The customer experience factor
                                Steve O’Neill
         Head of Global CRM Consulting Practice
The Demand Delta
…in customer communications
Rising customer expectations of
communication and service…




              ...
Digital networked economy
 Transactions are instant and
 secure
 Technology waves continue to
 disrupt the economy
 Networ...
A new networked perspective
Where we were
How we did it
How we did it
What we learned
 To listen to our customers
 To put our customers at the heart of everything we do
 To empower all of our ...
Customer centric metrics
Metrics used to be all about     Now they need to be about
efficiency, costs and activity   custo...
Virtually linking Team Trackers


                      “We chose BT because they
        “We chose BT because theyreally
...
Virtually linking Team Trackers
Contact centres track lost baggage for stressed travellers
  Air France/KLM, Europ Assista...
Transforming Continental Airlines
Consolidation into strategic sales operation in Mexico




              “After listenin...
Transforming
Continental Airlines
Consolidation into strategic sales operation in Mexico
  Best Place to Work (Fortune Mag...
In summary
 Customer expectations will continue to increase
 Customer oriented infrastructure underpins delivery
 Infrastr...
Thank you




        Offices worldwide

        Telecommunications services described are subject to availability and may...
Bt Customer Experience Factor
Bt Customer Experience Factor
Bt Customer Experience Factor
Bt Customer Experience Factor
Bt Customer Experience Factor
Bt Customer Experience Factor
Bt Customer Experience Factor
Bt Customer Experience Factor
Bt Customer Experience Factor
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Bt Customer Experience Factor

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Bt Customer Experience Factor

  1. 1. The customer experience factor Steve O’Neill Head of Global CRM Consulting Practice
  2. 2. The Demand Delta …in customer communications Rising customer expectations of communication and service… Demand Delta Organisations inability to keep up with customer expectations
  3. 3. Digital networked economy Transactions are instant and secure Technology waves continue to disrupt the economy Networks are low cost and ubiquitous Network, not the computer Ability to connect, not compute
  4. 4. A new networked perspective
  5. 5. Where we were
  6. 6. How we did it
  7. 7. How we did it
  8. 8. What we learned To listen to our customers To put our customers at the heart of everything we do To empower all of our people to own & resolve customer issues To ensure that senior management have first hand experience of front-line customer interactions To recognise this is not a once-and-done initiative, but an ongoing strategy Applied customer centric metrics
  9. 9. Customer centric metrics Metrics used to be all about Now they need to be about efficiency, costs and activity customer experience & outcomes Time to answer First contact resolution Call abandon rate Contact outcome Average call handling time Average value over time Calls per hour Skill churn rate Customer satisfaction Customer dissatisfaction Utilisation
  10. 10. Virtually linking Team Trackers “We chose BT because they “We chose BT because theyreally listened to us, listened understood our business, and to us, really understood our business, had the global reach and and had the global reach and resource resource that we were looking that we were looking for…they could for…they could meet our challenging timescales for meet our challenging timescales for implementation.” implementation.” Attilio Battaglia Chief Executive Officer Team Trackers Attilio Battaglia Chief Executive Officer Team Trackers
  11. 11. Virtually linking Team Trackers Contact centres track lost baggage for stressed travellers Air France/KLM, Europ Assistance joint venture Single point of contact, 24/7 * 365 Provides multi-lingual baggage and claim management services for major Airlines, customer answered in native language 80% of all call answered within 20 seconds 10% increase in calls answered within 20 seconds Seamless, full service transferred to Prague contact centre after fire knocked out Madrid centre – in under 20 minutes
  12. 12. Transforming Continental Airlines Consolidation into strategic sales operation in Mexico “After listening to what we wanted, BT approached us with this unique partnering option: they would be responsible for the outsourced call centre, provide the telecoms and manage the overall project” Kathy Midyett Director of City Ticket Offices & International Reservations, Continental Airlines
  13. 13. Transforming Continental Airlines Consolidation into strategic sales operation in Mexico Best Place to Work (Fortune Magazine) six consecutive years Training Magazine’s Top 100 Training Organizations four straight years Centralized all customer databases allowing reports & tools to have one source of customer information Streamlined 16 reservation centres across Latin America Consolidated sales into single site Monterrey, Mexico Revenues increased by 8%, book to call ratio’s up Capital and re-occurring costs savings
  14. 14. In summary Customer expectations will continue to increase Customer oriented infrastructure underpins delivery Infrastructure costs now make implementation affordable Possible to enhance customer service & to reduce costs Your competitors are already doing it
  15. 15. Thank you Offices worldwide Telecommunications services described are subject to availability and may be modified from time to time. Services and equipment are provided subject to British Telecommunications plc's respective standard conditions of contract. Nothing in this publication forms any part of any contract. © British Telecommunications plc 2006
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