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Analytics 2.0: Turning Call Data into Caller Data

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This was presented in TeleTech's workshop at Call Center Week 2014. …

This was presented in TeleTech's workshop at Call Center Week 2014.

Presenters:
Jim Dickey, Peppers & Rogers Group
Niren Sirohi, iKnowtion

Published in: Business, Education

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  • 1. Jim Dickey, Peppers & Rogers Group Niren Sirohi, iKnowtion Analytics 2.0: Turning Call Data into Caller Data June 10, 2014
  • 2. ©2014 TeleTech Holdings, Inc. Confidential and Proprietary 2 Speakers Niren Sirohi Vice President, Predictive Analytics iKnowtion Niren Sirohi [nsirohi@iknowtion.com] Jim Dickey Vice President and Managing Director, Business Intelligence and Simulation Peppers and Rogers Group jdickey@peppersandrogersgroup.com
  • 3. ©2014 TeleTech Holdings, Inc. Confidential and Proprietary 3 • Introductions • Contact Center Realities and Opportunities • Breakout Session 1 • Break • Putting Data into Context • Breakout Session 2 • Case Studies and Framework to Get Started: Data-Driving Customer Experience • Q&A and Wrap-up Agenda
  • 4. ©2014 TeleTech Holdings, Inc. Confidential and Proprietary 4 Customer Landscape is Shifting The customer landscape is shifting
  • 5. ©2014 TeleTech Holdings, Inc. Confidential and Proprietary 5 Customer contact patterns are changing Explosion in Contact Channels There has been a 12% rise in web self-service usage, a 24% rise in chat usage, and a 25% increase in community usage for customer service in the past three years. Forrester’s Top 15 trends for Customer Service in 2013, January 2013
  • 6. ©2014 TeleTech Holdings, Inc. Confidential and Proprietary 6 Self service is highly valued It is preferred for well-defined tasks Customers today value self service as much as using the phone Unfortunately it is not always intelligent: 57% of inbound calls come from customers who first attempted to resolve their issue on the website and over 30% of callers are on the website when talking to a rep on the phone Why your customers don’t want to talk to you, HBR blog, July 2010
  • 7. ©2014 TeleTech Holdings, Inc. Confidential and Proprietary 7 Customer experience breakdowns are commonplace More likely during channel handoffs 62% of customers have switched brands in the past year due to poor customer service Accenture 2012 Global Consumer Pulse Research This is John Smith at 200 Same Ave, Gainesville, FL. My internet is not working At this point, we have tried everything. Please call 1-800-fix-help This is John Smith at 200 Same Ave, Gainesville, FL. My internet is not working How can I help you?
  • 8. ©2014 TeleTech Holdings, Inc. Confidential and Proprietary 8 Word of mouth is amplified
  • 9. Customer Experience Challenges and Opportunities
  • 10. ©2014 TeleTech Holdings, Inc. Confidential and Proprietary 10 Customer engagement leaders outperform the market Leaders vs. Laggards vs. S&P 500 (2007-2012) 50% 40% 30% 20% 10% 0% -10% -20% -30% -40% CumulativeTotalReturn Customer Experience Laggards S&P 500 Index Customer Experience Leaders Leaders Outperform Laggards by 77% -34% 14.5% +43% Source: Forrester and Watermark
  • 11. ©2014 TeleTech Holdings, Inc. Confidential and Proprietary 11 CX disconnect… 93% consider customer experience a top strategic priority But 86% say they don’t expect much value from customer experience investments Source: Forrester Research, The State of Customer Experience Management: 2013
  • 12. ©2014 TeleTech Holdings, Inc. Confidential and Proprietary 12 …reflected in budgets Source: Forrester Research, The State of Customer Experience Management: 2013 Only 37% of companies have earmarked a budget for customer experience initiatives
  • 13. ©2014 TeleTech Holdings, Inc. Confidential and Proprietary 13 The contact center of the future Opportunity to prove the value of CX Cost Center  Superior Experience Creator
  • 14. ©2014 TeleTech Holdings, Inc. Confidential and Proprietary 14 What will it take to get there? Proactively Data Driven Embrace Predictive Analytics Technology Innovator Test and Learn Mindset Customer Centric
  • 15. ©2014 TeleTech Holdings, Inc. Confidential and Proprietary 15 Bring in caller (customer) data Key Customer Data Elements: ■ Customer Tenure ■ Products / services purchased ■ Responses to customer surveys ■ Region / Geography ■ Customer Value ■ Demographics / Psychographics ■ Customer Key (unique ID) Key Contact / Call Characteristics: ■ Date and time of interaction ■ Duration of interaction ■ Call repeat pairings ■ Call reasons ■ Call resolutions ■ Customer Key (unique ID) ■ Agent ID Key Agent / Workforce Characteristics: ■ Agent ID ■ Region / Geography ■ Tenure ■ Skills ■ Agent notes ■ Performance ■ Stack Ranking Customer Data Agent / Workforce Data Contact / Call Data
  • 16. ©2014 TeleTech Holdings, Inc. Confidential and Proprietary 16 Structured (Quantitative) Unstructured (Qualitative) Customer-Initiated Company-Initiated Voice of Customer Categories DepthofInsight Representativeness of Feedback Incorporate unstructured data Unstructured VoC data can drive more meaningful insights and help explain “why” customers have certain attitudes/perceptions about your brand
  • 17. ©2014 TeleTech Holdings, Inc. Confidential and Proprietary 17 Enable Voice of the Customer with technology-enabled analytics Go beyond just measuring NPS to understanding its drivers Leverage your contact center as a test bed for customer experience Sample opportunities Use predictive analytics to pre-empt repeat calls
  • 18. Breakout Session: Understanding and Assessing Your Environment
  • 19. ©2014 TeleTech Holdings, Inc. Confidential and Proprietary 19 Data strategy will enable answering the following three fundamental strategic questions and add value to business understand predict act Timely Decisions Stay Ahead Strategic and Tactical Actions What is happening in my business? What will happen next? What can I do to influence it? 1 2 3
  • 20. ©2014 TeleTech Holdings, Inc. Confidential and Proprietary 20 Customer engagement model Listen LearnAdapt Listen
  • 21. ©2014 TeleTech Holdings, Inc. Confidential and Proprietary 21 Contact center data can be used in multiple ways to leverage customer engagement Integration of Customer Touch point Data 1 Speech/Text Analytics 2 Segmentation-based Contact Center Strategies 3 Revenue uplift using Outbound Campaigns 4
  • 22. ©2014 TeleTech Holdings, Inc. Confidential and Proprietary 22 Contact center data can be used in multiple ways to leverage customer engagement Integration of Customer Touchpoint Data 1 Speech/Text Analytics 2 Segmentation based Contact Center Strategies 3 Revenue uplift using Outbound Campaigns 4
  • 23. ©2014 TeleTech Holdings, Inc. Confidential and Proprietary 23 CustomerInitiated/ Controlled AAInitiated/ Controlled Mapping customers’ journey across touchpoints is a first step in understanding customer engagement Delay notifi- cation AA advert- ising /mktg Pricing & fees Confirm standby Check baggage Upgrades Gate info On-time departure Delay mgmt. Flight cancelled/ oversold Boarding Carry-on bags & gate check Boarding Find space for carry-on Find seat Evaluate Aircraft Select F&B svc. Take-off announce- ments Use IFE Use onboard amenities Reserve seats Select channel Select ticket Check flight info Navigate airport Obtain boarding pass Security wait Visit Admirals club Find gate Check baggage Purchase ticket Change ticket Wait at gate Duty free sales Landing prep. Pre-take off svcs. Complaint Baggage resolution Exit airport Transfer to gate Customs/ Immigration Collect bags Deplane Award ticket Admirals club Rebook missed flights Cabin interiors Pre-take off svcx. F&B quantity F&B quality/ variety IFE options IFE equip. Landing info On-time arrival Taxiing & jet -bridge Deplaning Connec- tions Baggage delivery Complaint resolution Baggage resolution Customer travel experience EXAMPLE Source: AA Customer Engagement presentation
  • 24. ©2014 TeleTech Holdings, Inc. Confidential and Proprietary 24 Using analytical engines, unstructured touchpoint data is converted to usable information that can be leveraged for various analytical and marketing purposes Delivery Costs CSAT and NPS Revenue Brand Reputation Self-Service | Chat | Mobile | VideoVoice | E-mail Traditional Channels Evolving Channels Reputation Monitoring | Communities | Social Associates Social CRM Outcomes that Differentiate
  • 25. ©2014 TeleTech Holdings, Inc. Confidential and Proprietary 25 Integrating contact center data with various other data sources into a single data mart to understand 360° view of customer Third Party Data  Demographics  Geo-demographics  Cluster segments Customer Segments  Product owners - Combinations  Ethnic groups  Lifestage groups  Engagement levels  Loyalty program members  Value groups Customer History  Product Ownership / Usage  Recurring and variable revenue  Servicing activity / cost Contact History  Customer Care  Social Media  Forums Analytic Data Mart Key Metrics  Tenure  Content consumption  Purchase activity  Engagement  Service activity  Attrition activity  Recurring / variable revenue
  • 26. ©2014 TeleTech Holdings, Inc. Confidential and Proprietary 26 Creating a data strategy leveraging on both strategic and tactical requirements is key for consistent management of customers Customer Data Mart Call Center Internet Direct Account Managers Customer Hub • Segmentation • Churn Prediction • Cross-sell / Up –sell tendency • Credit Scoring • Payment Behavior Analysis • Customer priorities • Open complaints / requests • Missed payments • Customized offers / campaigns • Churn possibility • Product ownership / uptake • Missing critical information ► Better decision making based on customer information ► Building relationships with customers ► Profit maximization ► Unified and most relevant batch customer information environment Enabling Strategic Decision Making through Customer Analytics Analytical Customer Information Operational Customer Information ► Smoother flow of customer processes ► Improved customer service levels ► Fully integrated and online customer information environment Enabling Tactical Decision Making through Informed Channels
  • 27. ©2014 TeleTech Holdings, Inc. Confidential and Proprietary 27 Contact center data can be used in multiple ways to leverage customer engagement Integration of Customer Touch point Data 1 Speech/Text Analytics 2 Segmentation based Contact Center Strategies 3 Revenue uplift using Outbound Campaigns 4
  • 28. ©2014 TeleTech Holdings, Inc. Confidential and Proprietary 28 What is speech/text analytics? Internet Channels Email/Chat Voice Elements of Analytics Phonetic indexing • Breaks down speech into phonemes • Creates an indexed voice database Speech-to-text transcription • Transcription of calls from spoken to written words • Enables text and data mining distress Speaker separation • Who said it…agent or customer • Valuable context for customer interaction Emotion detection • Analyzes the voice of the speaker and identifies emotion • Reliable gauge of both customer dissatisfaction and agent skills Talk-over analysis • Identifies portions of calls in which the customer and agent are talking simultaneously • Gaps in agent knowledge are identified Miningthedata
  • 29. ©2014 TeleTech Holdings, Inc. Confidential and Proprietary 29 Multichannel data into comprehensive analytics Speech/Text Analytics can be a useful tool for driving the value of interactions with your customers Text Dear DirectCom Online Service, I have a question about my most recent bill. I paid the full balance online in the amount of 47.61$ on February 16th. When I checked back the payment didn’t show up, and I was charged 50$ fee on top of that. This is not acceptable! The online payment confirmation number back the payment didn’t show up, and I was charged 50 and I was charged 50 and I was $ fee on top of that. This is not is 49733. Please verify and make sure I get the fee back to my account. This is not the first time I have a problem with the online payment. Best regards, Gina Lowell. SpeechContext Misinformed Frustrating This is the 2nd time I’m calling Phone Social Media Chat Email Web Phone Survey Keywords and Topics Talk Over Analysis Emotion Detection Call Flow Analysis So confusing Sick and tired Desktop Analytics Customer Demographics Interaction History Customer Feedback Keywords and Topics Sentiment Analysis Chat Response Time Social Buzz
  • 30. ©2014 TeleTech Holdings, Inc. Confidential and Proprietary 30 Value of analytics Interact Root Cause on Customer Interaction Brand New Marketing Campaigns Program Changes Agent Performance Efficiency and effectiveness Process Improvement Reducing cost while maximizing efficiencies Customer Insight Operational Improvements Uncovering the Root Cause to deliver exceptional results
  • 31. ©2014 TeleTech Holdings, Inc. Confidential and Proprietary 31 What does it mean to you? New Marketing Campaigns Program Changes ► Identify the customer’s emotion to the changes ► Impact to the brand ► Identify if customers are leaving due to the program changes ► Mimic Voice of the Customer data through call listening What are the customers saying when you change a program?
  • 32. ©2014 TeleTech Holdings, Inc. Confidential and Proprietary 32 What does it mean to you? Root Cause on Customer Interaction The data shows that: ► Customers who got a free loaner vehicle tend to be the happiest; ► Customers who got a rental vehicle but are asked to pay for it are upset; ► Customer who didn't get a loaner vehicle at all are more upset Root Cause on Services Provided? Emotion influenced by loaner availability?
  • 33. ©2014 TeleTech Holdings, Inc. Confidential and Proprietary 33 What does it mean to you? Agent Performance Efficiency and Effectiveness ► Time and motion study on a per step level for specific call scenarios ► AHT and dead air count and average measurements ► Identifying the Root Cause on AHT increases Improving Agent Performance?
  • 34. ©2014 TeleTech Holdings, Inc. Confidential and Proprietary 34 What does it mean to you? Process Improvement reducing cost while maximizing efficiencies ► Utilizing Queries to understand the reason for AHT increases ► Analyzing AHT by call type or by agent or by date which results in focused areas of improvement ► Root Cause analysis on call driver which resulted in new subscription tools to be utilized by the customer Operational Improvements Results: • Delays caused by subscription sales/activations • Delays caused by complex issues that require consultations/escalations
  • 35. ©2014 TeleTech Holdings, Inc. Confidential and Proprietary 35 Contact center data can be used in multiple ways to leverage customer engagement Integration of Customer Touch point Data 1 Speech/Text Analytics 2 Segmentation-based Contact Center Strategies 3 Revenue uplift using Outbound Campaigns 4
  • 36. ©2014 TeleTech Holdings, Inc. Confidential and Proprietary 36 Segmentation helps to combines value, needs, and behavior of the customer Research and Purchased Data Client and Purchased Data Value DimensionBehavior DimensionNeeds Dimension Value Behavior Needs Patient Drives Generates The motives and needs that drive the behaviors of consumers. Consumer behaviors when making decisions about, or using, healthcare products and services. The value the customer currently creates (or destroys) for the business.
  • 37. ©2014 TeleTech Holdings, Inc. Confidential and Proprietary 37 3-Dimensional segmentation results in actionable segments that can form the basis for decision making 1 Segment integration focuses on business attractiveness 2 Manageable number of customer segments is created by integrating segments 3 Provides capability to design specific treatments for specific “types” of customers NEEDS BEHAVIOR VALUE Going Green Cherry Pickers Luxury Lovers Techies Loss Functionals Guidance Seeker Youngsters Working OutValue & Extended Value For The Family Super most Valuable Customers Medium Value Low Value Most Valuable Home Sweet Home Below Zero Below Zero
  • 38. ©2014 TeleTech Holdings, Inc. Confidential and Proprietary 38 Combining segmentation with contact data enables organizations to have customer contact segments Satisfaction Contact Details Outbound Strategy Complaint Price/Device/Data/ Network Information Tariff / Campaign / Subscriber Action Suggestion / Thanks Retention Cross-sell/ Up-sell Customer Contact Segments Contact Frequency New pack intro Forward to Care Center Tariff application Feedback for suggestion Advocate program
  • 39. ©2014 TeleTech Holdings, Inc. Confidential and Proprietary 39 Integrated segmentation will support the organization – both at strategic and tactical levels Identify values of pocket in the consumer base Identify substitution and revenue cannibalization risks Understand positioning in key consumer segments Support development of FMC strategy Support consolidation strategy Establish the unified data environment Feed CRM system with unified customer value Feed Marketing efforts with unified opportunities Enable consumer retention with full view on total customer value Leverage below the line channels to their full potential Strategic advantages 1 Tactical advantages 2
  • 40. ©2014 TeleTech Holdings, Inc. Confidential and Proprietary 40 Contact center data can be used in multiple ways to leverage customer engagement Integration of Customer Touch point Data 1 Speech/Text Analytics 2 Segmentation based Contact Center Strategies 3 Revenue uplift using Outbound Campaigns 4
  • 41. ©2014 TeleTech Holdings, Inc. Confidential and Proprietary 41 Using historical data to identify customer needs and the products they prefer Identify which customers are most likely to buy Target the right customers at the right time through the right channel Determine which products they are most likely to buy next • Achieve higher conversion rates for cross-sell campaigns • Take full advantage of customer contacts to promote sales Company Perspective Increased satisfaction raising the perception of obtaining “value for money” Customer Perspective Increased value from customers with the right product or service to augment each channel • “Don’t try to sell me something I don’t need” • “I will appreciate suggestions for additional products and services that stem from genuine care and concern for my needs”
  • 42. ©2014 TeleTech Holdings, Inc. Confidential and Proprietary 42 Adaptive engagement framework translates the needs of customer to action oriented initiatives Analyze Create Offer / Treatment Validate Roll Out Usage Profile Subscription VoC Contact Data Direct Mail SMS E-mail Outbound Call lists Internet Continues Feedback / Improvement Hunt for behavior patterns Observe the base and act on triggers by using complex event processing tools Act in real time with the right offers, through the right channel 1 2 3 Adaptive Engagement as the Operational Framework for Outbound Marketing
  • 43. ©2014 TeleTech Holdings, Inc. Confidential and Proprietary 43 Understanding customer segments, and which strategy to use, is crucial for customer engagement Segment Profile Segment Profile Segment Profile Product Value Channel 1.98% 34% 53% 43% 0.64% 13% 10% 20% Credit Card Consumer Loan Supplementary Account Payments 7% 3% 34% 17% 39% TL Curent Foreign Currency Current TL Time Deposit FC Time Dep. Investment 35% 45% 20% 0% Branch ATM İnternet Phone Active Products: 4,6 (Ort: 2,6) Gender RegionAge Marital Status 0 0 25% 47% 28% 0 0 21Altı 21-30 31-40 41-50 51-60 61-70 70… 72% 28% Male Femaile 100% 0% 0% Married Single 3% 5% 6% 13% 12% 12% 18% 14% 16%Bağ. İstanbul Ege Akdeniz Mar. Ankara Doğu Kara. Orta Karlılık SFO KFO Kredi Kartı Harcama 57TL 231TL 633TL 2,168 TL 523TL 2,693 TL 569TL 1,977 TL Profit AUM RUM CreditCardVol. Segment Profile • Macro Segment: Mass • Extended Value Segment: Super Growable • Behavior Segment: Techies • Needs Segment: Functionalist • Segment Strategy: Grow • Cross-Sell Potential: Very high • .... Segment Strategy • How should we set our short-term and long-term targets for this segment? • How can we drive credit acquisitions through customer targeting? • When and in what sequence should we offer which products and services? • Which targeted campaigns should be designed for which customer groups at what time? Campaign Management Targeted Customer Value Time Auto Loan Mortgage Credit Card IRAs and CDs
  • 44. ©2014 TeleTech Holdings, Inc. Confidential and Proprietary 44 Customer information is integrated, updated regularly and made accessible across touchpoints Customer Personal Information/ Product catalog/ Billing Customer Contact History Recent touchpoint activity Customer Value/ Needs/Behavior Segment Customer Churn Probability Cross/Up Sell Product list & likelihood
  • 45. ©2014 TeleTech Holdings, Inc. Confidential and Proprietary 45 Frontline agents are empowered across touchpoints to use this information to drive sales and retention
  • 46. ©2014 TeleTech Holdings, Inc. Confidential and Proprietary 46 Challenges and pitfalls to transition to a customer engagement organization Organization Process Information Technology • Organizational willingness and having in place a go to strategy • Aligning Business Units to provide similar customer experience • Building a cross-functional team that combines all the skills (Marketing + Analytics) • Design a process for rapid Time-To-Market (months  days) • Document and sign-off all processes with Technical teams • Take calculated risks, pilot, learn and then go for full launch • Ensure summarized customer information is available and accessible on timely basis • Build and manage your campaign communication Datamarts to track customer interaction and results • Ensure information flow and learnings across Organization • Invest in analytical tools to avail data mining and analysis from data warehouse • Invest in campaign process management tools to decrease the amount of manual work required
  • 47. Breakout Session
  • 48. ©2014 TeleTech Holdings, Inc. Confidential and Proprietary 48 Applying caller-centric analytics to predict repeat calls Using information and insights about the ‘call’ and the ‘caller’ to identify opportunities to improve First Call Resolution (FCR) Performed a Customer Interaction Diagnostic to identify several targeted opportunities to improve the customer experience • Drive call deflection • Improve the service programs operational effectiveness, particularly by reducing repeat calls • Deliver a superior customer experience Telecom client challenged customer care business partners to identify transformational program enhancements that will: A full year of customer interactions (23M interactions) belonging to 7M unique customers were included in the analysis The univariate and multivariate analysis was designed to evaluate customer interactions across multiple dimensions such as: customer lifecycle, product mix and call reasons Utilized analysis insights to develop several pilot program recommendations to drive significant FCR improvement Approach Background Case Study
  • 49. ©2014 TeleTech Holdings, Inc. Confidential and Proprietary 49 Critical to conduct multi-dimensional analysis Diagnosing drivers of repeat call behaviors requires an analysis of the call and caller data Customer Lifecycle Call Reasons Customer Segmentation Customer Interactions • 20% of all calls are made by customers in their first month of tenure • Repeat call rates are 40% higher during the customers first month of tenure • 21% of the callers made 49% of the total calls • Customers with 3 or more services call 42% more often than customers with only 1 active service • The transaction NPS of even the most loyal customers drops by 18 points if the problem was not resolved in the first call • Calls regarding outages, truck rolls, appointment management have the highest repeat call rates • Customers calling for Internet product information have 55% higher repeat rates than customers calling for Phone product information Case Study
  • 50. ©2014 TeleTech Holdings, Inc. Confidential and Proprietary 50 Many factors contribute to repeat call behavior Analytical techniques can isolate key drivers of repeat interactions and predict which calls are most likely to generate repeat interactions so that corrective actions can be deployed Selected Drivers Converted into Predictions Key Driver Analysis Predictive Analytics 0% 10% 20% 30% 40% 1 2 3 4 5 6 7 8 9 10 ContactsRequiring RepeatConversations Models can proactively predict behaviors and drive highly targeted customer experiences Higher Likelihood Lower Likelihood Repeat Interaction Likelihood Model • Customer interactions classified in the top decile (top 10%) are 53 times more likely to require a repeat contact than interactions in the bottom decile Model Decile Ranking Service Mix  Types of services purchased  # of services purchased Drivers of Repeat Interactions CSAT/NPS Surveys  Prior NPS scores Call History  Total call count  Prior repeat incidence Customer Lifecycle  Customer Tenure Call Type  Detailed call reason  Handle time  Last call reason Time of Interaction  Date  Day of Week  Hour Case Study
  • 51. ©2014 TeleTech Holdings, Inc. Confidential and Proprietary 51 Identifying opportunity segments The customer interaction diagnostic isolates focused areas of opportunity to test new approaches to improve FCR 0% 10% 20% 30% 40% RepeatRates Authentication and Misdirects (2%) Note: Bubble size represents % of annual calls Information & Education (25%) Outage Notification Calls (1%) Account and Appointment Management (14%) Referral/Escalation (20%) Diagnostics and Guidance (13%) Truck Roll Calls (8%) Darker blue bubbles represent call types with higher expected likelihood to improve FCR Customer Segment: Owners of 3+ Services Customer Lifecycle: Tenure < 90 Days Case Study
  • 52. ©2014 TeleTech Holdings, Inc. Confidential and Proprietary 52 Developing pilot tests Need to be able to set-up a test and learn environment to quickly and accurately measure test results and make well-informed refinements • Route in-bound calls to “best agent” based on caller segment profile, call reason and agent skills Intelligent Call Routing • Use predictive models to provide agent with timely information about other potential customer support needs Multiple Problem Resolution • Direct trigger-based, personalized communications towards customers most likely to repeat Proactive Customer Education Case Study
  • 53. ©2014 TeleTech Holdings, Inc. Confidential and Proprietary 53 Repeat call prediction: TeleTech framework TeleTech utilizes a comprehensive Listen – Interpret – Act framework to maximize the business impact of the insights Model Scoring During Call Next Likely Reason(s) Model Likelihood of Repeat Call Model Event Orchestration During Call LISTEN INTERPRET ACT call caller agent
  • 54. ©2014 TeleTech Holdings, Inc. Confidential and Proprietary 54 Situation overview • The Client developed a segmentation model based on customer needs and behaviors and started to rethink its value propositions across different macro and micro segments • Inconsistency of performance within the sales and service model was identified as an issue • The Client wanted to align the sales and service model and balance cost-to- serve with level of service Situation • Explore potential for transaction migration to contact center from over the counter • Analyze branch and contact center staffing model and task distribution to better align them with strategic objectives and enhance branch performance • Determine reasons for low sales productivity at contact centers despite the availability of dedicated resources Objectives
  • 55. ©2014 TeleTech Holdings, Inc. Confidential and Proprietary 55 Project approach Sales and Service Model Design Inputs Customer Segmentation and CVPs Benchmarks and PRG Expertise Current State Assessment The Client Strategic Objectives Requirements for Sales and Service Model Enhancement Opportunities The Client Capabilities Guiding Principles Options for Integrated Sales and Service Model ROI Model Options Impact Analysis Enhanced Sales and Service Model Consensus and Decision Sales and Service Model Design Current and Planned Sales and Service Model Initiatives Customer Differentiation Cost-to-serve Channel Integration the Client Enhanced S and S Roadmap
  • 56. ©2014 TeleTech Holdings, Inc. Confidential and Proprietary 56 Project output Roadmap Design Multi-Channel Sales & Service Model Alignment Current State Assessment 1. Current state assessment report  Sales and service components of channels  Service Levels  Relationship and portfolio management principles  Channel-based product and transactional analysis  Summary of benchmarks and best practices 2. Mapping of the current state sales and service model 2 31 1. Critical success factors and dependencies 2. Detailed roadmap for new and ongoing initiatives  Analysis of impact and implementation considerations 1. Primary and secondary sales and service channels per segment, product and transactions (Multichannel Matrix) 2. Enhancement of relationship and portfolio management principles 3. Service level and business rules per segment across channels 4. Recommendations on performance measures, compensation and target setting framework 5. Capacity planning assessment and recommendations 6. Target state organization and governance report 7. Target state sales and service model map
  • 57. ©2014 TeleTech Holdings, Inc. Confidential and Proprietary 57 The four pillar customer value proposition framework guided the re-alignment of the sales and service model at the client Target State options Segment differentiated customer treatment from an experience and ease of use perspective Customer Experience Multichannel Integration Cost to Serve Roadmap design CVPRefinement Prioritize and Select ROI Model Customer shape ROE increase Strategic objectives Focus on serving customers in a cost efficient fashion Focus on utilizing distribution capabilities to optimally address customer needs
  • 58. ©2014 TeleTech Holdings, Inc. Confidential and Proprietary 58 A channel capability analysis illustrated the extent to which channels were suitable for conducting key interactions Create awareness 2 1 1 Identify potential customer needs** 2 1 0 Provide product & service information 2 3 2 Manage a sales lead** 2 1 1 Process the product/service application** 1 1 1 Deliver the product/service 2 N/A N/A Onboard customer*** 3 3 3 Check/Update customer information** 3 3 1 Deliver customer statements**** 3 N/A 3 Manage customer inquiries and complaints ** 2 2 1 Retain customer 1 1 0 Pre-SalesSalesService After Sales Branch Call Center Digital* * Digital channel is formed of ATM, Internet, Mobile *** PRG Onboarding Project Outputs in POC ** Interaction is applicable for Internet only within Digital channel **** Interaction is applicable for ATM & Internet within Digital channel
  • 59. ©2014 TeleTech Holdings, Inc. Confidential and Proprietary 59 Transaction analysis showed that some low valuehigh frequency transactions are facilitated by all channels, indicating transaction migration opportunities Branch ATM Call Center Internet Mobile Silver/Affo rdable Gold/ Basic Platinum/ FullValue Diamond/ Exclusive Silver/Affo rdable Gold/ Basic Platinum/ FullValue Diamond/ Exclusive Silver/Affo rdable Gold/ Basic Platinum/ FullValue Diamond/ Exclusive Silver/Affo rdable Gold/ Basic Platinum/ FullValue Diamond/ Exclusive Silver/Affo rdable Gold/ Basic Platinum/ FullValue Diamond/ Exclusive Channels Segments Interactions Transaction occurs in channel Cash Withdrawals Balance Enquiry Transfers Out Prepaid Airtime Conduct Enquiries Other Enquiries Cash Deposits Bill Payments (online) Cheque Deposits Cheque Withdrawals * * Transaction occurred 322 times in 2010 Does not occur
  • 60. ©2014 TeleTech Holdings, Inc. Confidential and Proprietary 60 Summary of key observations: call center  There are too many disparate dial-in numbers for customers  IVR has limited call fulfilmentt and customer need analysis capabilities  There is no single view of customer across different inbound & outbound teams due to different front-end systems  Fulfilment processes are product specific and partially in-house  Product centric organization and different front-end systems result in limited multi-skilling of agents per process  Agent utilization is relatively low  Strict regulations deteriorate end-to-end sales and service processes within call center  X-sell and up-sell approaches via add-on product offerings are not advanced. There is no CRM tools in use  Outbound sales CPA for most of the lending products is high due to pre-sales wastage  There are no inbound retention teams  Voice/Agent interactions are the most common contact type for the Client (75% of all calls)  Sales productivity is significantly low compared to best practices  Most of the important functionalities and workforce management gaps are addressed by various POCs Annual Call Volume ~ 15 MM Number of agents ~ 900 Best Practice Example Garanti Bank/ Turkey ~ 35 M ~ 500 Number of products Sold per annum 100 M 450 M the Client Case Study: Garanti Bank Turkey  Excluding cash transactions, ~2% of all Garanti customer transactions are executed via the call center (Similar to the Client)  Depending on the product, 30-90% of Garanti’s sales are generated through the call center  Call Centre operatives are equipped with web- based desktop systems as well as access to CRM tools
  • 61. ©2014 TeleTech Holdings, Inc. Confidential and Proprietary 62 Situation overview • The goal of the 10-week assessment was to develop a cohesive contact center strategy, integrating the 2017 target state with the Client’s strategic priorities, resulting in an executable framework. • The member-centric strategy would align processes, systems, and employees to the sales and service plan. Situation • Connect disparate member experiences (traditionally built to support individual business needs resulting in missing functionality) • Determine how to integrate multiple contact center projects across the Client to a single strategy Objectives
  • 62. ©2014 TeleTech Holdings, Inc. Confidential and Proprietary 63 A strategic realignment of the contact center was the overarching goal of the project 1 single target state Strategic Re-Alignment • One integrated program, calendar, and budgeting process will align all initiatives for synchronized planning and coordination • Prioritization and resource allocation based on budgets needs to be part of the overall cohesive strategy • Last year individual roadmaps have been developed and validated across business lines, but critical risks and dependencies between them have not been identified. This prevents most projects from launching. • Five-year planning with strategic milestones needs to be codified and institutionalized • Decision making process may hinder overall strategy development process with the need to satisfy every stakeholder by consensus…in a battle one general is needed but the organization currently has many The actual discussion content turned out to be focused on Contact Center Tactics (1 year) and Enterprisewide Strategy CRM MS CC S&S CM
  • 63. ©2014 TeleTech Holdings, Inc. Confidential and Proprietary 64 Project overview Strategies Disconnected Contact Center Strategy Connects Ecosystems Channel Mktg Analytics IT 3rd Party MSR MX Product Resource Business Channel Mktg AnalyticsIT 3rd Party MSR MX Product Resource Business Fragmented Ambiguous Concerted Well Define d Marketing Strategy MX Strategy Business Plans Enabling Technolog y 2012 2013 2014 2015 2016 2017 Implications of existings strategies/plans on CC CC Benchmarks within Financial Services Industry Existing challenges and improvement opportunities Cohesive Contact Center Strategy Today Tomorrow
  • 64. ©2014 TeleTech Holdings, Inc. Confidential and Proprietary 65 Project phases and approach Review Understand Strategies and Implications Existing Strategies Review Report Conduct Interviews with Key Stakeholders Review Strategies and Business Plans Identify Implications on Contact Center Analysis Assess Processes and Performance Contact Center Metrics Analysis Channel Usage Analysis Member Satisfaction Data Analysis Member Demographics Analysis Technology Architecture Analysis Improvement Opportunities Report Strategy Develop a Cohesive and Integrated Strategy Define Contact Center Target State Define Contact Center Processes Define Contact Center Information Mgmt Define Contact Center Technology Rqmts Contact Center Strategy Document Roadmap Develop Roadmap to Execute the Strategy Identify Initiatives to Execute Strategy Prioritization of Initiatives Timeline Contact Center Roadmap Document Determine Initiative Execution Rqmts
  • 65. ©2014 TeleTech Holdings, Inc. Confidential and Proprietary 66 A target state was then defined - core processes across operations, planning, and employee retention required adjustment to fit Current State Target State Planning Employee Retention and Growth Member Operations • Planning based primarily around servicing and handling peak loads, not sales related initiatives • MSR staffing based upon relationship management or strong sales focus/lead generation • Proactively educate and shift members to self service channels to unlock capacity for high touch service and sales opportunities • Members routed based on MSR skill type • Non-tailored treatment • Segmentation allows member needs to be serviced based upon factors such as value, stricter service levels, and stated and inferred preferences from similar members • MSRs trained in the servicing of products with sales skills provided for smaller groups • Leadership development centered more around interaction skills and recognizing opportunities with members • Specific groups trained more in service with basic sales skills • Specific groups trained for more complex sales opportunities The areas outlined below are key to updating processes in the contact center so they are aligned with the desired target state 1 2 3
  • 66. ©2014 TeleTech Holdings, Inc. Confidential and Proprietary 67 • Key opportunities for improvement at the Client were discovered including establishment of a clear contact center strategy, refining and applying segmentation, and measuring project outcomes • PRG identified methods to decrease cost and improve quality in the contact center using migration of non-value added transactions to low cost, high growth channels • Areas of disconnect between management objectives and current operations were highlighted using the executive questionnaire, many which had not been seen or realized by management previously • Inspired by the strategic dialogue that PRG facilitated, the Client stakeholders unanimously chose a Segment and Event driven model for the target state from several options designed by the project team • The selected model prioritized the application of member segmentation in the CC and differentiated modules focused on deepening, growing and serving members Through this project, the client was able to accomplish multiple goals
  • 67. ©2014 TeleTech Holdings, Inc. Confidential and Proprietary 68 • Client # 1 • Client # 2 • Client # 3 Table of contents
  • 68. ©2014 TeleTech Holdings, Inc. Confidential and Proprietary 69 Situation overview • Decrease AHT for Billing calls via Speech Analytics • Identify the inconsistencies among agents AHT • Why are Customers calling us and what are we doing to retain them? Situation • Develop queries for identifying billing calls • Identify the root cause for billing inquiries • Provide recommendations for improving AHT Objectives
  • 69. ©2014 TeleTech Holdings, Inc. Confidential and Proprietary 70 Developing effective queries Query Name Billing Sub-Type Used Phrases Billing - Update Account Info 1) Update account info Username and password, "credit card information", "update billing information" Billing - Refund 2) Refund/reimbursement inquiry refund, "P O box three zero seven", "credit", remove "credit card" and "time credit" Billing - 15 Day 3) Explain 15 day billing fifteen day Billing - Recurring 4) Explain Recurring Billing thirty day, "recurring billing", remove "thirty day time credit" and "regular billing" Billing - Time Credit 5) Time credit inquiry time credit na 6) Receipt request na Billing - Discounts 7) Available discounts promotions na 8) Inquire about insurance reimbursement eligibility na Creating effective queries within Speech Analytics provides the bases for identifying the root cause
  • 70. ©2014 TeleTech Holdings, Inc. Confidential and Proprietary 71 Bubble chart • "Update Account Info" is the subtype with the most volume, as well as the lowest AHT (only one to go below 700s), and 2nd lowest standard deviation. • In general, sub-types with larger volume have lower AHT. • "Update Account Info" and "Refund" make up 71% of our total volume.
  • 71. ©2014 TeleTech Holdings, Inc. Confidential and Proprietary 72 Descriptive statistics table Descriptive Statistics Update Account Info Refund 15 Day Time Credit Recurring Discounts Count 1899 1477 386 381 327 256 Mean 692.6 716.1 729.1 821.3 793.7 793.3 Stdev 598.7 593.6 637.3 701.9 697.7 633.3 Range 4838 4554 4366 4350 4830 4373 Minimum 41 33 78 94 49 71 25th Percentile (Q1) 307 330 300 357 322 359.25 50th Percentile (Median) 513 523 506.5 593 576 596 75th Percentile (Q3) 858 894.5 903 1015 1039 964.75 Maximum 4879 4587 4444 4444 4879 4444 %Count 40% 31% 8% 8% 7% 5% AHT Opportunity (based on 450 secs) -97.5 -83.2 -22.8 -29.9 -23.8 -18.6 It was agreed that the focus sub-types will be “update account info” &/or “refund” due to sheer volume. * - AHT Opportunity = %count * (450 – AHT), where 450 is our ideal AHT.
  • 72. ©2014 TeleTech Holdings, Inc. Confidential and Proprietary 73 Volume distribution Almost 20% of billing calls involve subscription sales/activation procedures.
  • 73. ©2014 TeleTech Holdings, Inc. Confidential and Proprietary 74 AHT trend comparison • Comparing "Subscription Sales and Activation" calls versus general "Billing - Update Account Info" calls… • Calls that involve subscriptions normally take 1.5x longer to finish. Exhibiting a 1076 second AHT average in 7 weeks, compared to Account Update's of 690 seconds
  • 74. ©2014 TeleTech Holdings, Inc. Confidential and Proprietary 75 Process map • Step 1: Agent opening. Customer’s reason for calling. Agent rephrase • Step 2: Account verification. First and last name, zip code, date of birth • Step 3: Usually, expectation settings from the agent. Any sort of research. Initial troubleshooting. (duplicate account, password reset, supervisor consultations, strange account issues, etc.) • Step 4: Due to one reason or another, perform a subscription sale or subscription activation. (height, weight, birth date, pregnancy/bulimia nervosa, username, temporary password, security question, credit card number & expiry date, mailing address, shipping address, terms & conditions, monthly pass ID) • Step 5: Closing spiel. Sometimes can be awkward due to it’s length. Recap, additional questions, motivation, survey reminder, agent name, and the thank you • Step 6: Any follow-up questions that the customer may have after the closing spiel. Varies greatly, from 0 to 565 seconds. Happened only in 4 out of 10 calls • A process step is VA (value adding) to them if it is part of the main reason why a customer is calling • Step 4 is non-VA since customers usually don’t expect this step as part of updating their billing info • Step 5 is non-VA since customers don’t necessarily need all of it (such as the survey reminder) 1) Intro, Reason, Rephrase Value Adding 2) Verification VA 3) Research & Resolution VA 4) Subscription Walkthrough Non-VA 5) Closing Non-VA 6) Post- closing questions VA 50 s 38 s 645 s (0:10:45) 699 s (0:11:39) 41 s 111 s
  • 75. ©2014 TeleTech Holdings, Inc. Confidential and Proprietary 76 Reasons for the subscription step • Out of 30 listened calls, "Deactivated account" and "Online not set-up" consist of 77% of the reasons why regular "update info" calls, evolve into "sales" or "activations" calls • Deactivated account - Happens usually when a customer forgot or incorrectly updated their billing information. Causing recurring billing errors, and in turn deactivating their account • Online not set-up - Are customers that did not have an online account, and did not know that it is required in updating their billing info
  • 76. ©2014 TeleTech Holdings, Inc. Confidential and Proprietary 77 Root causes “Deactivated account” and “online not set-up” delays 1) Customer did not receive the warning about their recurring billing failure (outdated email/spam) 2) Meeting locations that are not asking if a customer has a previous account with us, and giving user/pass combinations instead of an activation code 3) For customers that are previous members, a cancellation, reactivation needs to be performed 4) There are times where there is dead-air during the subscription sales step. Subscription sales should be a flowing process of fields to fill-out 5) Wait time in getting activation codes 6) Customer does not know their password 7) Customer does not really care about online tools, and just wants meetings 8) Reset password link not working 9) Reset password email not reaching the customer 10) Customer confused as to what the username and temporary password is 11) Customer that goes through sales and activation in the same call 12) System latency during the sales procedure
  • 77. ©2014 TeleTech Holdings, Inc. Confidential and Proprietary 78 Questions Niren Sirohi Vice President, Predictive Analytics iKnowtion Niren Sirohi [nsirohi@iknowtion.com] Jim Dickey Vice President and Managing Director, Business Intelligence and Simulation Peppers and Rogers Group jdickey@peppersandrogersgroup.com