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Cust experience research v04

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customer experience, customer service, call center, marketing, crm,

customer experience, customer service, call center, marketing, crm,

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  • 1. customer experience Research analysis by Urmil Gohil
  • 2. Page 2TEC-CCA01-CC_Customer_experiece_201005-ACC Customer Experience Analysis: Methodology Evaluation of Etisalat’s Customer Experience • Getting to know • Buying and activating • Paying • Contacting • Leaving Main findings Agenda
  • 3. Page 3TEC-CCA01-CC_Customer_experiece_201005-ACC Customer experience analysis: Methodology From research to potential differentiators Objective Description • Plan gathering of qualitative information to measure Etisalat’s customer experience • Run field research through outsourced agency • Internet research for cross checking information provided by Etisalat’s personnel Evaluate Etisalat’s customer experience Identify and prioritize windows of opportunity and identify key guidelines to be followed by the new entrants Phase 1: Evaluate customer experience Phase 2: Finding opportunities • Identify windows of opportunity for Tecom based on - Customer life cycle - Value proposition analysis • Prioritise windows of opportunity focusing on sustainable competitive advantages Group of controlled customers went through Etisalat’s customer experience and collected qualitative feedback (Mystery Shopping, Mystery Calling) • Identify windows of opportunity for offering differentiated customer care • Understand Etisalat’s positioning and customer care quality
  • 4. Page 4TEC-CCA01-CC_Customer_experiece_201005-ACC Customer Experience Analysis: Methodology Scope: customer life cycle framework focusing on customer care I. Getting to know II. Buying III. Activating IV. Using V. Paying VI. Contacting VII. Leaving • Image/ prestige of the brand • Clarity of communication • Easy to access information • Offer acces- sibility (capillarity) • Value for money • Easy to understand offer • Professional sales agent attitude • Ease of payment • Shop “experience” • Speed • Convenience • Transparency of process • Minimal bu- reaucracy or requirements • Post-sales usage support and information (materials and in-store) • Ease of use • Coverage • Portfolio of services • Service reliability • Roaming options • Quality of content • Usage information and manuals • Accuracy of bills and charging • Choice of payment instruments • Spending control • Ease of use and accessibility of re-charge methods • Responsi- veness • Friendliness • Consistency • Technical/usag e support • Fast and fist time resolution complaint resolution • Access channels • One-stop-shop • Flexibility • Easiness • Fairness • Minimal “bureaucracy”/ requirements Payment and recharging options 5 Retention10 Main customer expectations Areas of analysis Access to information 1 2 Web Channels of contact 6 7 Service level offered 9 Structure 8 Agents performance 4 Activation process 3 Buying process Focus of exerciseChecked but knowledge being enriched through exercise initiated by marketing and sales
  • 5. Page 5TEC-CCA01-CC_Customer_experiece_201005-ACC Customer Experience Analysis: Methodology Evaluation of Etisalat’s Customer Experience • Getting to know • Buying and activating • Paying • Contacting • Leaving Main findings Agenda
  • 6. Page 6TEC-CCA01-CC_Customer_experiece_201005-ACC Getting to know – Own stores and customer care as information source Current situation and windows of opportunity identified • Own stores: - 40 own shops around the country (15 Business centers and 25 service centers):  Abu Dhabi 13 (5B, 8S)  Al Ain 5 (1B, 4S)  Dubai 7 (5B, 2S)  West coast 8 (2B, 6S)  East coast 4 (1B, 3S)  RAK 3 (1B, 2S) - Used as a massive customer care channel • Customer care: - Web self-care ( www.e4me.ae for residential users and www.etisalatb2b.ae for corporate) - Call centre (7 x 24) - General website ( www.etisalat.ae ) - Web chat ( www.etisalat.ae ) - E-mail (101@contactcentre.ae, contactus@etisalat4me.ae ) - Call back (send a question through www.etisalat.ae or voicemail and schedule a time for customer care to call you back) - Specific channels for basic information on recharge options (electronic shops, petrol stations, etc), or payment information (banks’ customer care) • Use own distribution channels first and foremost for sales… • … while offering top notch customer care through phone, eradicating the need for visits to stores for care • Rationalize NewTel online presence, one website for all - More details on next slide • Distribution channels to be further analyzed and strategy defined by marketing and sales Access to information 1 Current situation - Etisalat Windows of opportunity
  • 7. Page 7TEC-CCA01-CC_Customer_experiece_201005-ACC Getting to know – web as source of information and customer care tool Current situation and windows of opportunity identified Web 2 • Information website ( www.etisalat.ae ) - Information website for all Etisalat’s products: Internet, fixed and mobile - Most information is there, but site is poorly structured, making navigation difficult • Web self-care for residential users (www.e4me.ae ) - Bill inquiry and payment for all services (summarized or detailed bill format for current +3 billing cycles) - Bill summary and payment for other users (pay bills of other subscribers without viewing details) - Subscription to supplementary Services for GSM & Fixed phone lines - Track status of applications - Fault Reporting & Tracking - Account management: linking accounts, change contact details and get consolidated listing of all Etisalat accounts along with details on facilities/star services subscribed on each account • Web self-care for corporate users ( www.etisalatb2b.ae.ae) - Bill Inquiry and payment - Wasel recharge payments and subscription renewal - Account management - Fault reporting & Tracking - Subscription to supplementary services - Tracking of Applications • Develop one website, combining fixed and mobile solutions and also serving as web self-care - Self-care access only for clients by creating an account with password • Ensure intuitive structure - Easy navigation and clear information on services - Specific content and image for mobile and fixed services (use color coding?) - Improve content and facilitate self-help • Clearly present all the basic pre/postpaid pricing plan options • Additional self-care options - Band width upgrade - Pricing plan changes - Value-added service subscription - Online shop for handsets and accessories - ... (viability to be defined by marketing and sales) • Include community/loyalty tools options - Games - Chat/ Forums - … (to be defined by marketing and sales) Current situation - Etisalat Windows of opportunity
  • 8. Page 8TEC-CCA01-CC_Customer_experiece_201005-ACC Web Etisalat’s Information website 2 Etisalat has 3 poorly structured websites, making navigation and self-care difficult Mixed wireless and fixed solutions separated by segment (business/consumer) Unclear Promotions/ new services banners Unstructured information Prepaid not identified as such No service grouping, no tariffs Prepaid not identified as such No service grouping, no tariffs Service names are not intuitiveHomepage does not show services available www.etisalat.ae No quick start explanation Service description does not explain anything
  • 9. Page 9TEC-CCA01-CC_Customer_experiece_201005-ACC Customer Experience Analysis: Methodology Evaluation of Etisalat’s Customer Experience • Getting to know • Buying and activating • Paying • Contacting • Leaving Main findings Agenda
  • 10. Page 10TEC-CCA01-CC_Customer_experiece_201005-ACC Buying and activating – a quick check Current situation and windows of opportunity identified Buying process 3 • In the shops • Headcount - Intensive headcount (front office personnel always around 80% the number of customers) • Training - Not sales oriented (very few information and no understanding of customer’s needs) - Focus on pushing application forms - Value added services not informed unless asked - Sales effort on prepaid lines - Not well trained for corporate and postpaid - Mostly friendly and educated personnel • Application forms • Easy to understand and simple to fill • Process • Prepaid – picture ID and application form • Postpaid – same as prepaid plus income proof for non-UAE residents • Improve training on sales strategies • Develop commercial mentality on personnel • Improve training on services and promotions - Reinforce corporate and postpaid packages • Increase service quality perceived by client - Contact person should be able to solve all problems Current situation - Etisalat Windows of opportunity Activation process 4 • Activation in own stores only • Simple and fast (to be further analyzed and verified by marketing and sales) - Immediate activation at purchase of SIM in Etisalat’s shops - No activation call - Prepaid SIM comes with AED 10 credit for immediate use • At least match Etisalat in terms of convenience • Expand capillarity for SIM activation to third parties (to be defined by sales and marketing)
  • 11. Page 11TEC-CCA01-CC_Customer_experiece_201005-ACC Customer Experience Analysis: Methodology Evaluation of Etisalat’s Customer Experience • Getting to know • Buying and activating • Paying • Contacting • Leaving Main findings Agenda
  • 12. Page 12TEC-CCA01-CC_Customer_experiece_201005-ACC Paying – a quick check Current situation and windows of opportunity identified Payment and recharging 5 • Etisalat offers many payment options • Postpaid bill payment - Etisalat cash payment machines (at Etisalat offices and other convenient locations) - Creditcard, cash or cheques at Etisalat payment counters - Web self-care (www.e4me.ae and www.etisalatb2b.ae ) - Bank counters - Banking service channels: ATMs, phone banking, internet banking - Cheques (deposited in Etisalat’s boxes or by mail) • Prepaid recharging - Scratch cards of AED 30 and 60 are available at Etisalat shops and alternative distribution channels (petrol stations, electronics shops, etc) - Etisalat cash payment machines (recharges of multiples of AED 50) - Web self-care (www.e4me.ae and www.etisalatb2b.ae ) • At least maintain Etisalat’s payment options • Include new channels for payment and recharging: - Customer care - Direct debit (bank account and creditcard) • Enable flexible recharging amounts and credit validity for prepaid (to be defined by sales and marketing) Current situation - Etisalat Windows of opportunity
  • 13. Page 13TEC-CCA01-CC_Customer_experiece_201005-ACC Customer Experience Analysis: Methodology Evaluation of Etisalat’s Customer Experience • Getting to know • Buying and activating • Paying • Contacting • Leaving Main findings Agenda
  • 14. Page 14TEC-CCA01-CC_Customer_experiece_201005-ACC Contacting Current situation and windows of opportunity identified Channels of contact 6 • Customer care channels • Call center with agents support - 101 (general contact center – fixed and mobile) - 171/172 (fault reports – fixed and mobile) - 8006464 (Mobile technical support) - 8003463 (EZHelp for Wasel and E4me) • IVRs - 121 (prepaid balance check) - 120 (recharging of Wasel prepaid lines) - 122 (renew Wasel subscription and subscribe to prepaid services) - 125 (subscription to advanced services – fixed and mobile) - 142/143 (IVR billing information – fixed and postpaid mobile) - 182 (subscription to star services – fixed and mobile) • Other customer care channels - Information website ( www.etisalat.ae ) - Web self-care ( www.e4me.ae for residential users and www.etisalatb2b.ae for corporate) - Web chat ( www.etisalat.ae ) - E-mail (101@contactcentre.ae, contactus@etisalat4me.ae ) - Call back (send a question through www.etisalat.ae or voicemail and schedule a time for customer care to call you back) • Etisalat’s service or business centers - 40 shops in UAE • Simplify access to contact center for customer, reducing to a unique contact number • Line should be automatically recognized and routed to the appropriate team: fixed, mobile, prospect • Systems should provide immediate customer identification (customer profile pop-up) for tailored assistance • Provide one website combining all services and self-care, in a very structured manner • Expand “reactive” channels to “proactive” channels such as Welcome Calls or outbound calls to customers in order to check customer’s satisfaction Current situation - Etisalat Windows of opportunity
  • 15. Page 15TEC-CCA01-CC_Customer_experiece_201005-ACC Contacting Current situation and windows of opportunity identified Service level 7 • Opening hours - Contact center is operating 7 days, 24 hours - Most service centers are opened from Saturday to Wednesday from 7h – 15h and 17h to 19h and Thursdays from 8h to 13h • Attention level - Long IVRs until the customer reaches an agent - Relatively long waiting time during peak hours and non-business hours (4 to 7 min.) - Estimated waiting time is not informed - No integrated customer care (client has to make several different calls until get to the team/IVR responsible for serving the request) - Customer care usually redirects customer to shops instead of solving the problem • Match Etisalat’s 7x24 contact center hours • Possibly extend own shops opening hours • Dimension call center to ensure fast response time - 90% of the calls in less than 10 seconds - In case of waiting queue, inform estimated waiting time - Create queue prioritization for high value customers • Improve training in order to enable problems/ enquiries solving online - Specialized teams should be able to guarantee a high rate of problems/queries solution online • Systems should enable modifications and services activation/deactivation by CSRs directly Current situation - Etisalat Windows of opportunity Agents performance 8 • General customer service • Agents from main customer care team (101) are not well prepared to give basic information such as: - Advantages and disadvantages of postpaid over prepaid lines - Corporate contracts - Additional services offered • Level of customer service • Perceived level of customer service depends very much on the agent serving the call - The level of know-how and expertise seems to vary a lot among agents - Different answers given to the same question • Regularly train agents - Have ‘stronger’ agents training the ‘weaker’ or new agents • Implement processes, scripts and manuals in a knowledge base tool to support agents • Create complete CRM knowledge base
  • 16. Page 16TEC-CCA01-CC_Customer_experiece_201005-ACC Contacting Current situation and windows of opportunity identified Structure 9 • Despite long IVRs agent are not always able to give full or correct information • Some complaints/requests are only assisted by IVR or voice mail/call back • Customers are usually redirected to shops or other customer service numbers to activate/deactivate or make changes on account • Customer does not have personalized service (are not recognized) • Complaints are never logged • One question resulted in different answers and level of information from different agents - It appears that agents do not follow structured processes and scripts • Services are only offered in English and Arabic • Improve first line solution rates - Training - Customer care team segmentation/ specialization - Never send customer to shop (except for sales), open trouble ticket and call back with solution if necessary • Customer intimacy • Provide tools for tailored services - Account identification - Call routing to adequate team (fixed/mobile residential, corporate, VIP, etc) - Client profile pop-up according to the line from which customer is calling - Flexible system to allow profile changes, services activation/deactivation online, etc • More language options - recorded in client profile and automatically redirected through account identification • Clearly define a processes and scripts with easy navigation for the agents, to guarantee service quality Current situation - Etisalat Windows of opportunity
  • 17. Page 17TEC-CCA01-CC_Customer_experiece_201005-ACC Customer Care: Customer experience research Etisalat customer attention model: Assumed structure 101 2nd line Back Office service 1.1 General team Mobile Fixed 1.2 General team B.O. Technical Users fixed Users mobile Users combined All customers – Residential and Corporate Mobile B.O.s B.O. Billing Fixed B.O.s B.O. Billing B.O. Technical Prospects IVR Onlineservices Trouble Ticket by agent Online transfer Offline support 1a 125 8003463 8006464 CTI 2a 4.1 Technical team IVR tech 4a IVR Adv serv 2b 142/143 IVR CTI billing 182 IVR Fixed serv IVR Mob serv CTI 171/172 IVR Fault report 122 IVR Prepaid serv Offline 1st line Online service Etisalat has several contact numbers depending on inquiry, but customer care teams do not seem to be specialized Structure assumed according to customer experience research IVR tech 3a
  • 18. Page 18TEC-CCA01-CC_Customer_experiece_201005-ACC Agents performance Calling 101 – General customer service Questions Ans- wers • Which are the advantages of having a postpaid contract as opposed to prepaid line? • Which is the necessary documentation for buying a postpaid line? • How can I recharge my prepaid? • How can I solve a network problem? • Prices are high and I can’t control my bill. How can I disconnect? 8 Agent 1 • There is no advantage, a postpaid line is more expensive… • Postpaid lines have roaming • Passport, application form and a salary proof of minimum EAD 5,000 • At Etisalat shops, Etisalat cash machines, and buying scratch cards • You should take your handset to an Etisalat branch • Your handset is probably damaged, you should replace it • Go to an Etisalat shop, clear your balance and the disconnection will be immediate • Prices are not high, they are standard! If you want to disconnect, go to a shop Agent 2 Evaluation • Postpaid lines have roaming • Online tool was never mentioned for prepaid • Agents did not try to understand or solve problem • No retention strategy nor adequate training I. Getting to know II. Buying III. Activating IV. Using V. Paying VI. Contacting VII. Leaving • Passport, application form and a salary proof of minimum EAD 2,500 • Inconsistem information on minimum salary proof required and lacking information (any picture ID is valid: driver’s license, labor card) • NA • Buying recharge cardsand at Etisalat cash machines
  • 19. Page 19TEC-CCA01-CC_Customer_experiece_201005-ACC Customer Experience Analysis: Methodology Evaluation of Etisalat’s Customer Experience • Getting to know • Buying and activating • Paying • Contacting • Leaving Main findings Agenda
  • 20. Page 20TEC-CCA01-CC_Customer_experiece_201005-ACC Getting to know Current situation and windows of opportunity identified Retention strategy/ disconnection 10 • No questioning about churn reason or a retention offer • Agent doesn’t even know who is the client requesting disconnection - It appears that Etisalat does not have any retention strategy for customers that want to cancel the service • agent asks client to go to shop and request disconnection - Real time billing system allows immediate balance clearance and disconnection • Develop a retention strategy - Argumentation - Migration to more adequate pricing plans - Retention plans - Bonus • Retention offers should be based on client’s value and usage profile • Allow easy disconnection in case client does not accept retention offers - Disconnection through contact center should be possible after security checking of subscriber - Eventual deposits should be credited in customer’s bank account, or collected at shop, net of remaining balance - Easy disconnection maintains good operator’s image Current situation - Etisalat Windows of opportunity
  • 21. Page 21TEC-CCA01-CC_Customer_experiece_201005-ACC Customer Experience Analysis: Methodology Evaluation of Etisalat’s Customer Experience • Getting to know • Buying and activating • Paying • Contacting • Leaving Main findings Agenda
  • 22. Page 22TEC-CCA01-CC_Customer_experiece_201005-ACC Main findings Scope: customer life cycle framework focusing on customer care • Use own stores primarily for sales, while offering high quality service through customer care • Rationalize online presence with one good structured website for all services - Information - Selfcare Access to information Personnel training Recommendations Impacts • Reduced costs and high service quality in stores • Increased customer satisfaction • Reduce customer care call volumes through efficient self-care • Simplify access to contact center for customer, with unique contact number • Dimension call center to ensure fast response • Have specialized teams within the contact center • Implement online processes, scripts and manuals to support agents • Allow online account management and changes • Develop retention strategy – Save team • Implement systems that enable client automatic identification and routing, ensuring personalized service • More language options Contact center access and performance • Improvement on first line solution rate – reduced costs • Improved efficiency perception by client • Cut back churn rates • Customer intimacy increases loyalty • Customer care as differentiator also push sales • Constant training to ensure first line personnel is up to date to company’s P&S portfolio • Intensive training on sales strategy • Develop commercial mentality on personnel • High service quality - every contact person is perceived as able and willing to solve all customer’s queries • Improved customer satisfaction rates and loyalty • Improved acquisition rate of new customers in all segments
  • 23. Page 23TEC-CCA01-CC_Customer_experiece_201005-ACC Customer experience research Backup
  • 24. Page 24TEC-CCA01-CC_Customer_experiece_201005-ACC Customer Care: Customer experience research Customer attention model: IVR tree 101 – general contact center IVR Eng/Arab 101 1 Repeat message 2 Return to main menu 8 Disconnect 1 Fixed services 2 Mobile services 3 Telex 4 PABX 2 Mobile services Mobile Team Fixed team Fixed team Front office agentsAutomated service 1 Fixed services General team fixed/mobile 1a 1.2 1.1 1 Special services/ offers info Recorded message IVR 2 Report a fault IVR Enter number 5 All other faults Enter number 3 Info on how to subscribe to Etisalat IVR Recorded message Recorded message 1 Repeat message 2 Other announcement 3 More detailed info 4 How to subscribe 5 Return to menu IVR 8 Disconnect IVR IVR services 1b 1c 1d 1e 1f 1e 1.2 4 Subscribe or disconnect to any value added service Mobile Team 5 Leave a message or make a suggestion Recorded message/ voicemail 0 Customer services/ miscellaneous 1 Mobile Services 2 Ordinary lines/ PABX 8 Change P.O. Box address IVR 1g Mobile Team Fixed team 1.2 1.1 1.2 1.1 1.1
  • 25. Page 25TEC-CCA01-CC_Customer_experiece_201005-ACC Customer Care: Customer experience research Customer attention model: IVR tree 125 mobile – advanced services (I of II) Front office agentsAutomated service Calling from mobile line IVR Eng/Arab 125 2b IVR services 2c 1 Confirm subscription 8 Return to main menu 9 End call 1 MMS services Recorded messageIVR 2d 1 Confirm subscription 8 Return to main menu 9 End call 2 mubashia service Recorded messageIVR 2d 1 E-wap 9 M-net GPRS 3 mobile data services IVR 2e Recorded message Recorded message IVR 2d 1 Confirm subscription 8 Return to main menu 9 End call 1 Confirm subscription 8 Return to main menu 9 End call 4 Voicemail service Recorded messageIVR 2d 1 Confirm subscription 8 Return to main menu 9 End call 5 Missed call notification service Recorded messageIVR 2d 1 Confirm subscription 8 Return to main menu 9 End call 6 Message forwarding service Recorded messageIVR 2d ….. CTI Fix/mob 2a
  • 26. Page 26TEC-CCA01-CC_Customer_experiece_201005-ACC Customer Care: Customer experience research Customer attention model: IVR tree 125 mobile – advanced services (II of II) 125 is a fully automated service, with different IVR options depending on if customer calls from mobile or fixed line Front office agentsAutomated service Calling from mobile line IVR Eng/Arab 125 2b IVR services 2c 0 Missed call notification 1 MMS 2 E-wap 7 Information on how to use services IVR 2f 9 End call 3 M-net GPRS 4 Al Mersal message service 5 Mubashir (video conference) 6 SMS Breaking news 7 Other services 8 Return to main menu 9 Exit IVR services ….. CTI Fix/mob 2a
  • 27. Page 27TEC-CCA01-CC_Customer_experiece_201005-ACC Customer Care: Customer experience research Customer attention model: IVR tree 125 fixed – advanced services 125 for fixed lines has simpler information on fixed line services and allows automated subscription to voicemail Calling from fixed line IVR Eng/Arab 125 1 Confirm subscription 8 Return to main menu 9 End call Front office agentsAutomated service 2b 1 Subscribe to voicemail Recorded message IVR 2 Information IVR services 3a 3b Return to main menu 9 End call Recorded message IVR 3b 8 3 Finish call CTI Fix/mob 2a
  • 28. Page 28TEC-CCA01-CC_Customer_experiece_201005-ACC Customer Care: Customer experience research Customer attention model: IVR tree 8006464 – Technical mobile support Front office agentsAutomated service IVR Eng/Arab 8006464 4a IVR services 4b 1 Mobile services 8 MMS 9 M-net GPRS 1 Information on advanced services Recorded message IVR 4c 5 Leave a message Voicemail Recorded message Recorded message IVR 4d 1 Repeat message 8 Main menu 9 Previous menu 9 End call 1 Mobile services 8 MMS 9 M-net GPRS 2 Information on service charges Recorded message IVR 4c Recorded message Recorded message IVR 4d 1 Repeat message 8 Main menu 9 Previous menu 9 End call 1 M-net service 8 MMS 9 Mubashia (video conference) 3 Talk to an agent IVR 4e Technical team 4.1 5 End call mainly a self care tool for advanced services, also allowing access to a more specialized technical team