Metrics that Wow! How Coremetrics Became the Customer Service Model of Success


Published on

A customer-centric culture has never been more important to organizations than it is today, and the most successful customer service organizations have realized the criticality of the customer experience, as well as the need to make organizational changes to improve it.

But how do you facilitate an organizational shift? How do you recognize the need for change, develop a plan, determine customer & business impact, and get results? How do you achieve key support metrics such as?

:: Customer satisfaction improved to 90%
:: Agent responsiveness is up to 92%
:: Agent product knowledge grew to 91%
:: Customer loyalty jumped to 93%

This eye-opening webinar helps you to discover how organizations can reduce their cost to provide service while increasing customer satisfaction by investing in technology and implementing internal change.

Published in: Business
  • Be the first to comment

No Downloads
Total Views
On Slideshare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide
  • Script to come.
  • Metrics that Wow! How Coremetrics Became the Customer Service Model of Success

    1. 1. Thank you for joining us! The webinar, Metrics that Wow! How Coremetrics Became the Customer Service Model of Success, will begin shortly. A link to view the recorded webinar will be emailed to all attendees in 3-4 business days.<br />
    2. 2. “Metrics that Wow! How Coremetrics Became the Customer Service Model of Success”Gary McNeil, Vice President of Marketing, ParaturePaige Newcombe, Senior Director, Global Client Services, CoremetricsJohn Ragsdale, Vice President of Technology Research, TSIA<br />
    3. 3. Parature<br />Parature is a global leader in on-demand software (SaaS) for customer service and support<br />Parature enables organizations to:<br />Reduce the cost of supporting their customers<br />Have a 360 view of customer issues<br />Retain their customers<br />Improve customer loyalty<br />Generate more revenue from their base<br />Deliver “great” customer service<br />
    4. 4. The Customer Has Never Been More Important! <br />In light of sales teams selling less - organizations are focused on:<br />Customer retention<br />Customer upsell and cross sell opportunities<br />Lifetime value of a customer<br />Overall revenue from the customer base<br />
    5. 5. The Implications of Getting it Wrong Costing you money now…and later<br />5<br />
    6. 6. Service Has Become A Major Differentiator<br />Improving the customer experience<br />Multi-channel support<br />Providing support in the manner by which the customer wants it<br />Reducing customer effort<br />Delivering on the promise of first contact resolution<br />The result is reduced frustration<br />Increasing customer loyalty<br />By reducing customer effort you increase customer loyalty<br />Increased loyalty is a game changer<br />
    7. 7. Parature: An Integrated Support Suite<br />CUSTOMER TOUCH POINTS<br />SERVICE DESK <br />Delivering Multi-Channel Support<br />For your CSR’s to Manage All Customer Interactions<br />Metrics &Reports<br />Deploy Surveys<br />Feedback<br />Chat<br />Ticket<br />?<br />Forums<br />Your CSR<br />Downloads<br />Mobile <br />Your Customer<br />E-Mail<br />Knowledge-base and FAQ’s<br />360º Customer History<br />Intelligent Workflow<br />Phone<br />Service Desk<br />7<br />
    8. 8. 800 Customers Across All Industries<br />Gaming and Digital Media<br />Business Services<br />Technology<br />Healthcare<br />Associations<br />Education<br />8<br />
    9. 9. John Ragsdale<br />Vice President, Technology Research<br />
    10. 10. 10<br />Since 1989<br />Since 1975<br />Since 2005<br />10<br />
    11. 11. TSIA Member Profiles<br />320+ Corporate members across all areas of enterprise and consumer technology<br />
    12. 12. Benchmarking: The MYTH of “Best Practices”<br />Just because everyone’s doing it doesn’t mean it is a ‘best practice’<br />Identify which practices lead to positive business results<br />Prioritize changes based on business impact<br />12<br />
    13. 13. When Practices Meet Results<br />Common Practice<br />Represents what a clear majority of companies are doing regarding a specific business practice.<br />Reasonable Practice<br />A practice that multiple companies have implemented successfully and it has created business benefits. <br />Pacesetter Practice: <br />A practice that consistently presents itself in the highest financial performing services organizations.<br />Required Practice: <br />Practices that a majority of the industry pursues AND is implemented by a majority of the highest-performing services organizations.<br />Recommended Practice<br />Reasonable practices found in a majority of the highest-performing services organizations.<br />13<br />Recommended Practice<br />Required Practice<br />
    14. 14. Operational Metrics: Small Changes Can Make Big Impacts<br />COST<br />QUALITY<br />TIME<br />
    15. 15. Creating a Services Dashboard<br />An intuitive graphical display that is easy to understand<br />A logical structure for theinformation presented<br />Little or no user trainingrequired to interpret thedashboard<br />Regular and frequentupdates of information foraccuracy and relevance tocurrent conditions<br />Consolidated information from multiple sources, departments, or markets that can be viewed simultaneously<br />
    16. 16. Services Dashboard<br />
    17. 17. TSIA STAR Awards<br />Recognizing excellence in service and support operations<br />Started in 1990<br />Member companies submit applications to be judged by TSIA Executive Advisory Board<br />Finalists recognized at TSW Spring and Fall Conferences<br />Spring categories<br />Best Online Community<br />Best Customer Commitment<br />Best Knowledge Management Practices<br />Best Online Support<br />Best Service Delivery Optimization<br />Best Support Staff Practices<br />Best Practices in Value-Added SupportTM<br />Best Embedded Product Support<br />Best Emerging Company Support<br />Best Use of Metrics and Business Intelligence<br />Fall categories<br />Service Excellence in Outstanding Improvement<br />Service Excellence in Partner Management<br />Service Excellence in Mission Critical Support <br />Service Excellence in Consumer Support<br />Service Excellence in Innovative Support<br />Service Excellence in Continual Improvement<br />Service Excellence in Complex Application Support<br />Service Excellence in Integrated Services<br />Service Excellence in Emerging Business Support<br />
    18. 18. TSIA STAR Awards<br />Applications must include:<br />Metrics documenting customer and business impact<br />A minimum of 6 quarters of trended CSAT scores<br />Project plans, lessons learned, future plans<br />Applications average 50-60 slides in length<br />Congratulations to our 2009 Finalist for<br />Service Excellence in Outstanding Improvement:<br />
    19. 19. Agent Performance Satisfaction Metrics<br />
    20. 20. Overall Satisfaction and Loyalty Metrics<br />
    21. 21. The SSPA Recommends<br />Document all the relevant cost and operational metrics and understand inter-dependencies<br />Create a Services Dashboard to streamline access to information and increase visibility<br />Benchmark your performance against industry peers to identify metrics to improve<br />Calculate potentialannual impact of incremental improvements—even small ones<br />Invest in new or refreshed technology where ROI potential is clear and attainable<br />
    22. 22. 22<br />About Coremetrics<br />Decade of expertise: Analytics, Marketing Optimization<br />Complete marketing optimization portfolio built on unified analytics foundation<br />Named “Leader” in The Forrester Wave™: Web Analytics Q3 2009 Report (July 2009)<br /><ul><li>Highest score for “Strategy”
    23. 23. Highest score for “Reference Client Strength”
    24. 24. Perfect score for Integration (5.0 out of 5.0)</li></ul>Over 2,100 online brands transacting $20B+ <br />50%+ growth in online brands in 2009<br />Industry recognitions and awards:<br />
    25. 25. 23<br />2,100 leading brands worldwide<br />Travel & Hospitality<br />B2B<br />Content<br />Financial Services<br />Retail<br />
    26. 26. 24<br />Recognizing a need for change<br />Since 2003, Coremetrics has been a service leader in the web analytics industry, differentiating ourselves by providing unlimited support for unlimited users as part of our standard services offering<br />Forrester Wave ™, Web Analytics, (Q3,2003); (Q2, 2004); (Q1, 2006); (Q3, 2007)<br />‘Coremetrics combines premier tools with superb customer service of its own…’ (2004)<br />‘Forrester confirms Coremetrics as a market leader for solid technology….and superb customer service’ (2006)<br />‘Coremetrics receives strong ranking for…strong customer service. …ability to provide support, acting like a partner, not a vendor.’ (2007)<br />
    27. 27. 25<br />Recognizing the need for change<br />In 2007, web analytics was becoming a hot technology<br />Our company was experiencing rapid growth. The current model was not scalable, we could not keep up. We realized that we needed to put a plan in place that met the following criteria:<br />Enabling us to scale the business(support more clients per representative)<br />Providing faster response rates(trends in support channel preferences were changing)<br />Ensuring our support knowledge outpaced the clients’ knowledge(incorporate industry expertise) <br />Providing the clients with educational information at their fingertips(product<br />
    28. 28. 26<br />Paradigm Shift Plan: A multi-prong methodology<br />Create a technology services industry-leading support organization, that continues to provide relentless support for our clients’ relentless marketing needs, <br />Without bankrupting the company (finds ways to continue to provide service excellence that did not involve hiring a new support representative with every X customers)<br />Without jeopardizing our commitment to service excellence<br />Challenge: How do you scale a business without negatively impacting the service provided to clients? How can limited resources provide MORE support? <br />
    29. 29. 27<br />1. Web Self-Service, Knowledgebase: unlimited<br />Welaunched our site with a robust knowledge base, investing in features<br />Auto-generated detailed reports: provide detailed feedback on each knowledge base article usage.<br />Topics with little to no traffic are reviewed for proper categorization and ‘key’ word linkage for better search results and considered for removal<br />Article feedback feature allows clients to provide feedback on relevancy or helpfulness from each<br />Article subscription feature allows clients to subscribe to article(s) to receive notice when the article is updated<br />Related topics list provides answers and articles related to searched topics<br />
    30. 30. 28<br />1. Web Self-Service, Knowledgebase<br />We drink our own Champagne:<br />Results<br />Results: 24x7 Support enables clients to get quick responses and deflects live agent interactions<br />71.11% of inquiries are deflected through self-service<br />165% increase in volume deflected since the implementation of web-self service (continued success)<br />> 2100 documents and on-demand training videos downloaded per month<br />~ 2000 questions deflected per month<br />7300 unique end users from 420 clients log into the Support Center quarterly<br />12% of business support is being deflected by the newly implemented Live Chat (supported by a team of experts)<br />
    31. 31. 29<br />2. Subject Matter Expertise: unlimited<br />Invest in highly skilled resources who have hands-on experience working with our product <br />‘Right’ resources for more prescriptive support and faster resolution<br />>50% of our customer support staff are former client side web analysts<br />This drives more strategic support where web-self service answers tactical questions<br />
    32. 32. 30<br />3. Quality Improvement ProgramsNew reports created for improved insight and cross team communication<br />
    33. 33. 31<br />3. Quality improvement for increased responsiveness<br />Contractually commit to our ETRs (estimated time to respond and resolve) by publishing them in our service agreement in each client’s contract. The published commitments, includes our escalation path from support management to the COO.<br />Commit, publish, monitor, track<br /><ul><li>All tickets are assigned a severity level based on the nature of the issue. The descriptions of the severity levels along with the committed response and resolution time frames are committed in the contract’s services agreement.
    34. 34. Aggressive resolution time frames range from 4 hours (severity 0) to 2 days (severity 1) to 4 days (severity 2).</li></ul>* In addition to the detail and commitments provided in the contracts, the top 15 examples of common inquires that fall to each severity type are posted on the home page of the online support center for easy reference. <br />As contractually committed: tickets past the resolution commitment are routed accordingly: <br />1 day past the resolution time: Support Manager<br />2 days past the resolution time: Client Services Director <br />5 days past the resolution time: Chief Operating Officer<br />We have set up a custom report that generates a daily ‘past due’ report. This is used for the escalation process.<br />
    35. 35. 32<br />3. Quality Improvement for increased responsiveness, cntd<br />Additional proactive measures<br />Auto-generated after-ticket survey (Report: Feedback-Yesterday), generates daily to capture client satisfaction within 3 areas of service received from the specific issue: responsiveness, professionalism, ability to resolve. Clients provide a reply for each on a 1-5 scale (5 being the highest). Replies with a 3 or below receive an immediate call from Support Management. Escalated concerns are added to the DSD meeting. <br />Results:<br /><ul><li>1st responder resolution rate: 98.13%
    36. 36. The % of tickets resolved within triage/level 1
    37. 37. Customer satisfaction: 4.5 (out of 5.0)
    38. 38. for responsiveness and resolution
    39. 39. based on after-ticket survey feedback averages for 2009. Below is a snapshot of an auto-generated daily report
    40. 40. Ticket resolution commitment attainment: 99.7% </li></ul>Establishing effective processes is the key to speed. <br /> Visibility, communication and promise are key to achieving success<br />
    41. 41. 33<br />4. R&D Handshake<br />Our R&D and Customer Support work as a unified team<br />Meets regularly with R&D to discuss advanced initiatives<br />Drives R&D to engineer supportability features into the products<br />Create support tools for proactive messaging and monitoring<br />Create tools to empower and provide more information to clients. <br />Empower Support with tools to quickly address clients’ requests for configuration changes in their application.<br />Handshake on release activities: Test Fest, Beta, Release weekend testing<br />Results<br />Each release has shown a downward trend in the number of release related bugs<br />Note: our last major release resulted in 0 additional support issues!!<br />
    42. 42. 34<br />5. Proactive Service Offerings<br /><ul><li>The top 10% of our clients make up 50% of our revenue
    43. 43. To keep our finger on the pulse, we developed a plan to proactively monitor the support activity and provide targeted service for our top 10% client base and additional ‘high profile’ clients. This is a plan that we execute internally (unknown to our clients) as a best practice to monitor and escalate customer issues, or lack thereof (clients going silent). We call this plan “Shadow Force”
    44. 44. We assign a 2 person team to each account. The team consists of a Technical Support Analyst and an Implementation Engineer
    45. 45. All customer support issues for these clients are routed directly to one of the assigned team members
    46. 46. We created reports that capture the client’s overall support ‘health’ ticket volume, ticket type, status, and shows the month-to-month trend. Information is provided in aggregate and per client user basis
    47. 47. Information is also gathered on product usage to look for clients whose usage has deteriorated
    48. 48. Reports are auto-generated and emailed to the 2 person teams weekly
    49. 49. The team meets bi-weekly to review the health of their assigned clients and communicate concerns to management
    50. 50. Clients considered ‘at risk’ are escalated to management and a cross-team save plan is put in place</li></ul>‘Shadow Force’<br />
    51. 51. 35<br />5. Proactive Service Offerings<br />Results: Decrease in the volume of incident tickets<br />Results: Increase in application usage<br />Since the end of 2008, on average 74% of quarterly booking are additional product / service sales to the existing client base. <br />By EOY 2009, the percent was >80% <br />These are results in back to back record breaking quarters<br />This speaks to the level of service received. <br />Results: Increase in documented client success / case studies<br />2009: Coremetrics published and / or documented > 220 client success stories<br />That correlates to 1 documented success story for every 2 clients<br />Proactive monitoring and messaging has led to a 50% year over year decrease in the volume of ‘trouble’ tickets (break/fix), even though the client base is growing!<br />
    52. 52. 36<br />Additional Impacts<br />Customer Satisfaction Scores Continue to Rise<br /><ul><li> 1%-7% quarter over quarter improvement across the board
    53. 53. CSAT goal attainment is set at 4.6 across the board for 2010
    54. 54. All services employees receive a quarterly bonus for goal attainment
    55. 55. Score increase is directly proportional to our ability to:
    56. 56. provide quick resolution via a robust online support center
    57. 57. provide quick resolution via a team of industry experts, representatives who have once been clients
    58. 58. collaborate with R&D to ensure incidents / trouble tickets are repaired quickly</li></ul>Significant Reduction in Technical Support Tickets (incidents) <br /><ul><li> 17% quarter over quarter reduction in incidents
    59. 59. even with 9.7% average quarterly growth in the customer base
    60. 60. This is directly related to:
    61. 61. ability to work as a unified team with R&D to
    62. 62. review daily incidents
    63. 63. provide feedback on product usability and enhancements
    64. 64. ensure thorough testing (QA), particularly for releases
    65. 65. maximize the time during release Beta periods to enhance product performance and usability</li></li></ul><li>37<br />Additional Impacts<br />24x7 Support Enables Clients to get Quick Resolution<br /><ul><li> This directly impacts client satisfaction as clients are more likely and willing to the web to find instant answers than to call in to a person
    66. 66. 71.11% of tickets are deflected by way of self-service (~ 2,000)
    67. 67. Use of Self-Service continue to rise
    68. 68. 165% increase in volume deflected since implementation
    69. 69. > 2100 documents /on-demand trainings downloaded monthly
    70. 70. 7300 unique end users from 420 clients log into the Support Center quarterly
    71. 71. 12% of business support is being deflected by the newly implemented Live Chat (supported by a team of experts)</li></li></ul><li>38<br />Additional Impacts<br />Technology Implementation allows for resource scalability<br />20% Q over Q client growth<br /><1% Q over Q total ticket volume growth<br />Has allowed for staffing levels to remain at the same level, with 0 increase in headcount<br />Note the decline of technical support issues<br />Note the increase in business support issues up to October 2009 <br />Note that since the implementation of Live Chat in October 2009, business support ticket volume has decreased<br />0 increase in resources over 2 years, helps to reduce our cost of providing service <br />350% increase in clients served with 0% increase in resources<br />Directly links to technology, talent, and improved processes<br />While the client base grows at a rapid rate, we continue to make gains in client satisfaction, responsiveness, agent knowledge scores and customer loyalty<br />
    72. 72. 39<br />Business Impacts<br />Key Metrics Q1 2007 to Q4 2009<br />Metric Measurement <br />(% change)<br />The execution of our Services plan has contributed to our overall bottom line (Q1 2007-Q2 2009)<br />There has been a considerable (39%) increase in revenue <br />We have seen a (-12%) reduction in COGS<br />Resulting in an increase in our gross margin (GM) 72%<br />** As a privately held company, data is shown in % changes rather than values. <br />
    73. 73. 40<br />Result<br />Healthier business<br />350% growth in the client base with 0% growth in number of agents<br />Reduction in the cost of providing service contributed to a 72% gross margin increase<br />Happier clients<br />Clients’ satisfaction scores continue to rise, currently at 93% (4.6/5.0)<br />Customer loyalty scores continue to rise, currently at 93% (% of customers saying they would renew)<br />Customer Support continues to be a differentiator for Coremetrics<br />The Forrester Wave ™, Web Analytics, (Q2, 2009): ‘ Coremetrics received the highest ranking in Reference Client Strength. ..Coremetrics clients expressed satisfaction levels higher than any other company evaluated with perfect marks in services, responsiveness, and support, among others.’<br />By making client support an organizational initiative (creating a customer-centric culture), Coremetrics has continued to be recognized by customers and analysts as a support services leader, while contributing to our bottom line. <br />
    74. 74. 41<br />Results- It’s nice to be recognized….<br />But don’t just take our word…<br />1. Our customers are happy<br />‘Your customer service has always been outstanding (I should know- I call or write at least twice a week). We always receive a prompt and thorough response. Your Support team makes working with Coremetrics a pleasure.”<br />Senior Marketing Manager, Nordstrom’s <br />2. SSPA recognized<br />3. The Analysts love us<br />
    75. 75. 42<br />Lessons Learned<br />Have courage to execute on a massive change focused on the long-term<br />Take action to cultivate long-term relationships<br />Get everybody involved, and hold everybody accountable<br />Invest in technology<br />Hire the right resources to create a ‘customer-centric’ culture<br />Focus on the long-term relationship<br />Have the confidence to contractually commit to service<br />Monitor, measure, and report<br />Always have a plan for the next steps…..<br />
    76. 76. Questions?<br />A link to view the recorded webinar will be emailed to all attendees in 3-4 business days.<br />Follow Parature on<br /><br /><br /><br /><br /><br />