Future proofing the_contact_centre

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David Jaffe & Steve Mitchinson share their thoughts on how to future proffe your contact centre, from a presentation to the ATA NAtional COnference in 2009, but still very relevant...

David Jaffe & Steve Mitchinson share their thoughts on how to future proffe your contact centre, from a presentation to the ATA NAtional COnference in 2009, but still very relevant...

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  • 1. ATA National Conference 2009 Master Class 16th September 2009 Future proofing the contact centre Presented bySteve Mitchinson David JaffeAssociate Director Consulting DirectorLimebridge Australia Limebridge Australia 1
  • 2. Welcome 2
  • 3. Agenda for the dayA: Introduction1. My own view: what do I look for2. Re-invent now - How could you improve your call centreoperating model?3. More from less – How can I make my call centre more effectivewithin the business as a whole?4. Listen harder - How do I use customer inputs to drive sustainableimprovement? 3
  • 4. Framework for the day Sales and Service Operations 2 Contact Centre 1 Front Office Operating Model Back Office P.R.I.S.M.(T) Internet Feedback/ Change and Listening Measurement 3 Mechanisms Improvements Selection and Prioritisation 4
  • 5. BEST PRACTICESpecific activities performed to solve a tough business challenge that 9 out of10 companies are NOT performing but SHOULD, with measurable resultsproving effectiveness Frost & Sullivan Source Bain & Co survey over 300 companies in 2008 5
  • 6. What are you being asked to do... 6
  • 7. What are you being asked to do... 7
  • 8. Lets Challenge the Red DotsSource: Tim Pethick, Founder of Nudie Juices 8
  • 9. How do we approach opportunities 9
  • 10. How does your thinking style affect your centre’s results 10
  • 11. How does your thinking style affect your centre’s results 11
  • 12. 6 8 7 5 9 5 9 7 9 8 6 9 Efficiency result 9 7 6 8 9 9 5 7 8 9 7 9 Financials 9 8 3 4 8 5 9 5 6 9 7 8 Technology 5 6 5 5 6 1 7 3 4 9 5 8 Past Trends 6 6 7 3 9 3 9 9 9 8 7 9 Performance 4 8 7 6 9 5 9 7 8 9 7 9 Critical Indicators 6 8 8 5 8 7 9 8 6 9 8 9 Goals - Objectives 6 6 4 8 6 9 9 5 8 9 6 9 Methods - Regulations 4 7 2 8 5 9 5 5 6 9 4 9 Safety 9 5 5 3 9 9 5 9 6 8 6 8 Quality 6 8 8 5 9 7 9 8 5 9 6 8 critical 6 5 6 6 6 7 5 7 7 5 6 9 control 8 4 5 5 9 5 5 8 6 7 6 9 timing12 7 6 6 7 6 9 9 5 7 9 6 8 Policies 8 3 6 5 9 3 9 7 5 9 8 9 People Development 6 4 7 5 9 3 9 5 4 9 8 8 Teams - Relationships 7 6 1 1 5 9 7 2 6 7 7 8 Community Relations 8 6 8 6 9 9 7 9 7 9 7 9 Customer Relations 7 6 8 5 7 5 7 9 7 9 6 8 Communications 8 5 7 6 9 5 9 5 8 9 8 8 Culture - Values 6 5 3 3 6 5 9 5 9 9 8 6 Recognition Group Highs & Lows 9 6 6 3 7 3 7 7 3 8 6 7 innovation 9 3 5 2 9 3 7 7 7 7 4 7 Environment 9 5 5 2 6 3 7 8 5 7 6 8 Future Trends 9 3 6 1 6 3 7 8 5 7 6 8 New Concepts 9 3 3 1 7 1 7 6 4 5 4 8 National World issues 9 3 7 6 5 9 8 7 8 9 7 9 Vision Purpose 9 6 6 6 7 4 8 7 6 8 7 9 Long Term Strategy
  • 13. Group Highs & Lows 9 6 X 3 X X X 9 6 3 3 6 9 X X 3 X X 6 9 13
  • 14. Our Group Thinking 9 6 3 9 6 3 3 6 9 3 6 9 14
  • 15. How could you improve performance 15
  • 16. 2. How Good is My Operating Model: Agenda Self assessment Model alternatives Processes Other Dimensions A case study 16
  • 17. Operating Model Self Assessment Processes Resourcing Holds Induction Transfers Repeat rate Hand off rate Team leader time GOS management Measures 17
  • 18. Alternative Models: Universal Model Narrow Skill Model: Specialist Switchboard Model Whole of customer  Short learning curve  Quick answer Job variety  Specialisation benefits  No IVR One stop shop  Match people to work  Accurate routing Less routing and IVR  Isolate System needs  Specialisation 18
  • 19. Are These Symptoms Familiar? Universal Model Narrow Skill Model: Specialist Switchboard Model Time to competence  High transfer rates  Delayed queue Fumble factor and  Complex to manage  Complex to manage support  Complex to route  Boredom Escalation rates  Boredom  Still needs escalation and Low resolution support  Low resolution  Skills don’t match needs  Still needs escalation 19
  • 20. Queue dynamic discussion Which other industries and situations have to cope with queues of variable complexity? How do they do it? What happens when a complex/long item ends up in the wrong queue? 20
  • 21. Complexity Splits Arrival Mix Results of The Model We use a person to split  Split by complexity we can the complexity and fix the measure and manage better pebbles at the same time  Skill matching  Queuing benefits  Once we isolate the processes we can refine them 21
  • 22. Lots of other benefitsComplexity Split Benefits Second Wave Benefits  Easier to measure/manage  Short time to competence  Obvious career path  Bring work forward and challenge business rules Process Effect(s)  Supports cross business processes that match Queuing Effect customer demand (structure) Visibility Effect (management) 22
  • 23. Processes - Symptoms When do we ID the customer? And should we Back office magic? Work instruction mania? Note mania? Putting the customer to work Legacy process How quickly do we get to a price (on a sale) How quickly can we spot an exception 23
  • 24. Integrated Model Integrated Operating ModelProcesses Structure Indicators and IncentivesBest Practice Procedures A contact structure organised Aligned indicators anddefine the best language, around complexity creates incentives support a stablecontact flow and steps to capacity, improves training, model by maximisingensure more consistent and provides clearer management performance and qualityeffective service delivery visibility Management Processes Resource Effectiveness A range of management A more flexible and aligned practices that supports the resource model makes it model, as well as providing easier and more efficient to clear contact discipline and service demand professional growth. Technology How the systems support the processes and structure, deliver data to manage with and enable self service Customer Experience Outcomes… …lower wait times, shorter duration, greater resolution, less rework and highly developed and loyal staff. 24 24
  • 25. Resource Issues What Opportunities Do We Have?  Within day  Back to structure!  Home agents  Day of week To come  Induction issues  Flexible resource pool 25
  • 26. Incentives and Indicators Do you have these symptoms? My measures have nothing to doI’m not sure what I’m measured on. They keep changing… with what my team are measured on The strategy is all about service but they measure me on productivity The reports show us what happened yesterday and last month By the time I’ve produced my reports Because the quality check says X I I have to do the next lot…. do that on every call… 26
  • 27. Management Where are we spending our most critical resource? Performance Tasks (75-80% day) Methods (20-25% day) ImprovementStaff Meetings Staff MeetingsPerformance / Development ReviewsRecruiting Performance / Development Reviews Training / Up Skilling The outcome fromInduction Coach / Mentor methods appliedLeave Management Induction?Counselling Performance DiscussionStats and Reporting Reward and RecognitionRostering / Workforce Management Audit Follow UpSkill Gap Analysis Stakeholder LiaisonSuccession Planning Change ManagementAudits ReferralsBudget Process change implementationMaintenance Site Analysis and Real Time management ofLetters peopleInternal Audit Follow Up Observe Floor (Dandenong only)E-mailsComplaints / Escalations (SQL/ETS/DIRECT)HR Functions (Union/Awards/Forms/Access etc)Stakeholder LiaisonProjectsApprovals / Sign OffPhone CallsReferralsMeetingsCommunity LiaisonAd Hoc reportingRecords Management / ArchivingLogging System/Site Issues 27
  • 28. Technology – 6th DimensionSpeech recognition CRM/View of customer Performance Management and Reporting CTI Call Recording 28
  • 29. Fit with Technology The technology is there to support the processes and organisation not the other way round Illustrative Problems Technology What Goes WrongSpeech Recognition  Misdirected calls and  Extends navigationFront Ends transfers  Automation of poor  Impact as audit trailCall Recording coaching practices ignoredReporting  Reports the wrong metrics  Focuses on what not why  Used to create too many  Limited resolution and highCTI skills transfersWorkforce  Creates micro schedule  Lots of after the factmanagement management adherence correction  Process and organisation  Create excessive noteCRM front ends impacts not exploited taking 29
  • 30. Technology Fit When applied correctly technology supports more effective process and structures Ways we exploit call centre technology Technology Our PerspectiveSpeech Recognition Front  Effective for some types of process automationEnds  Structure can simplify these solutions  Enables process redesign as well as automationCall Recording support for management  Helps direct and free up management timeReporting  Make incentives and indicators visibleCTI  Automates call process and practices front end  Planning and forecasting essential but an adjunct toWorkforce management operational managementCRM front ends  Process and structure must exploit the potential 30
  • 31. Case 2 Large Financial Service Company All the tools, but no resultsProblem: Investments in CTI and recording with limited gains CTI hadn’t solved the problem of matching work to experience: 45% work was in calls >10 minutes 20% of calls put on hold Compliance and productivity didn’t improve with recording toolsSolution features Complexity split structure including no help desk Processes “leaned” within the centre and across the business Team leader admin removedResults Client reported 50% increase in capacity Resolution up 15% Consistent GOS for first time 31
  • 32. Case 2 Results AHT and GOS Impact Handle Time In Seconds Pre and Post Pilot Pre Pilot Qld parallel Pilot National 600 500 400 300 200 100 0 10-Feb Grade Of Service – Monthly 11-Feb 12-Feb 13-Feb 16-Feb 17-Feb 18-Feb 19-Feb 20-Feb 23-Feb 15-Jan 16-Jan 19-Jan 20-Jan 21-Jan 22-Jan 23-Jan 27-Jan 28-Jan 29-Jan 30-Jan 15/12 16/12 17/12 18/12 19/12 22/12 23/12 Historical vs. New Model 2008 actual 2009 New Model 100.00% 90.00% 80.00% 70.00% 60.00% 50.00% 40.00% 30.00% 20.00% 10.00% 0.00% Apr Jan Feb June May MarSource: Disguised two site example 32
  • 33. Do these ideas work for sales? Are there orders of varying complexity? Are “order taking” and “sales activity” blended? Does post sales work take up time for sales specialists? Is the sales process optimised or the legacy of history? Do the incentives and measures motivate the correct behaviours? Are the management team getting time to coach 33
  • 34. 3. Innovate your operationsHow to do more.... with lessHow can I make my call centre more effective within the business as a whole?Our Top 5: Interactive Induction training Move the back to the front Get self service working better Flexible resource pool Reduced operating hours 34
  • 35. Where does my call centre fit? 35
  • 36. Innovating your operations Systems & Customer Employee Roles Channels Service Mission & Expectations Customer Training & Service Performance & Development Culture Productivity Motivation & Products & Management Rewards Service Support 36
  • 37. What drives the need forchange Industry The Organisation Structure Conduct Performance 37
  • 38. What drives the need for changeOffensiveFrom good to greatperformanceExpanding to newmarketsOBJECTIVEGoals thecentre/company wishesto achieveDefensiveCost ReductionRevert from a crisis Reactive Pro-active External Shock TRIGGER Outcome of strategic Response to The impetus for change planning process market of poor Bottom up realisation performance benefits can be achieved 38
  • 39. Interactive Induction training 39
  • 40. Interactive Induction training Lengthy inductions don’t work What are the typical outcomes Imagine of staff could be taking calls from day one:  You could identify role sustainability  Create immediate capacity  On job learning by osmosis 40
  • 41. Interactive Induction training Benefits  Lower staff turnover  Lower training costs  Improved employee engagement  Improved definition of career paths Case Study  Health fund  >30% staff churn in 6 week induction phase  Changed model <5% turnover of staff in first 3 months 41
  • 42. Exercise -Interactive Inductiontraining What does your current induction look like What could you do to get people on the phone by day 2  What contacts could they handle What changes would you need to make  Training  IVR  Other 42
  • 43. Moving the Back to the Front 43
  • 44. Moving the Back to the frontFocus on completing activities in the “front” office, not the back office or elsewhere Examples ○ Credits ○ Claims ○ Approvals ○ Overdue payments & Payment extensions ○ Renewals 44
  • 45. Moving the Back to the Front What are the benefits  Improved FCR  Lower “Contacts per X”  Reduced costs  Improved staff engagement  Reduced workload  Improved customer satisfaction 45
  • 46. Moving the Back to the Front Case Study 1 –Financial Services Eliminated much of the double handling thru an improved approach to knowledge management and empowerment: •Reduction in Average Handle Time (AHT) by 72 seconds per call •Increased completion of number of calls per hour •Improved 1st call resolution from 91% to 94% •18% improvement in customer satisfaction •54% improvement in staff satisfaction •Reduced training costs •Higher levels of knowledge retention Case Study 2 - Government Agency •Changed workflows, lifted empowerment levels •Eliminated over 7 million manual transactions and hand offs per annum 46
  • 47. Moving the Back to the Front-Exercise 1. What tasks do you currently hand off • Types of tasks • To whom 2. What is the workload • volume • load 3. What changes would you need to make: •Processes •Systems •Knowledge Management 4. What might get in your way • How will you deal with them 47
  • 48. Get self service working better 48
  • 49. Get self service working better Co-ordinated channel management Improved access Make it easier to use Promote awareness  Internal & External Incentives  Staff & Customers Monitor it!! 49
  • 50. Get self service working better High Value Simplify or Improve Exploit or Leverage (learn, cut cost, underlying operations and spend more timeincrease revenues) Enterprise Perspective Low Value Eliminate Automate or Migrate (We do not want Through root cause analysis & Via web, IVR, self service, pro- the interaction) development active alerts Low Value High Value (They see no need for action) (Save money, obtain support & advice) Customer Perspective 50
  • 51. Get self service working better High Value (learn, cut cost,increase revenues) Company Perspective Low Value (We do not want the interaction) Low Value High Value (They see no need for action) (Save money, obtain support & advice) Customer Perspective 51
  • 52. Get self service working better Benefits:  Reduces call demand Improves customer satisfaction  Improves staff satisfaction  Reduces costs & lifts revenues 52
  • 53. Get self service working betterCase Studies• Telco 1 • New self service functions for business customers • Sends e-mail to “loyal customers” to encourage take up • Thousands can’t access due to old format account number • Solution – can only link mobile services to self service – not broadband or fixed • So to use “self service” customer finishes up with two separate accounts and twice as much work to do to maintain account – and no apology• Member Services & Utility • Both established self help kiosks in retail centres to assist customers • Internal Network security prevented customers accessing links to associated businesses & offers • Customers could not download forms or files as firewall prevented access to those file formats 53
  • 54. Get self service working betterCase StudiesTelco 2 Established self help functions on web and IVR  connect a service  bar a service  report lost/stolen handset  unbilled airtime  change your details (web only)  make a payment  view your bills (web only)  Renew a contractResults • Low churn – 22% versus industry average 30-35% • Lowest cost to manage in industry - <$4 versus >$6 • Higher customer satisfaction than network and competitors 54
  • 55. Exercise - Get self serviceworking better What self service functions do you currently offer How do you know how effective they are How do you compare to competitors What else could you offer – Top 3  By which channel  What is the volume  What take up could you expect and why?  What would be the ROI 55
  • 56. Flexible resource pool 56
  • 57. Flexible resource pool Means having a pool of staff whose primary job is “back office” trained in Call handling so that they can be deployed instantly in times of need (and vice versa) It can be via skill set priority or manual intervention in times of need Benefits:  Allows you to respond rapidly to unplanned workloads or “cyclical” workloads  Optimises the customer experience Improves employee engagement 57
  • 58. Flexible resource poolBenefits: Allows you to respond rapidly to unplanned workloads or “cyclical” workloads Optimises the customer experience Improves employee engagementCase Study• Energy Utility – all admin & mgt staff would be automatically logged into the customer service queues via “a couple of keystrokes” in case of a major power failure. Typically 90% of calls for outage reasons so easy to deal with. Result – still achieved service levels 58
  • 59. Reduce operating hours 59
  • 60. Reduce operating hours Do you need to deliver every service from every location from open to close? Possible Approaches  8 to 5 is Ok, but where?  Start one (or more) sites later , finish one (or more) sites earlier  Save half an hour at the start and/or end of each day  Is it time for a business partner  What is your market doing 60
  • 61. Reduce operating hours Benefits  Easier rostering  Improved staff engagement  Lower costs ○ Turnover ○ Recruitment ○ Training ○ Outgoings ○ Productivity 61
  • 62. Reduce operating hoursCase Study • ISP • Multi sites • Routing rules set by calling area • Follow the sun  Telco  Rollout of self service  Outsourced after hours work for technical support 62
  • 63. Section 3Rethinking Customer Feedback 63
  • 64. Why are we looking for feedback?Table activity: Please brainstorm one of Topic 1 or 2Topic 1Why do we bother with customer feedback processes?What would we like to achieve using feedback processes?Topic 2What mechanisms are available to us?What are the strengths and weaknesses of thesemechanisms? 64
  • 65. The Model Answer See back of deck 65
  • 66. Fit for purpose?How will it help with performance Actioned how Feedback for who? 66
  • 67. Idea 1What else could we do with quality? How many calls per month are being monitored for quality? What aspects from the customer side do we monitor? Is it a bigger sample than our ”call the customer” sample What else do customers say? Do we assess the resolution? Do we go look for later contact? What else do customers say? Does it reflect on other processes? Should marketing pay? 67
  • 68. Idea 2 What else are your staff hearing or could they hear?Front line staff ignore many customer comments for good reasons 5. 1. They don’t Interesting care Feedback 4. 2. Can’t fix it anyway? Nowhere to put it 3. No-one would action it 68
  • 69. Idea 2 What if they were trained to hear it?Front line staff hear the “genuine” Voice of the Customer 5. 1. Feed back Listen 4. 2. Resolve Aggregate 3. Assign 69
  • 70. Idea 3 What is the demand telling you? Value Irritant Matrix Simplify 12% - 14% Leverage Opportunity 5% Roadworthy Enquiry Need to Register my car Can I order xxxx plate? Value Interstate change. How do I change my plates? 3rd party declaring driver concerns. Unregistered vehicle permit. Dob In Need to register my boat, trailer, Motor Bike. Report - Potential Incident Imported Vehicle, how do I? Is this combination available?Perspective Authority vehicle safety fatigue Change my OS licence. Report - Incident Eliminate 25% - 35% Migrate 45-55% How do I transfer? I want to check; Stolen, Write Off, Wheres my renewal? Finance Want to add a concession. I want to book my; Learners, HPT, When is next available? Driving Test. How do I get my licence back? I want to change, cancel, transfer my Vehicle in incorrect name. booking. Irritant Refund; Paid Twice, paid wrong Cancellations; What is my refund? rego. Demerit Points - How many do I have? Payment - Booking General Information Have you got any cancellations? Payment - Rego Irritant Customer Value Perspective 70
  • 71. Idea 3 What is the demand telling you? Value Irritant Matrix Simplify 12% - 14% Leverage Opportunity 5% Need to Register my car Roadworthy Enquiry It’s on the site…no Can I order xxxx plate? awareness or Value Interstate change. How do I change my plates?CustomersUnregistered vehicle permit. don’t get Backlogs for3rd party declaring driver concerns. key promotion? Dob In the process my boat, trailer, Motor Bike. Need to register processReport - Potential Incident Imported Vehicle, how do I? Is this combination available? Missing functionality Perspective Authority vehicle safety fatigue Change my OS licence. We messed up? Report - Incident Eliminate 25% - 35% Migrate 45-55% How do I transfer? I want to check; Stolen, Write Off, Wheres my renewal? Finance Want to add a concession. I want to book my; Learners, HPT, When is next available? Driving Test. How do I get my licence back? I want to change, cancel, transfer my Vehicle in incorrect name. booking. Irritant Refund; Paid Twice, paid wrong Cancellations; What is my refund? rego. Demerit Points - How many do I have? Payment - Booking General Information Have you got any cancellations? Payment - Rego Irritant Customer Value Perspective 71
  • 72. Idea 4: Immediate and cheaper feedback mechanisms Could you get your staff to ask a Net Promoter Question after a call? Could they do it only when being observed? Could you use automated IVR or email? Opt in? Agent Initiated? Random sample? All of the above? Could you use your mystery shop/research to guide deeper dives? Could you use automated mechanisms to drive quality? Why random sample? Could you make feedback constantly available (e.g. every page on your site, after every call) 72
  • 73. Idea 5: Bring it all together Rating Rating Rating Parameter - Customer Expectiations Modified Questions Impact Rank Weights Scale Scale Scale 01/07/2007 Service request denied Was the customers issue resolved? CE Yes No 1 8% IVR SURVEY (Overall Contact Centre- Monthly) Jan-07 Feb-07 Mar-07 Apr-07 May-07 Jun-07 (upto 8th Service request denied Was the customers issue resolved on the call? CE Yes No 2 8% July) Did the advisor control the call in an efficient manner where quickly resolve my issue CE Yes No 3 7% Total Number of Surveys 3848 7677 10532 9369 12899 10739 2780 required? keep promises that you make Did the advisor follow up on promised actions? CE Yes No NA 4 7% Q1. Have you previously called 3 for the Yes Repeat Call 53% 52% 51% 50% 50% 48% 50% give me correct information Was correct information provided to the customer? CE Yes No 5 7% same reason? No Fresh Call 47% 48% 49% 50% 50% 52% 50% tell me everything I need to know Did the advisor set the right expectations? CE Yes No 6 6% Q2. Has your reason for the call been Resolution 47% 48% 51% 58% 63% 64% 67% Did the advisor understand and identify with the customers resolved? (effective 14 Apr 07) Repeat Call understand what I am talking about CE Yes No 7 6% No Resolution 53% 52% 49% 42% 37% 36% 33% issue? Previously - Do you think that you will need Resolution 71% 72% 76% 80% 82% 83% 83% speak in a way that I can understand Did the advisor speak in a way that was easy to understand CE Yes No 8 6% to call again for the same reason? Fresh Call No Resolution 29% 28% 24% 20% 18% 17% 17% own the issue/ dont pass the buck Did the advisor take ownership to resolve the customers issue? CE Yes No NA 9 5% show concern for my problem Was the advisor concerened and helpful? CE Yes No 10 5% Resolution 59% 60% 64% 69% 73% 74% 75% Overall listen to me Did the advisor listen to the customer? CE Yes No 11 5% No Resolution 41% 40% 36% 31% 27% 26% 25% Ask the right questions Did the advisor ask appropriate questions? CE Yes No NA 12 4% Positive Rating 4 & 5 65% 66% 68% 69% 69% 70% 71% Was a transfer required and if so, was the transfer made to the Q3. Do you feel that your query was fully do not transfer me CE Yes No NA 13 4% Neutral Rating 3 13% 13% 12% 12% 11% 11% 11% correct department? understood? Negative Rating 1 & 2 21% 21% 20% 19% 20% 19% 19% keep me informed Was the customer kept informed? (cc affecting) CE Yes No NA 14 4% Q4. How would you rate the advisor on Should be polite Was the advisor courteous? CE Yes No 15 3% Positive Rating 4 & 5 62% 62% 65% 74% 81% 81% 82% I should not have to contact again Is the customer contacting for the first time regarding this issue? CE Yes No NA 16 3% courtesy? (effective 14 Apr 07) Previously - Was the advisor helpful and Neutral Rating 3 6% 8% 7% 8% 9% 9% 9% remember what I mentioned earlier/dont Was the customer made to repeat information needlessly? CE Yes No NA 17 3% polite? make me repeat (applicable on repeat call) Negative Rating 1 & 2 32% 31% 27% 18% 10% 10% 10% do not place me on hold Was hold required and if so, was it appropriate? CE Yes No NA 18 2% Positive Rating 4 & 5 67% 64% 67% 72% 78% 78% 77% Maintain my records Did the advisor leave valid notes on the account? CE Yes No NA 19 2% Ease of finding the right person to talk to Has the customer got to the correct department via the IVR CE Yes No 20 1% Q5. How would you rate the advisor Neutral Rating 3 12% 14% 13% 13% 12% 12% 13% Keep my information secure Did the advisor validate the customer where required? CE Yes No NA 21 1% overall? Negative Rating 1 & 2 20% 22% 20% 15% 10% 10% 10% have tools/information readily available to Mean Avg of Rating 3.8 3.7 3.8 4.0 4.1 4.2 4.2 Was self care available to resolve this query? CE Yes No NA 22 1% help myself Positive Rating 4 & 5 65% 66% 69% 70% 69% 70% 69% Quickly find the right person to talk to Quickly find the right person to talk to (within 5 secs) CE No NA 23 1% Neutral Rating 3 17% 17% 15% 16% 15% 15% 16% (within 5 secs) Q6. How would you rate the call overall? Was there an opportunity to make the customer feel special, and Negative Rating 1 & 2 18% 17% 16% 15% 16% 15% 14% make me feel special CE Yes No NA 24 1% if so, did the advisor make use of this opportunity? Mean Avg of Rating 3.7 3.8 3.9 3.9 3.9 3.9 3.9 Was information available to resolve the Was information available to resolve the customers query BE Yes No NA No Weight customers query Communication skills Was the communication effective? BE Yes No NA No Weight Did the advisor speak in a positive way about the products and Call Centre Retail Speak positive of our products BE Yes No NA No Weight services of 3 Research Marketing Complaints CallCustomer WOCAS WOCAS Report survey quality/ Repeats? Aggregation ? Prioritised actions Business OwnersOperations accountable Comms: Build Resources solution + “You said, Agreed + make we did” Solution change 73
  • 74. Bringing it all together - 2 74
  • 75. Tricks for New Players What is the contact frequency? What customer experience are you creating through the feedback? What expectation are you creating for your front line? Who do you need around the table? Do you have time to listen and aggregate? Will it “rain projects” and how will you sort through that? 75
  • 76. Use of feedback case: Vertu 100% owned by Nokia Over 80,000 customers 37+ countries, 300+ outlets 4 phones in the collection Prices from $4,000 to $250,000 Over 300 staff. Recruited 70 last year Over 100 people employed in production facility at the HQ in the UK Producing over 1000 phones per week Strategy “To Build the “Rolex” of mobile phones by doubling salesrevenue during 2006 and ultimately creating a €1bn+ business with a 60% gross margin” 76
  • 77. Big marketing ideas = big serviceissues! 77
  • 78. Typical Vertu Voices “I don’t understand the repair quote” “Why is the charge different to the repair quote?” “Why have I been charged VAT / tax?” “Don’t you stock accessories?” “What accessories do you offer?” “I thought the phone was still under warranty” “Why isn’t my phone back from repair by now?” “How do I set up roaming services?” “What is concierge and how do I use it?” “I spoke to someone at concierge but they didn’t call me back” Customer wanted to buy but wasn’t happy with xxx feature Marketing material is not available Not enough display collateral 78
  • 79. Successes Leatherware  Clarified the scale of a recognised issue. 2-3 complaints/month  Resulted in a change of leather suppliers Battery performance  Highlighted specific issues that were not understood. Confirmed the scale of the problem. Ascent phones, 1-2 problems/week  Resulted in a rebuild of the battery management application in the phone 79
  • 80. Why Do We Use FeedbackGood reasons Understand and improve agent performance Understand and improve products and processes Understand and improve Company performance Understand competitor products and services Obtain suggestions for improvement Monitor and improve changeOther Reasons Regulated that we must So we know how we’re travelling We always have To show us where to research further or assess performance more deeply 80
  • 81. Mechanism List Phone/mail/email/direct Customer sample phone or email research (periodic sample) Transaction/event initiated after the fact research (event sample) Mystery shopping (by others/by you) Immediate post event feedback( opt in/agent initiated) At end of contact feedback (how did I go today) Call quality Contact demand What our customers are saying Customer initiated Complaints/complements Regulator 81
  • 82. Wrap Up Improvements across the business ?Some ideas to fix thePRISM things in your control ? Sales and Service Operations Contact Centre Front Office Operating Model Back Office P.R.I.S.M.(T) Internet Better ways to listen Feedback/ Change and and act ? Listening Measurement Mechanisms Improvements Selection and Prioritisation 82
  • 83. Wrap up and Discussion For further information please contact Steve Mitchinson David Jaffe Steve_mitchinson@limebridge.com.au David@limebridge.com.au 83