How technology affects agent performance and the bottom line by @dr natalie petouhoff-contact center

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How technology affects agent performance and the bottom line by @dr natalie petouhoff-contact center

  1. 1. Technology’s  Affect  on:     Delivering  Great  Customer  Experiences  via  Agents  &  The  Bo?om-­‐Line     By  Dr.  Natalie  Petouhoff                        www.DrNatalieNews.com                    @DrNatalie  on  Twi9er  
  2. 2. Dr. Natalie’s Background Analyst Rankings: PWC Management Consultant Chief Strategist for Social Media & Digital Communications PR & Marketing Agency Top Forrester Customer Service, Social Media, CRM Analyst Instructor at Center for Entertainment, Media and Sports Summer Institutes at UCLA Anderson
  3. 3. Write  Books  or  Chapters  In  OPB
  4. 4. The  Agenda   •  The  Study   •  The  Results   •  How  to  Apply  Findings  to  Your  Contact  Center  
  5. 5. The  Research  Study   Determine  the  direct  affect  of  technology  on  agents  
  6. 6. THE  RESULTS:  What  We  Found…   •  Agent  Technology…   •  Can  increase  operaEonal  costs     •  Has  a  direct  affect  on  customer  churn  &  sales   •  The  eight  reasons  why  these  condiEons  exist   •  Steps  to  take  to  ensure  the  technology  is   supporEng  your  agent’s  ability  to  deliver  their   best  customer  experience  
  7. 7. What’s  New?   Most  Contact  Centers…   •  SEll  seen  as  a  cost  center     •  But  for  this  hour,  consider  that  a   contact  center  is  revenue  center…   •  Even  if  it  doesn’t  answer  one  direct   sales  call…   •  Consider  that  perhaps  Service  Drivesà   Sales,  PR,  MarkeEng,  Engineering,   Manufacturing,  Supply  Chain…    
  8. 8. The  Contact  Centers  is  the     Most  Customer-­‐facing  Department   •  It  always  has  been…     •  And  even  before  social  media  it  had  a  direct   influence  on  future  and  present  sales   •  But  with  social  media,  the  contact  center   ma9ers  more  now  than  ever…     •  And  it’s  easier  to  prove…   Why?  
  9. 9. It’s  always  been  true…   The Contact Center is Like a Canary in Coal Mine
  10. 10. Most everything the business needs to know… •  What’s  working   •  What’s  not  working     •  What  would  be  be9er  if…   Can be seen by evaluating customer conversations… But it’s been difficult to “get” senior management to understand that…
  11. 11. But Social Media has Changed the Game In the Contact Center’s Favor… The difference? We call it the Witness Factor™!
  12. 12. Go  Back  In  Time…   People  Were  PredicTng  This…   There  would  be…     A  place  in  3me     Where  the…   •  Customer‘s  voice   •  Employee’s  voice       Would  start  to  mean  something…   And  there  would  be  an  enabling  technology     That  is  web  2.0    social  media…     We  are  here  now…     This  is  your  opportunity…  
  13. 13. GO BACK FURTHER…   MANY SCHOLARS HAD ADVOCATED TO LISTEN TO CUSTOMERS, EMPLOYEES…
  14. 14. GO BACK FURTHER…   MANY SCHOLARS HAD ADVOCATED TO LISTEN TO CUSTOMERS, EMPLOYEES… Integrating That Feedback Back Into Products & Services… Means you’d have better products, services, a better company, more engaged employees & more loyal customers…
  15. 15. Today  Customer’s  Post  Comments  online…   •  On  review  sites  like  –  Yelp,  Amazon…   •  On  Facebook   •  On  Twi9er   •  In  Forums  &  CommuniEes…   Just  because  a  company  is  not  listening  online,   doesn’t  mean  that  customer’s  are  not  posEng…     What  should  you  do  about  that?   Come  to  my  session  tomorrow:   MulE-­‐Channel  Customer  Service  at  11:45  AM   7  Steps  to  IntegraEng  TradiEonal  with  Social…  
  16. 16. Word-­‐of-­‐mouth  in  social  media  tends   to  be  very  direct  &  authenEc   Most  everything  the  business   needs  to  know…   •  What’s  working   •  What’s  not  working     •  What  would  be  be9er  if…       Can  be  seen  in  social  networks…  
  17. 17. Witness Factor™ Describes the idea that with social media customer feedback is now public And like cave paintings, it’s permanent— for millions of people to see, forever…
  18. 18. 1-9-90 •  1% complain •  9% respond to complainer •  90% read but don’t post Most of your customers are in the 90%
  19. 19. Social Customer Service: Not only good at providing mission critical information to the company… But its public nature is helping executives understand why the Contact Center is so important Canaries in Coal Mine
  20. 20. Remember the book: Who Moved My Cheese? •  Social Media is not going away •  It’s not about: •  If the cheese is going to move •  Or where it’s moving •  It’s what are you doing about it… •  Do you want to learn about it now? •  Or be in a reactive, PR nightmare?
  21. 21. But Social Media has Changed the Game In the Contact Center’s Favor… The difference? We call it the Witness Factor™!
  22. 22. Go  Back  In  Time…   People  Were  PredicTng  This…   There  would  be…     A  place  in  3me     Where  the…   •  Customer‘s  voice   •  Employee’s  voice       Would  start  to  mean  something…   And  there  would  be  an  enabling  technology     That  is  web  2.0    social  media…     We  are  here  now…     This  is  your  opportunity…  
  23. 23. GO BACK FURTHER…   MANY SCHOLARS HAD ADVOCATED TO LISTEN TO CUSTOMERS, EMPLOYEES…
  24. 24. GO BACK FURTHER…   MANY SCHOLARS HAD ADVOCATED TO LISTEN TO CUSTOMERS, EMPLOYEES… Integrating That Feedback Back Into Products & Services… Means you’d have better products, services, a better company, more engaged employees & more loyal customers…
  25. 25. Today  Customer’s  Post  Comments  online…   •  On  review  sites  like  –  Yelp,  Amazon…   •  On  Facebook   •  On  Twi9er   •  In  Forums  &  CommuniEes…   Just  because  a  company  is  not  listening  online,   doesn’t  mean  that  customer’s  are  not  posEng…     What  should  you  do  about  that?   Come  to  my  session  tomorrow:   MulE-­‐Channel  Customer  Service  at  11:45  AM   7  Steps  to  IntegraEng  TradiEonal  with  Social…  
  26. 26. Word-­‐of-­‐mouth  in  social  media  tends   to  be  very  direct  &  authenEc   Most  everything  the  business   needs  to  know…   •  What’s  working   •  What’s  not  working     •  What  would  be  be9er  if…       Can  be  seen  in  social  networks…  
  27. 27. Witness Factor™ Describes the idea that with social media customer feedback is now public And like cave paintings, it’s permanent— for millions of people to see, forever…
  28. 28. 1-9-90 •  1% complain •  9% respond to complainer •  90% read but don’t post Most of your customers are in the 90%
  29. 29. Social Customer Service: Not only good at providing mission critical information to the company… But its public nature is helping executives understand why the Contact Center is so important Canaries in Coal Mine
  30. 30. Remember the book: Who Moved My Cheese? •  Social Media is not going away •  It’s not about: •  If the cheese is going to move •  Or where it’s moving •  It’s what are you doing about it… •  Do you want to learn about it now? •  Or be in a reactive, PR nightmare?
  31. 31. Our  Study  Looked  At…   Agent  ProducTvity  &  Costs:   •  A  Siloed  Channel  Approach  Agent  Desktop   •  Not  IntegraEng  All  Channels     •  Inaccurate  Knowledge  Management  Databases   Customer  LifeTme  Value  &  Revenue:   •  Reducing  Customer  Churn  Rates  &  Increasing  Sales   –  Immediate  Responses  to  NegaEve  Word-­‐of-­‐Mouth   –  ProacEve  Social  Customer  Engagement  &  PosiEve  Word-­‐of-­‐ Mouth   Agent  AVtudes:   •  Drive  A9riEon   •  Poor  Customer  Experiences  
  32. 32. 3  Case  Studies   •  Case  Study  1:     –  $60M  private,  online  community  &  subscripEon-­‐based   services  company  providing  sales  &  support     •  Case  Study  2:     –  $700M  publically-­‐traded,  consumer  electronics  company,   providing  sales  &  tech  support   •  Case  Study  3:     –  $31B  publically-­‐traded  telecommunicaEons  company,   providing  technical  consumer  support  
  33. 33. Case  Study  #1:  Company  Background   •  60  contact  center  agents   •  QuesEons:     –  Technical  “how  to”  &  Billing  &  product  info       •  Agent’s  measured  on   –  ReducEon  of  churn  /  subscripEon  saves     –  Quality  of  interacEon     •  Contact  Center  Management  System     •  Provided  by  outsourced  vendor   –  Highly  customized   –  Lack  of  desktop  integraEon:   •  Chat   •  Social  Media  
  34. 34. Case  Study  #2:  Company  Background   •  75  agents     •  QuesEons:     –  Technical  “how  to”    on  2500  SKUs  –  B2B  and  B2C     •  Agent’s  measured  on   –  Quality  of  interacEon   –  Technical  proficiency   •  Contact  Center  Management  System   •  SaaS  implemented  1  year  ago,  with  some  customizaEons   –  Lack  of  desktop  integraEon:   •  Chat   •  Social  Media  
  35. 35. Case  Study  #3:  Company  Background   •  1005  agents  in  this  center;  17,000  Agents  total   •  49%  Agent  A9riEon   •  QuesEons:     –  Technical  “how  to,”  product  informaEon   –  Social  Media  posts  (done  by  hand)     •  Agent’s  measured  on:   –  ReducEon  of  subscriber  churn  or  subscripEon  saves     –  Quality  of  contact     •  CRM  system   –  10  year  old  system,  highly  customized   –  Lack  of  desktop  integraEon:     •  Chat   •  Social  Media  
  36. 36. Case  Study  #3:  Company  Background   •  1005  agents  in  this  center;  17,000  Agents  total   •  49%  Agent  A9riEon   •  QuesEons:     –  Technical  “how  to,”  product  informaEon   –  Social  Media  posts  (done  by  hand)     •  Agent’s  measured  on:   –  ReducEon  of  subscriber  churn  or  subscripEon  saves     –  Quality  of  contact     •  CRM  system   –  10  year  old  system,  highly  customized   –  Lack  of  desktop  integraEon:     •  Chat   •  Social  Media  
  37. 37. We  Did  Time-­‐MoEon  Studies  to  Look  at:   Agent  ProducTvity  &  Costs:   –  A  Siloed  Channel  Approach  Agent  Desktop   –  Not  IntegraEng  All  Channels     –  Inaccurate  Knowledge  Management  Databases…  
  38. 38. The  Time  MoEon  Analysis  of…   •  Agents  using  current  agent  desktop   •  ProducEvity  loss:    
  39. 39. Benefits  Of  Improving     Agent’s  Technology   •  •  •  •  •  •  Reduced  agent  frustraTon   Increased  agent  producTvity   Increased  FCR  (First  Contact  ResoluTon)   Increased  posiTve  word-­‐of-­‐mouth   Increased  CLTV  (Customer  LifeTme  Value)   Reduced  costs  and  increased  revenue  
  40. 40. Loss  in  ProducEvity  due  to…   •  Too  many  screens  open  at  once;  Eme  toggling   between  screens   •  System  very  slow   •  Having  to  cut  and  paste  informaEon  from  one   system  to  another   •  Knowledge  bases  had  poor  search;  difficult  to  find   correct  answers   –  Long  handle  Emes   –  Oqen  not  able  to  resolve  the  issue  the  first  Eme   •  Didn’t  have  chat  or  co-­‐browse  or  it  integrated  to  the   desktop…  
  41. 41. Loss  in  ProducEvity  due  to…   •  Tweets,  Facebook  posts  not  integrated  to  the  agent   desktop-­‐  doing  it  by  hand   –  Go  out  to  company’s  Twi9er  handle   –  Look  for  comments   –  Cut  and  paste  the  comment  from  Twi9er  back  into  the  contact   center  management  system   –  Try  to  idenEfy  if  the  comment  was  made  by  a  customer   –  Direct  Message  the  customer   –  SomeEmes  can’t  match  social  media  idenEty  to  customer   record   –  Search  for  answer  in  the  knowledge  base    -­‐  can’t  find  the   answer….  
  42. 42. The  Cost  of  Lost  ProducEvity  /  Year     ProducTvity   Metric   Phone   eMail  /  chat   Social  Media   FCR   Agent  A9riEon   Case  Study     #1       -­‐$236,040   Case  Study     #2       Case  Study     #3       -­‐$542,072   -­‐$4,440,800  
  43. 43. Our  Study  Looked  At…   Customer  LifeTme  Value  &  Revenue:   –  Reducing  Customer  Churn  Rates  &  Increasing  Sales   •  Immediate  Responses  to  NegaEve  Word-­‐of-­‐Mouth   •  ProacEve  Social  Customer  Engagement  &  PosiEve  Word-­‐of-­‐Mouth  
  44. 44. NegaEve  Word-­‐of-­‐Mouth  Leads  to   Customer  Churn-­‐  especially  online…   “When  customers     see  other  customer’s  negaEve  posts,    they  believe  other  customers    more  than  the  company’s     AdverEsing  and  MarkeEng.”   –  Edelman  and  Nielsen  
  45. 45. By  Taking  A  ProacTve  AcTon  In  Social  Media   And  IntegraTng  Social  Media  Into  the  Agent  Desktop     •  •  •  •  Respond  to  negaEve  comments  and     Turn  them  around   Reduce  negaEve  word-­‐of-­‐mouth   And  reduce  customer  churn    Metric   Reducing  Customer   Churn  /  NegaEve  WOM   Case  Study  #1   Case  Study  #2   Case  Study  #3   $245,592   $960,000   “Nega&ve  WOM  can  reduce  a    company’s  market  share  by  20%.”     –  McKinsey   $640,000  
  46. 46. Increased  Incremental  Revenue  /  Year      “A  high-­‐impact  recommenda&on—   from  a  trusted  friend  conveying  a  relevant  message,   —is  up  to  50X  more  likely  to  trigger  a  purchase    than  a  low-­‐impact  recommenda&on.”    Metric   Increasing  CLTV/   ProacEve/  PosiEve  WOM     Case  Study  #1   Case  Study  #2   Case  Study  #3   $544,000   $719,000   $3,180,000   Word-­‐of-­‐mouth  is  the  primary  factor    behind  20  to  50%  of  all  purchasing  decisions.”   -­‐-­‐  McKinsey    
  47. 47. Why  Word  of  Mouth  Ma9ers   “Sales  directly  aJributable  to  the     proac&ve  and  posi&ve  word-­‐of-­‐mouth     for  the  iPhone     outstripped  those  aJributable    to  Apple’s  paid  marke&ng-­‐-­‐  6-­‐fold.”     -­‐-­‐  McKinsey       h9p://vandymkEng.typepad.com/files/2010-­‐4-­‐mckinsey-­‐a-­‐new-­‐way-­‐to-­‐measure-­‐word-­‐of-­‐mouth.pdf  
  48. 48. Technology’s  Affect  On    the  Bo9om-­‐line     The  change  in  net  profit   contribuTon…    Metric   Case  Study  #1   Case  Study  #2   Case  Study  #3   Part  1:    Agent   ProducEvity     $236,040     $542,072     $4,440,800   Part  2:    Customer  Churn/   Customer  LifeEme  Value   $789,592   $1,679,000   $3,820,000  
  49. 49. Technology’s  Affect  On    the  Bo9om-­‐line     The  change  in  net  profit   contribuTon…    Metric   Case  Study  #1   Case  Study  #2   Case  Study  #3   Part  1:    Agent   ProducEvity     $236,040     $542,072     $4,440,800   Part  2:    Customer  Churn/   Customer  LifeEme  Value   $789,592   $1,679,000   $3,820,000   $1,025,632   $2,232,592   $9,240,800   TOTAL  
  50. 50. Our  Study  Looked  At…   Agent  AVtudes:   •  Drive  A9riEon   •  Poor  Customer  Experiences  
  51. 51. What  Agent’s  Told  Us…The  Results     “Having  many  screens  open,   remembering  different  login   passwords  and  toggling  back   and  forth  becomes  tedious,   &resome  and  nega&vely  affects   our  aPtude  &  our  work”          
  52. 52. What  Agent’s  Told  Us…The  Results   “Less  of  us  would  leave  if  the   technology  we  use  everyday   was  easier  to  use;  our  job   would  be  less  repe&&ve  and   less  stressful”            
  53. 53. What  Agent’s  Told  Us…The  Results   “We  know  that  we  can     not  only  convert     poten&al  customers  into   customers     but  how  we  interact  with   customers  drive  sales     But  the  company  has  to   understand  this  and  give   us  the  right  tools”      
  54. 54. What  Agent’s  Told  Us…The  Results   “I’m  a  customer.    I  know  that  when  I  see   nega&ve  posts,  it   discourages  me  from   buying  stuff     Our  company  has  to  start   paying  aJen&on  to  social   media…”        
  55. 55. WHY IS CHANGE DIFFICULT?  1.  OrganizaTonal  PoliTcs   •  Lack  of  cross-­‐funcEonal  collaboraEon   •  MarkeEng  or  PR  department  owns  the  Facebook   page  and/or  all  social  channels  
  56. 56. WHY IS CHANGE DIFFICULT?  1.  OrganizaTonal  PoliTcs   •  Lack  of  cross-­‐funcEonal  collaboraEon   •  MarkeEng  or  PR  department  owns  the  Facebook  page  and/or  all  social  channels   2.  Ability  to  Adopt  to  Change   •  Changing  current  methods  of  operaEng  are  daunEng    
  57. 57. WHY IS CHANGE DIFFICULT?  1.  OrganizaTonal  PoliTcs   •  Lack  of  cross-­‐funcEonal  collaboraEon   •  MarkeEng  or  PR  department  owns  the  Facebook  page  and/or  all   social  channels   2.  Ability  to  Adopt  to  Change   •  Changing  current  methods  of  operaEng  are  daunEng       3.  Training   •  Making  changes  to  how  agents  &  outsourced  providers   conduct  tasks  is  Eme  consuming   •  Siloed  systems  increase  training  costs   •  3.
  58. 58. WHY IS CHANGE DIFFICULT?  OrganizaTonal  PoliTcs   •  Lack  of  cross-­‐funcEonal  collaboraEon   •  MarkeEng  or  PR  department  owns  the  Facebook  page  and/or  all  social   channels   Ability  to  Adopt  to  Change   •  Changing  current  methods  of  operaEng  can  be  daunEng     Training   •  Making  changes  to  how  agents  &  outsourced  providers  conduct  tasks  is   Eme  consuming   •  Siloed  systems  increase  training  costs   4.  Outsourcing  Vendor  Alignment   •  Reliance  on  an  outsourced  provider’s  platorm  for  soqware  &   hardware  
  59. 59. WHY IS CHANGE DIFFICULT? 5.  Legacy  Systems   •   Large  rip  and  replace/integraEon  decisions  can  take   Eme  to  approve  within  IT  and  the  company  
  60. 60. WHY IS CHANGE DIFFICULT? 5.  Legacy  Systems   •   Large  rip  and  replace/integraEon  decisions  can  take  Eme  to   approve  within  IT  and  the  company     6.  Too  Many  Choices   •  ProliferaEon  of  soqware  choices  w/varying  features,   funcEons  and  maturity    
  61. 61. WHY IS CHANGE DIFFICULT? 5.  Legacy  Systems   •   Large  rip  and  replace/integraEon  decisions  can  take  Eme  to   approve  within  IT  and  the  company     6.  Too  Many  Choices   •  ProliferaEon  of  soqware  choices  w/varying  features,  funcEons   and  maturity   7.  Recent  Soiware  Investments   •  Are  not  state-­‐of-­‐the-­‐art,  may  be  already  outdated  or  not   easily  extensible    
  62. 62. WHY IS CHANGE DIFFICULT? 5.  Legacy  Systems   •   Large  rip  and  replace/integraEon  decisions  can  take  Eme  to  approve  within  IT   and  the  company     6.  Too  Many  Choices   •  ProliferaEon  of  soqware  choices  w/varying  features,  funcEons  and  maturity   7.  Recent  Soqware  Investments   •  Are  not  state-­‐of-­‐the-­‐art,  may  be  already  outdated  or  not  easily  extensible     8.  Need  the  Business  Case   •  OperaEonal  costs  and  topline  revenue  impact  of   making  changes  has  not  been  quanEfied  in  terms  of   benefits  and  ROI  to  the  company    
  63. 63. PracTcal  Steps  To  Take   •  Review  the  case  studies  in  depth   •  Get  execuEve  buy-­‐in  to  benchmark  your  organizaEon   •  Get  outside  help  to  benchmark  your  content  –  and  bolster   credibility   •  Review  the  analysis   •  Create  the  business  case  for  change  to  people,  process   and  technology   •  Present  it  to  execuEves  and  get  approval   •  Create  a  short-­‐  and  long-­‐term  plan   •  Get  to  it  before  your  compeEtors  beat  you  to  it!   THANK  YOU!   DoctorNatalie@gmail.com   @DrNatalie   www.DrNatalieNews.com  

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