Presentation   Best Practices To Drive Effective Business Process Change In The Contact Center
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Presentation Best Practices To Drive Effective Business Process Change In The Contact Center






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Presentation   Best Practices To Drive Effective Business Process Change In The Contact Center Presentation Best Practices To Drive Effective Business Process Change In The Contact Center Document Transcript

  • 4/21/09 Frost & Sullivan Contact Center MindXChange 2009 East: “Best Practices for Achieving Business Process Change in the Contact Center” Voice of the Customer - The key questions 1 - Who will we measure? 2 - What should we measure? 3 - Where should we measure? 4 - How should we measure? 5 - How do we design and implement a solution? 6 – How do we manage and communicate results? 1
  • 4/21/09 Who will we measure? Which customers do we want to hear? Are customers • homogenous or are there discrete groups: For whom business strategy dictates difference performance? Whose expectations and service values may be different? What defines these groups? • Retail/Commercial Number/value of relationships Products Geography/Culture/Ethnicity Wealth Generation! (Generational Imperative – Chuck Underwood) What should we measure: For a given customer group, what matters to the customer? Look at current organizational knowledge – based on data • already collected about complaints, compliments, service expectations, SLAs, escalations Look at industry and functional guidelines –availability of service, • hold times, transfer rates, accuracy, first call resolution are commonly shared expectations. Your industry will drive some others. If customers access the organization through multiple channels • (voice, IVR, email, chat, web, mail) expectations may vary by channel Ask the customer! Surveys, individual interviews for key clients • (include current, prospective, and past customers), focus groups. Ask the uncomfortable questions – focus on the negative aspects • and positive aspects of the customer experience 2
  • 4/21/09 Where should we measure: what are the key points where satisfaction does/does not occur? Measure “Moments of Truth” – any interaction with the • customer What is the customer’s objective? How does the customer • view the process?? Depending on the product/service and the business process • there may be many measurement points Often the customer contact with the agent is the point of • communication but not the primary driver of customer satisfaction. It’s important to collect data that separates out the customer s customer’s view of the specific service contact from the customer’s view of the company, business process, brand, and product We must include not only interactions we control but those we • do not control – social media are a rapidly emerging reality! How should we measure: what are the mechanisms for collecting data? Contact center technologies: ACD reports, recordings, speech • analytics Surveys – live automated IVR, email, web, post card – many live, IVR email web • methods for measuring key metrics, 3 examples are Net Promoter score, ACSI index, customer engagement scores Other systems: Account management, CRM • Important to try to collect data in a way that it can be cross- • referenced – eg, compare external survey to quality monitoring to accuracy scores to account history. Calibrate external measures of customer feedback to internal • measures of process health (quality scores, accuracy scores, first call resolution) to employee measures of health 3 View slide
  • 4/21/09 What do we fix and how? Understand Moments of Truth and Breakpoints – remove or improve Blend the best of approaches: Lean, Six Sigma, Rummler-Brache, CEMM Technology: Integration of Contact Channels is Key Web Chat Mail www Web Walk-in Collaboration Contacts Email Email Click-to-call ACD C Transaction Web Systems PSTN Web Updates, Contact Dimensions Web Collaboration DB Chat Updates •Date Knowledge •Start Time Mgmt •End time IVR DB Outbound Dialing/ O tb d Di li / •Contact Type C t tT (enhanced (h d Blended Inbound/ Self-service) •Account Outbound Call Detail •Rep CTI •Contact reason •Contact result CTI Screen Pops WFM Customer Profile Data Quality Monitoring (Call/Screen Recording) eLearning, Analytics 4 View slide
  • 4/21/09 Successful Process-Driven Organizations Support operational units with expertise in business process • analysis and business process technologies Define and maintain Technology and Process Architectures gy • Define process owners • Manage to external process metrics as well as internal process • metrics Engage all levels of the organization in process change • Have change management disciplines in place to control • process change Define metrics and accountabilities for • Management Staff Process professionals Technology professionals How do we communicate and monitor performance? 1 – Allow agents to view their own scores and performance, • trend over time, compare to standards and peers 2 – “ t k rankings” of agents are often more valuable than “stack ki ”f t ft l bl th • comparison to fixed targets – eg, measuring AHT 3 – Specific errors may be assigned to the agent to correct. In • most cases feedback and coaching from the supervisor are the key to what actions are expected from the rep. We use a RISE methodology to allow supervisors to quickly assess and prioritize agent action and to follow-up on performance 4 – escalation processes should define actions to be taken by • supervisors and management when needed and set metrics for resolution 5
  • 4/21/09 How do we communicate and monitor performance? 5 – Clear policies for addressing customer complaints when • voiced need to provide for empowerment where possible and when not, a clear path for escalation and resolution at a higher level. l l 6 – escalation processes should also define what is measured • (number of escalations, response time, resolution outcome, data that facilitates root cause analysis) 7 – process must provide for inter-departmental analysis and • cooperation in resolution 8 – managers are measured on components of customer d tf t • satisfaction within their control, performance of the escalation process, results in identifying and addressing root causes 9 - processes and reporting must incorporate trending and • comparative analysis About TriSynergy Consulting LLC Company founded in October 2001 by Mark Behrens • Consultancy specializes in consulting to business on contact • center and CRM strategy operations and technology strategy, operations, All consultants have at least 10 years experience in CRM or • contact centers in industry and/or consulting – most over 15 years Most client relationships reflect ongoing advisory relationships • with multiple projects over several years We are business and technology people – we focus on • producing a business solution for you, and leverage technology when and where you need it. 6
  • 4/21/09 About TriSynergy Consulting LLC We focus on contact center and CRM strategy, operations, and technology projects. Our services include: Contact Center Assessments • Continuous Process Improvement Facilitation, Analysis, Design, and • Implementation Contact Center Strategy and Planning • Contact Center/Self Service Technology Planning and Vendor Selection • CRM/KBMS Strategy • CRM/KBMS Technology Planning, Requirements, Design, Vendor Selection • Contact C t S lf S i C t t Center, Self Service, and CRM T h l d Technology P j t M Project Management t • Contact Center Site Selection • Contact Center Outsourcing Assistance – Evaluation, Selection, • Implementation, Relationship Management Speech Analytics • Our Business Process Management (BPM)  Consulting Services  BPM Methods: Technology: Lean Six Sigma • BPM Rummler Brache • Workflow Communication Enabled • Business Rules Methods Business Processes • Integration (EAI) Customer Expectation •Service-Oriented Management Architecture (SOA) • Unified Communications •Contact Center/CRM Technology Business Know-How Know How Business Know-How: • Problem Identification/Problem Solving • Develop Business Case/ROI • Use Case/Requirements Development • Map “As Is” & “To Be” processes • Team facilitation • Process Design/Re-design • Develop & Test • Change Management • Best Practices/Technology Assessments 7
  • 4/21/09 Relevant Process Experience Marketing/Sales/Order Entry • Customer Service • Application/Enrollment • Payment Processing/Collections • Voice of the Customer • Agent Training, Quality Monitoring, and Performance • Management Workforce Management, Scheduling, F W kf M t S h d li Forecasting ti • Knowledge Base Management/Content Management Lifecycles • Relevant industry experience Cable MSOs • Telecommunications – ILEC/CLEC/RBOC • Health Insurance Plans • Not for Profit • Retail/Catalog Order • Financial Services • 8
  • 4/21/09 Relevant technology experience Integrated agent desktop/CRM implementation and integration (Clarify, Microsoft, • Scopus, Oracle/Siebel, Vantive, Versatility, custom development including use of rapid integration tools) ACD/CTI/IVR integration (Apropos (Syntellect), Aspect, Avaya, Cisco, Genesys, • Interactive Intelligence, Nortel, Siemens) with and without CRM integration g ) g DTMF and Speech-recognition-based inbound, outbound, survey-based IVR application • review, design, implementation management and testing Knowledge Management/Solution Engines – custom, Kana, Primus, SupportSoft, • Vignette, Microsoft ECM (MOS 2007) Chat/email solutions – Avaya AIC, eGain, Kana, Lotus Notes, MS OCS, Outlook, • RightNow, Sametime, SupportSoft Quality Monitoring/Speech Analytics – Apropos, CallMiner, Interactive Intelligence, Nice, • Verint/Witness V i t/Wit Workforce Management – eWFM, I3 Optimizer, IEX, Verint • BPM/Workflow tools: Hummingbird, Lombardi, Savvion, Ultimus • Service Oriented Architectures, Master Data Management, Unified Communications • Strategic Information Systems Planning/Application Architecture • For more information, please contact: Mark Behrens President (303) 689-0016 Call Toll Free: 888-782-2520 On LinkedIn at On Twitter at Visit Vi it our website at: b it t 9