Maximizing the Potential of Quality Assurance in Your Contact Center

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Maximizing the Potential of Quality Assurance in Your Contact Center

  1. 1. Maximizing the Potential of Quality Assurance in Your Contact Center icmi.com | 800.672.6177
  2. 2. ©2012 International Customer Management Institute. All Rights Reserved. icmi.com | 800.672.6177icmi.com | 800.672.6177 Follow the conversation @Art_Hall4 #df12 #QAROI  Current Reality  Drivers of Customer Experience  The Financial Impact of Quality Customer Care  Defining the Customer Experience  New Call Monitoring Guidelines and Metrics Agenda
  3. 3. ©2012 International Customer Management Institute. All Rights Reserved. icmi.com | 800.672.6177icmi.com | 800.672.6177 The voice of the customer is not in your head; it’s the ACTUAL voice of the customer. • Quality assurance is a critical enabler for ensuring agent compliance and internal conformance • Drivers of customer experience are usually different from the metrics used to evaluate agent quality. This leads to: 1. A perception disparity between the customer served and the organization serving those customers on the delivery of customer care 2. Agent behavior is usually motivated by the measures in the quality assurance monitoring form which may not be aligned to customer experience drivers Current Reality How do you recalibrate your quality assurance program align with customer experience drivers?
  4. 4. ©2012 International Customer Management Institute. All Rights Reserved. icmi.com | 800.672.6177icmi.com | 800.672.6177 Customer Experience (CX) requires the following changes: • Governance • Cultural • Process • Discipline Upstream issues cause downstream problems • Key tenet in CX but limitations exist within traditional quality assurance programs without the right investment in enabling technology Agents are a key asset in the battle • Tremendous opportunity for contact centers and support organizations Drivers of Customer Experience Redacted: Customer Experience Management: Seven Lessons from the Quality Movement – Enterprise Apps Today August 9, 2012
  5. 5. ©2012 International Customer Management Institute. All Rights Reserved. icmi.com | 800.672.6177icmi.com | 800.672.6177 Industries are making strides in basic customer service transactions but can learn lessons from other industries Drivers of Customer Experience CX Dimensions Retail Banking Airlines Hotels Healthcare Multi-channel Information Access Mature Mature Mature Developing Developing Expanded Hours Mature Mature Mature Mature Developing Price Comparison* Mature Developing Unknown Unknown Developing Seamless Integration Unknown Mature Mature Mature Developing Loyalty Programs Mature Mature Mature Mature Developing
  6. 6. ©2012 International Customer Management Institute. All Rights Reserved. icmi.com | 800.672.6177icmi.com | 800.672.6177 The Financial Impact of Quality Customer Care # Calls to Resolve % Overall Calls # Problems # Calls Offered 1 60% 60,000 60,000 2 20% 20,000 40,000 3 15% 15,000 45,000 4 5% 5,000 20,000 40% 100,000 105,000 Company Assets 200,000 customers x $1,000 annual revenue per customer $200M Cost per Call 5,000 extra calls x $5.00 cost per call $25,000 extra cost per quarter Failure to resolve 15% of calls Results in a CSAT drop from 50% to 40% $80M protected assets or a loss of $20M per quarter Quality & Customer Care Profitability Impact (per quarter/per annum) ….and the survey says $20,525,000/quarter or $82.1M/annum
  7. 7. ©2012 International Customer Management Institute. All Rights Reserved. icmi.com | 800.672.6177icmi.com | 800.672.6177 Defining the Customer Experience Develop tactics to close the expected-vs.-actual gap (incorporate VOC and benchmarking) 1a. Review SLAs with hosting vendor 1b. Minimize size of graphics to speed page loads Determine actual customer experience Determine critical customer touch points (aka, “Moments of Truth”) from customer’s viewpoint “Interest Me” “Meet My Initial Need” “Keep Meeting My Needs” Develop reward & recognition for achieving or exceeding expected customer experience Develop appropriate set of rewards and recognition 5 4 3 2 1 1a. Website available = x% 1b. Website satisfaction = y 2. Recognition factor = z 1a. Website available > 99.99% 1b. Website satisfaction > 4.5 2. Recognition factor > x 1. Marketing web site 2. Advertisements Document Expected Customer experience (incorporate VOC and benchmarking) Sales Fulfillment Service Process 1. Apply by phone 2. Apply by website 3. Get notification of decision 4. Close financial transaction 1. Account issue raise by phone or email 2. Complain by web mail 3. Receive solution to complaint 4. Hear about other products 5. Take part in surveys 1a. Average hold time < 2 min 1b. Application time < 10 min 2a. Website available > 99.99% 2b. Application time < 15 min 1a. Average hold time < 2 min 1b. 1st time resolution > 95%
  8. 8. ©2012 International Customer Management Institute. All Rights Reserved. icmi.com | 800.672.6177icmi.com | 800.672.6177 New Call Monitoring Guidelines
  9. 9. ©2012 International Customer Management Institute. All Rights Reserved. icmi.com | 800.672.6177icmi.com | 800.672.6177 New Quality Monitoring Metrics Contact Center ROI – Measures the value creation/destruction of customer interactions Agent Peak Performance Index – Each agent that a survey is conducted is scored by the actual voice of the customer – If the index is falling, it raises a red flag to supervisors/trainers for additional coaching/training – If the index is rising, it demonstrates which associates are providing customer-centric support – Agent ROI x Accuracy (QA Score) / % Delight Treating Customers as Valued
  10. 10. ©2012 International Customer Management Institute. All Rights Reserved. icmi.com | 800.672.6177icmi.com | 800.672.6177 Correlate metrics with research or historical information Interdependent Metrics Customer Sat Employee Sat Cost / account Product / house Customer Satisfaction NA + 0 ++ Employee satisfaction + NA - + Cost per account 0 - NA + Product per house ++ + 0 NA
  11. 11. ©2012 International Customer Management Institute. All Rights Reserved. icmi.com | 800.672.6177icmi.com | 800.672.6177 Any Questions? Art Hall Director Alvarez & Marsal Business Consulting LLC 3424 Peachtree Road Suite 1500 Atlanta, Georgia 30324 Email: ahall@alvarezandmarsal.com Twitter: @Art_Hall4
  12. 12. ©2012 International Customer Management Institute. All Rights Reserved. icmi.com | 800.672.6177icmi.com | 800.672.6177 Please remember to complete your session evaluation! Thank you for attending!
  13. 13. ©2012 International Customer Management Institute. All Rights Reserved. icmi.com | 800.672.6177icmi.com | 800.672.6177

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