, recording, change Dialers, CTI, front office switch/CTI, speech ERMS, management Call recording applications, distributed recognition, integrated and knowledge data mining, workforce, ATM switch, front management video multi-skilling, remote agents, office/back emphasis, quality advanced office, cultural monitoring transition management integrated and tools management Capabilities Answer the Answer calls Route calls to Collect and use End of distance Customer Integration, Pro-active phone efficiently, most able information impediments, choice of control, revenue control costs, agent, once about improved contact and efficiency, generation, call queuing call that’s all customers at resilience, media; understanding customized focus, point of efficient emphasis and support optimum improved contact, support for the moves to the for more response to service global business every contact defensive transaction, complex revenue not the call transactions generation Phases Call Handling Call Centre Contact Centre 4 Your Partner for Herrmann Whole Brain Thinking
  5. 5. Why do management think what they think? The contact centre has always been scrutinized for performance and ROI. • The range & amount of data and metrics that are available-yet typically • management focus on those that shed light on the cost equation. To many the contact centre seems a calculable formula of seats, calls and • resources, all of which are the focus of reduction, streamlining, or automation Accountability and proof of return on investment will always affect the • decisions of contact centre leadership The modern contact centre can play a strategic role in managing the • customer, one that directly and indirectly affects lifetime value, retention rates, and advocacy. As centre managers progress forward, they will have to understand and • embrace new ways of accounting for their contribution and value within the enterprise to change these attitudes. 5 Your Partner for Herrmann Whole Brain Thinking
  6. 6. Intense Competition & Saturating Markets Trends revealed in Frost & Sullivan‟s latest research included: Reducing Brand Loyalty – Increasing price sensitivity – Increasing customer knowledge, scepticism & power – Diminishing barriers to (market)entry – A drive to achieve an unparalleled customer experience – Never has there been a better time to promote the Contact Centres strategic value – provided we understand it, measure it and can manage up! 6 Your Partner for Herrmann Whole Brain Thinking
  7. 7. The Most Likely Scenario Contact centers must increasingly fill a role as the primary channel for • customer relations, including support, sales and marketing activities. They must be the central source of data for management and decision- • making that involves the customer, serving as the entry or go-to point to and from other company touch points Further advances, particularly in Web-based channels will expand effectiveness, making them far more productive and cost-effective as technology removes the burden of routine tasks. It delivers a capacity for consistency & cost reduction Highly trained and empowered service reps must have at their disposal a • vast, multimedia and integrated network of customer data leading to endless possibilities. Customers will no longer accept “hand-offs” Contact centers will be the key to competitive advantage and the revenue • maximisation going forward 7 Your Partner for Herrmann Whole Brain Thinking
  8. 8. A tip from Spend 70% of your time building a great customer experience and 30% of your time shouting about it Source - Jeff Bezof, CEO at 8 Your Partner for Herrmann Whole Brain Thinking
  9. 9. The Crux of an Interaction: The Contact Centre Smart companies want to build strong bases of loyal, profitable customers who are also advocates for the company. In order to drive sustainable, profitable organic growth and competitive differentiation, they must better integrate and align the way they treat customers at each touch point Achieving this is a continuum of: Unrepentant brand marketing and well-publicized customer-focus programs are on the rise – Competitors increasingly raise the stakes. – Customers‟ expectations continue to rise based on their experiences elsewhere – Given the vast number of experiences companies have to manage, the key challenge is to create desirable experiences consistently, at the right time in a seamless real-life operational model. 9 Your Partner for Herrmann Whole Brain Thinking
  10. 10. The equation is P2T = A3 People, Process, Technology delivered Anywhere, Anytime, to Anyone How effectively your enterprise is able to: • Attract, leverage and develop its‟ people • Improve its processes to exceed customer expectations -not yours • Implement the right technology • Deliver your products and services anywhere, anytime to anyone may well determine the ultimate success of the business • How well are you doing? • How well are you promoting it? • How well would you like to be doing? 10 Your Partner for Herrmann Whole Brain Thinking
  11. 11. The Challenge Starts Here  The ranks of contact centre management are heavily weighted to operational excellence  To truly become the voice of the company this needs a quantum shift to strategic excellence  CC‟s create a pool of future talent and typically deliver vastly improved career paths for a multitude of roles across the organisation  CC‟s typically do not adequately prepare CC Managers for the strategic role of today, let alone the future  Only we can change that...... 11 Your Partner for Herrmann Whole Brain Thinking
  12. 12. Some interesting numbers.... • Recent research by across 250 contact centres revealed : • 150 “traditional” KPM‟s • 55 Customer satisfaction measures • 50 Employee satisfaction/engagement measures But how many: • Do Senior Management understand • Actually measure or drive strategic value??? Your Partner for Herrmann Whole 12 Copyright 2008 Brain Thinking 12
  13. 13. Essentials for Contact Centre Optimisation & Respect 1. Define a customer strategy that goes beyond merely delivering functions and good service at low cost. 2. Justify and put in place infrastructure that uses technology and/or outsourcing in a judicious way 3. Ensure the best possible execution by agents in all interactions by investing time & money in knowledge management, coaching an in- house performance management systems Based on research by Mckinsey Group those that choose this approach typically deliver revenue growth in excess of 30%, and cost reduction in the order of 20% 13 Your Partner for Herrmann Whole Brain Thinking
  14. 14. Recognising Strategic Value Centre Managers must know and successfully promote: The contributions their center is making to other business units • How the centre is, or could be, favorably impacting revenues, • marketing initiatives, product innovations and other primary business objectives Customers to the Rescue! Contact Centre managers have a valuable corroborator in their • cases for improving the contact centre: the customer. Capturing and expressing the „voice of the customer' can be a • critical tool in framing operational decisions and building cases for change in the contact centre and the strategic role it can play Lots talk about it, but how many do it effectively? • 14 Your Partner for Herrmann Whole Brain Thinking
  15. 15. The CCM‟s challenge In many organizations, the contact centre is still seen as a bureau or vendor to sales and marketing. In others, they are the peer that delivers the “service”. In a select few, as “the centre of the universe” In every case, the contact centre must be seen as a willing participant in cross-functional collaboration with marketing, sales, fulfilment, accounts, self-service, e-channels, and other departments to fully realize the benefits of all CRM and customer focused initiatives. They must be able to demonstrate that they are equipped to deliver (the promised) competitively superior customer experiences via their contact centres using a realistic, achievable operational models and performance measures 15 Your Partner for Herrmann Whole Brain Thinking
  16. 16. Challenges for Contact Centre Leadership Contact centre leadership has historically been adept at: calculating costs and margins • being able to track a myriad of tight knit metrics • accounting for costs right down to headsets and carpeting square footage. • The more challenging (and critical) aspects of the contact centre value proposition that are emerging are: Truly understanding the upside benefits of customer advocacy and its • resulting effects on loyalty and new revenue Developing a strong knowledge of contemporary and innovative strategies • in other operational areas in order to identify the opportunities for integration with the contact centre. Being able to sell that position such that the contact centre • truly is recognised as a strategic business unit and... the “voice of the company” 16 Your Partner for Herrmann Whole Brain Thinking
  17. 17. Challenges for Contact Centre Leadership The more challenging aspects of the contact centre value proposition that have emerged are: (cont‟d) Promoting the contact centre as being far more than the default • mouthpiece and ear for the company Reinforcing the need to integrate across business units and functions. • The imperatives of contact centre leadership must be to : Drive the further integration of the contact centre with other key business • functions Demonstrate that poor integration between the contact • centre and the rest of the organisation results in countless missed opportunities to drive up revenue and productivity Highlight the benefits of improved operational performance • and contribution through strong linkages to between back-office and front office. 17 Your Partner for Herrmann Whole Brain Thinking
  18. 18. The CCM‟s challenge At a tactical level, it involves negotiating jurisdictions, authority levels and SLA‟s, leading cross-functional teams and formal problem solving processes At an operational level it involves offering the contact centre as a controlled test bed for new initiatives, proving the benefits of customer focused programs and making the case for enterprise-wide adoption At a strategic level, it involves implementing in your contact centres into the advocacy-building, higher-order emotive attributes that brand messaging often promises, such as being innovative, responsible, reliable, caring, attentive, considerate, or empathetic 18 Your Partner for Herrmann Whole Brain Thinking
  19. 19. Thank You 19 Your Partner for Herrmann Whole Brain Thinking