Brand Audio IVR Presentation


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Brand Audio IVR Presentation

  1. 1. Improving Experience & Efficiency through your IVR May 17 2012
  2. 2. What to expect fromthis presentation?Learn from our experience of working on a widerange of IVR projects. Be first to hear whatconsumers have told us about their likes anddislikesWhy IVR MattersWhy efficiency AND experience can go together
  3. 3. It is the emotional andpsychologicalrelationship you have withyour customers (Jay Ehret, Marketing Blog Spot)
  4. 4. This applies to us all regardless of what we do,public, private or charity
  5. 5. ADVOCACYThe Holy Grail?
  6. 6. Attachment to thebrand is a means toincrease consumerloyalty(Chaudhuri &Holbrook, 2001)
  7. 7. Attitudinal loyaltyand/or behaviouralloyalty then advocacy
  8. 8. IVR
  9. 9. What is an IVR?
  10. 10. What does IVR stand for?
  11. 11. IVR is theFIRST THING a customer hears when they call
  12. 12. IVR is YOURcustomer experience
  13. 13. What makes up an IVR?
  14. 14. Mamma’s Best IVR muffins100g The structure / call flow / design100g Functionality (DTMF, voice rec, self serve)20g Routing60ml The scripts125g Voice messages1 ½ tsp Music All combine to create the sound of your IVR - therefore the sound of your brand
  15. 15. The Power of Sound
  16. 16. The Power of SoundSound affects Feelings & Emotions,Feelings & Emotions drive behaviour. (Baumeister et al., 2007) We are trying to influence behaviour
  17. 17.
  18. 18. Where does this fit with IVR? IVR is your SOUND – what callers hear and interact with
  19. 19. OFIVR
  20. 20. Stretch your legs? Comfort Break
  21. 21. White Paper
  22. 22. Why did we decide to commission a white paper?
  23. 23. Does the pre agent experience affect customer’s overall satisfaction?
  24. 24. We thought we have to investigatethis in more detail but makethe report :IndependentRigorousUnbiaised
  25. 25. MethodologyOur study was conductedonline.Over 1000 participantsresponded (35% female- 65% male)Independent questiondesign, data gathering andanalysisUniversity of RoehamptonPhd student
  26. 26. FIGHT FLIGHTEmotion causes behaviour. Emotion affects behaviour(action, perception, decision making, learning & memory)
  27. 27. Stress triggers fight or flight(remember the cortisol?) This leads to Undesirablebehaviours
  28. 28. Question 1How do you usuallycommunicate with organisations when you have a enquiry?
  29. 29. Result50% Phone32.6% Email13% Website4.3% Store50% of the participantsrated phone as their mostcommon means ofcommunication
  30. 30. Question 2 How do you usually communicate withorganisations when your enquiry becomes more complex?
  31. 31. Result+41.3% switch tophone meaning91.3% in total woulduse the phone whenthe enquiry is morecomplex
  32. 32. Discussion pointWhat implicationsdoes this have for yourcontact strategy?
  33. 33. Question 3 We then askedresponders to pick which customer service issues frustrate them from a list
  34. 34. Result93% Having to speak with multiple agents93% Being kept on hold for a long period88.4% Not getting what I need on the first attempt70% Poor sound quality70% Inappropriate messages
  35. 35. How does this compare with your figures?
  36. 36. Question 4What actions do you take if you experience those issues?
  37. 37. Result56% are extremelylikely to hang up andabandon the call72% of those who hangup are extremely likelynot to call you back90% will switch provider
  38. 38. What Implicationsdoes this have for your business?
  39. 39. Customer CostCustomers are happy to pay a 10% premium forexcellent customer service rather than experiencingfrustrations and negative emotions (AmericanExpress, July 2011).
  40. 40. Customer CostIt costs five times as much to acquire a new customer as it does to keep one (Peters, 1987)
  41. 41. Question 5Who do you tell when you have a bad Experience?
  42. 42. Result90% will share with friends andfamily (9-10 people on averageand 13% will tell over 20)
  43. 43. Result 65% are highly likely to post on social networks (the averagefacebook user has 130 friends so word spreads fast
  44. 44. Question 6What would you like to hear when on hold or in queue?
  45. 45. ResultExpected wait time 86%Position in queue 69%Relevant messages 60%
  46. 46. Question 7How do you react when you have a positive experience?
  47. 47. Result 84% Give immediate feedback to the personwho resolved the enquiry 86% stay loyal 79.1% tell friends & family 32.6% post on social networks
  48. 48. Happy Callers, Happy StaffPositive feedback from callers helps the agents to overcome the emotional exhaustion they may go through which consequently will increase their job satisfaction and commitment to the organisation as well as reducing the percentage of absenteeism & intention to resign (Grebnel et al., 2003).
  49. 49. Coffee break
  50. 50. Round Table Discussion In groups discuss what we havelearned so far and relate it to your own experience
  51. 51. Advocacy
  52. 52. Advocacy – The Holy Grail? Attachment to the brand is a means to increase consumer loyalty(Chaudhuri &Holbrook, 2001)
  53. 53. Advocacyattitudinal loyalty and/or behavioural loyalty then advocacy this also has a positive effect on willingness to pay more, and encourages others to use the products; it is also negatively related to an increase in returning the product
  54. 54. Why is advocacy so valuable?• Positive effect on willingness to pay more, and• encourages others to use the products; it is also• related to a decrease in returning the product.This is the reason why having loyal customers whocan be considered as fans of a brand or company, isone of the most important goals a business mayhave. A loyal customer does more than any advert canfor a business, they become promoters – someonewho would answer ‘yes to the ultimate question –would you recommend us to a friend.
  55. 55. SummaryThe results suggest that there is a correlationbetween a positive pre agent experience and thesuccessful or unsuccessful outcome of that call.What happens to callers in the welcome, menuoptions and in queue or on hold experience –generates emotional reactions and subsequentbehavioural changes.
  56. 56. We know what customers have told usIs there a gap between them & industry professionals?
  57. 57. Operational ImpactAbandoned callsRight first time routingFirst call resolutionCall transfersAcceptance of self serveCall deflection to other channels
  58. 58. Operational Impact – Case Study 1SituationA major financial services brand came to us forhelp with reducing the number of call transfersthey were having to make.Customer satisfaction was low and each transferwas costing time and money.
  59. 59. Operational Impact – Case Study 2SituationOne of the largest consumer electronics retailersin Europe with 5 brands under one roofShifted calls from stores to central contactcentre and started to experience high callerabandonment, below target sales and poorcustomer sat scores
  60. 60. Auditing
  61. 61. Dial in and have a listen
  62. 62. Create a human experience not a robotic one Create a tone of voice that reflects your brand and service values Strip away unnecessary layers of IVRUse words that mean the same to your customers If there is a wait time deliver personalised, and relevant content
  63. 63. SummaryUnderstanding underlying caller frustration, thebehaviours they cause and what we can do toinfluence them will help us to design and producecaller experiences that generates desirablebehaviours from both a customer experience andoperational perspective.These two aspects are sometimes seen as mutuallyexclusive and this study shows that they are in factcomplementary
  64. 64. Experience AND Efficiency? ExampleEvery caller who reaches the right place first time is positive for the customer (93% of them) and is a cheaper call to handle.
  65. 65. We can positively influence the behaviour of our customers when they get in touch if we do the right things.(However, if we do the wrong things we will create negative behaviours)
  66. 66. ROI FactorsAbandoned callsRight first time routingFirst call resolutionCall transfersAcceptance of self serveCall deflection to other channels
  67. 67. Business Case For Change
  68. 68. Build a Business Case Understanding the business case forchange is crucial in this climate. Makesure you know what each elements costs you
  69. 69. Communicate changes If you do make changes, communicate them internally and with customers.Sign post the different choices and explain why if necessary
  70. 70. IVR doesnt just impact telephony We saw earlier how positive customer feedback increases agent job satisfaction, and commitment to the organisation as well as reducing the percentage of absenteeism and intention to resign This means the IVR has wider consequences and can add even more value to the organisation as a whole
  71. 71. Listen to your experienceOn the way home dial in to your main numbersand listen to the experience in relation to the discussion today. What will you do differently?
  72. 72. Any questions on what we have covered so far?
  73. 73. Thank you for listening My name is Rick Kirkham Email me Or call me on 020 8931 9300