Customer Experience Roadmap and Call Center Alignment

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Customer Experience Roadmap and Call Center Alignment

  1. 1. The Customer Roadmap, CustomerExperience and Customer Satisfaction-Planning the Journey and Executing the Plan
  2. 2. Customers Have ChoiceCustomer Have Choice
  3. 3. The Taylor Reach Group • Call/Contact Center Consultancy, • Offices Toronto, New York, Atlanta, Sydney, • Contact Center assessment, design, improvement and operational management, • 27+ awards for excellence in contact center operation, • 14,000+ agent desktops operating under TRG designed operational models globally,28/09/2011
  4. 4. Colin Taylor • CEO Taylor Reach, • 36 years in call/contact center operations, design, sales and executive management, • More than 20 awards received on two continents, • Publisher of Customer Reach newsletter with 13,000 + subscribers • Manages Toronto Call Center Networking Group on LinkedIn28/09/2011
  5. 5. 9/28/2011
  6. 6. Definitions • Quality Monitoring/Listening – individual assessment of agent performance against a set of criteria. • Internal Quality – the roll up or consolidation of Quality Monitoring • Customer Satisfaction – What the customer feels about their interaction • Customer Experience - ...9/28/2011
  7. 7. Customer Experience Definitions“The Experience of the customer when buying or servicing the product or service you have sold them”“The designed interaction between a customer and your organization”
  8. 8. Where Do We Deliver the Customer Experience? Where do we Provide this Experience?
  9. 9. Is the Customer Experience Important? Is Customer Experience Important?
  10. 10. But What Can CanDo About About But What We We Do It? It?
  11. 11. What Experience are we Supporting?
  12. 12. The center does control: Service Level (ASA/GOS/Abandon) Forecast Volume Staff Scheduled 9/28/2011
  13. 13. We Also ControlSpeed of AccessEase of Access
  14. 14. Customers’ Progress Marketing = Promise The Customer Experience Product = Delivery A Customers’ Progress Marketing sets the customers expectation Management sets Policies and Procedures Management sets Service Levels etc. The call center is where these potentially apposing Points of View meet
  15. 15. Customer Experience Definitions“The designed interaction between a customer and your organization”
  16. 16. 9/28/2011
  17. 17. How Do we Measure theCustomer Experience?9/28/2011
  18. 18. The State of Customer Experience Today9/28/2011
  19. 19. Mission, Vision, ValuesWatch words that convey expectations;• World Class Customer Service (or similar),• Access,• Empowered Employees,• Quality,• Returns for our Shareholders,• Satisfaction,
  20. 20. Brands9/28/2011
  21. 21. Sample Brand Attributes Arrogant, Authentic, Best brand, Carefree, Cares about customers, Charming, Daring, Different, Down to earth, Energetic, Friendly, Fun, Gaining in popularity, Glamorous, Good value, Healthy, Helpful, High performance, Intelligent, Kind, Obliging, Original, Prestigious, Progressive, Restrained, Rugged, Simple, Straightforward, Stylish, Tough, Traditional, Trendy, Trustworthy, Unapproachable, Up-to-date, Upper class, Worth more,
  22. 22. PerceptionsPeople make decisions on emotion, that are rationalize with intellect “I’ve Learned that people will forget what you said. People will forget what you did. But people will never forget how you made them feel” Maya Angelou
  23. 23. Understanding the Dichotomy
  24. 24. Messages & Gaps Hypothetical Mission Statement “To deliver World Class Customer Service to our Customers, by providing access to our products and services the way our customers want them, when they want them, while providing a positive, enjoyable and productive environment to our employees and delivering superior returns to our Shareholders”9/28/2011
  25. 25. Sample Brand Attributes Accessible, Arrogant, Authentic, Best brand, Carefree, Cares about customers, Charming, Daring, Different, Down to earth, Energetic, Friendly, Fun, Gaining in popularity, Glamorous, Good value, Healthy, Helpful, High performance, Intelligent, Kind, Obliging, Original, Prestigious, Progressive, Restrained, Rugged, Simple, Straightforward, Stylish, Tough, Traditional, Trendy, Trustworthy, Unapproachable, Up-to-date, Upper class, Worth more, Youthful
  26. 26. Measuring the Gap Brand Attributes Delivered- Aligned Corrective action Accessible Cares about Customers Daring Different Energy Fun Glamorous Stylish Trendy Youthful World Class Customer Service Looks after Employees Profits for Shareholders9/28/2011
  27. 27. Measuring the Gap Brand Attributes Delivered- Aligned Corrective action Accessible No- long wait times, IVR front end Cares about Customers Not apparent- understaffed, long wait times, unfriendly policies Daring Perhaps, but not in a good way. More ‘daring’ to deliver sub par service while claiming to be committed to superior service Different Experience is the same as phoning your cable or wireless provider Energy Not Evident Fun Not Evident Glamorous Not Evident Stylish Not Evident Trendy Not Evident Youthful Not Evident World Class Customer Service No- poor access, understaffed, undiferentiated Looks after Employees Center will have high occupancy and likely lots of unhappy customers- this does not describe Looking after employees. Profits for Shareholders Possibly well aligned – Poor service can (but doesn’t always) cost less. But the profit can be at the expense of brand erosion.9/28/2011
  28. 28. Measuring the Gap Brand Attributes Delivered- Aligned Corrective action Accessible No- long wait times, IVR front end Improve Service level target and performance- Improve forecasting and scheduling, add more staff. Offer more channels (Inbound calls, emails, chats, SMS, Social Media, Mail etc.), 7 x 24 hour access Cares about Customers Not apparent- understaffed, long wait times, unfriendly Improve access, agent hiring. Training to reflect policies desired attributes Daring Perhaps, but not in a good way. More ‘daring’ to deliver Lose IVR, sub par service while claiming to be committed to superior service Different Experience is the same as phoning your cable or Lose IVR, Dedicate agent totake ownership to wireless provider resolve customers problem Energy Not Evident Agent profile, hiring and training Fun Not Evident Agent profile, hiring and training Glamorous Not Evident Messages from designers on IVR and hold messages Stylish Not Evident Messages from designers on IVR and hold messages Trendy Not Evident Youthful Not Evident Agent profile, hiring and training World Class Customer Service No- poor access, understaffed, undiferentiated Be Accessible, set and met superior service levels, set, measure CSAT- Offer customer to call back and speak to same agent. Looks after Employees Center will have high occupancy and likely lots of Measure you Employee Satisfaction, Employ metrics unhappy customers- this does not describe Looking that matter FCR, CSAT, Quality over AHT and ASA after employees. Profits for Shareholders Possibly well aligned – Poor service can (but doesn’t Better Customer satisfaction will increase long term always) cost less. But the profit can be at the expense value and returns of brand erosion.9/28/2011
  29. 29. Policies, and Processes Dont be a barrier to your own customers Examine how your internal policies, procedures and processes and how they impact on the customer experience. Identify those that are not aligned with the desired customer experience. Review with management potential changes to the policies etc. To improve alignment.9/28/2011
  30. 30. Designing the Customer ExperienceRoadmap 1. Know what the current experience is, 2. Know how you are measuring the experience, 3. Understand your policies, processes and any negative customer impacts, 4. Plan changes and tests, 5. Measure improvements/reductions as a result of tests, 6. Roll out positive changes and continue other tests,9/28/2011
  31. 31. Customer Experience Design Process Understand Discover Conceptualize Validate Implement Iterate What What are Gap Experience Testing Creating the we Analysis. changes, training and do we want delivering What has to to deliver? measure collateral today change to customer create the reaction desired Experience
  32. 32. Questions?28/09/2011
  33. 33. Contact Details Colin Taylor, CEO The Taylor Reach Group, Inc. 416-979-8692 ext 200 Email: ctaylor@thetaylorreachgroup.com Web Site: www.thetaylorreachgroup.com Blog: http://callcenterperspectives.blogspot.com/ Twitter: @colinsataylor LinkedIn: http://www.linkedin.com/in/colintaylor28/09/2011

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