very interesting

1. Customer Service
for
Contact Centers
Prepared by:
Sherif Eid
Achieving Customer DelightAchieving Customer Delight

2. Training AgendaTraining Agenda
Part 1: Your AttitudePart 1: Your Attitude
Part 2: Analyzing the Voice of the CustomerPart 2: Analyzing the Voice of the Customer
Part 3: Achieving Customer DelightPart 3: Achieving Customer Delight

3. ByBy the end of this Program You will be able to:the end of this Program You will be able to:
 Maintain your positive attitude
 Understand what is the voice of the customer theory
 Understand Kano Models
 Understand the main drivers of customer delight
 Analyze the Voice of the Customer
 Measure customer’s expectations
 Identify CTQs and Causal factors
 Achieve customer delight

4. Part 1
Your Attitude

5. In this part you will learnIn this part you will learn::
 If you are a rule maker, a rule taker or a rule breaker
 The factors that your career success depends on
 How to keep up the positive attitude

6. ‫فقط‬ ‫شخصين‬ ‫يحمل‬ ‫القارب‬1 .
2. ‫الم‬ ‫بدون‬ ‫البنات‬ ‫مع‬ ‫يبقى‬ ‫أن‬ ‫يمكن‬ ‫ل‬ ‫الب‬
3. ‫الب‬ ‫بدون‬ ‫الول د‬ ‫مع‬ ‫تبقى‬ ‫أن‬ ‫يمكن‬ ‫ل‬ ‫الم‬
4. ‫الشرطي‬ ‫بدون‬ ‫العائلة‬ ‫من‬ ‫فر د‬ ‫أي‬ ‫مع‬ ‫يبقى‬ ‫أن‬ ‫يمكن‬ ‫ل‬ ‫اللص‬
5. ‫فقط‬ ‫القارب‬ ‫تحريك‬ ‫يستطيعون‬ ‫الذين‬ ‫هم‬ ‫والشرطي‬ ‫الم‬ ‫و‬ ‫الب‬
(‫القارب‬ ‫على‬ ‫يكون‬ ‫أن‬ ‫يجب‬ ‫منهم‬ ‫)واحد‬
6. ‫عليهم‬ ‫اضغط‬ ‫الشخاص‬ ‫لتحريك‬
7. ‫الحمراء‬ ‫الدائرة‬ ‫على‬ ‫اضغط‬ ‫القارب‬ ‫لتحريك‬
‫للبدء‬ ‫الزرقاء‬ ‫الدائرة‬ ‫على‬ ‫اضغط‬
Before We Start

7. The Question ?
 Are You…

 A Rule Maker
 OR
 A Rule Taker
 OR
 A Rule Breaker

8. Your Attitude
Your Career success depends upon your technical skills and human
relations skills. building good human relationships require a
positive attitude.
 Changing your attitude does not mean you change your personality.
It simply means that you think, feel and appear positive about the
task in hand.
 Having a good attitude makes everything else come easier!
 The more you focus on the positive factors of your environment,
the easier it is to remain positive.

9. Amazing!!!
 fi yuo cna raed tihs, yuo hvae a sgtrane mnid too.
 Cna yuo raed tihs? Olny 56 plepoe can. Iam the 56
proesn :D
 i cdnuolt blveiee taht I cluod aulaclty uesdnatnrd waht I was
rdanieg. The phaonmneal pweor of the hmuan mnid, aoccdrnig to a
rscheearch at Cmabrigde Uinervtisy, it dseno't mtaetr in waht oerdr
the ltteres in a wrod are, the olny iproamtnt tihng is taht the frsit
and lsat ltteer be in the rghit pclae. The rset can be a taotl mses and
you can sitll raed it whotuit a pboerlm. Tihs is bcuseae the huamn
mnid deos not raed ervey lteter by istlef, but the wrod as a wlohe.
Azanmig huh? yaeh and I awlyas tghuhot slpeling was ipmorantt! if
you can raed tihs forwrad it.

10. Focus

11. Part 2
Analyzing the Voice of the
Customer

12. In this part you will learnIn this part you will learn::
 The Kano model
 The main drivers that are controlling the customer delight
 How to analyze the voice of the customer , and turn it into
expectations.
 How to measure the customer’s expectations.
 How to identify the causal factors
 What is the CTQ Tree

13. The Kano Model
 Kano mentioned three main drivers that are controlling the Customer
Delight.

14. The Kano Model
 Must BeMust Be::
drivers of customer
satisfaction and
loyalty, which are
those that the
customer expects (e.g.,
Phone service level).
These are often binary
(i.e., they are acceptable to
the customer or they are not)
 N/B: getting better on the
“must be’s “ does not
improve Customer
Satisfaction
Kano Example – SLA vs. C-Sat

15. The Kano Model
 More is Better:
drivers, which are
those that have a
linear effect on
customer
satisfaction (e.g., the
more accurate the transaction,
the higher the customer
satisfaction).

16. The Kano Model
 Delighters: drivers, those that do not cause
dissatisfaction when not present but satisfy the
customer when they are

17. Implications:
Customer Expectations needs to be managed differently:
 Must Be Dissatisfiers
 Eliminate low performance
 Work on these first, if you are not meeting the must be’s”
 More is Better Satisfiers
 Keep Increasing
 Delighters Delighters
 Work on these only after getting satisfiers and dis-satisfiers under control

18. Group Exercise : Implications of Kano ModelsGroup Exercise : Implications of Kano Models
Answer the following …
 Do you manage the Must Be as a More is Better ?
 Do you know what The “knee in the Curve” is for Must Be’s?
(Example: Speed of Answer)
 Do you think something is a Delighter but it is not?
 Do you get Must Be’s and More is Better components correct?
 Do you measure all the critical Must Be’s and the More is Better?
 Do you have a way of prioritizing the requirements?
 How do actually determine what are the Must be’s and The More is Better?

19. Voice Analysis

20. Key Definitions:
 Voice: The Customer Need
“ I am Busy and do not have time to wait with a recording to talk to someone”
 Expectations: The Category of the need expressed in the “Voice”
 Accessibility
 Critical to Quality (CTQ) Measure: The output metric the
company uses to assess how well the are meeting the “Voice’s” needs.
 SLA, ABD rate.
 Requirement: A voice –specified CTQ
“I don’t want to wait more than 40 sec”
 Causal Factors: The Input the company controls to drive the
performance of the CTQ
 Absenteeism
 Schedule Adherence

21. The voice Hierarchy/CTQ Tree
 To measure and manage their performance, High Performing CSPs:
 Identify the expectations f each of these “voices”
 Translate these expectations into process-level output measures, these are
referred to as “CTQ” measures.
 Translate CTQs into causal Factors. Causal Factors are key influencers of
CTQs and typically are the in-process metrics customer contact centers
should manage.
Concept
Example

22. VoC :Example
Your customers provide
you with the following
feedback on what drives
their satisfaction:
“I want to get my inquiry
resolved in the shortest
possible time, whenever I
contact you”
VoiceVoice
“I want to get
my inquiry
resolved in the
shortest possible
time, whenever I
contact you”
“I want to get
my inquiry
resolved in the
shortest possible
time, whenever I
contact you”

23. VOC : Voice to
Expectations
•After the of the customer data is
gathered , it is “ translated “ into
specific expectations
•“ I want to get my inquiry resolved in
the shortest possible time, whenever I
contact you.”
Translate this (VOC into expectations
by keying into “Conditional “ terms:
•Resolved ( resolve my query in the
first attempt - problem resolution)
•Shortest possible time (speed of
answer)
•Whenever (accessibility)
•However (channels [self help. Live
agent, SMS, and emails])
Voice Expectations
“I want to get my
inquiry resolved
in the shortest
possible time
whenever I
contact you”
Problem
Resolution
Speed of
Answer
Accessibility

24. CTQs (Critical to Quality) Measures
 What are they?What are they?
• Output measures
• With defined:
-Metrics
-Targets
-Specifications
 What do they do?What do they do?
• Link customers’ needs and expectations gathered from your VoC data
collection efforts with specific, measurable characteristics
• Enable the organization to transform general data into specific data
• Make the measuring process easier for the team
• Help to identify where improvements are needed based on not meeting
expectations.

25. Voc Example:
Voice to Expectations to CTQs
•Next, identify CTQs from the
expectations
CTQ measures maybe:
-Fatal Errors (Target= 98%)
-Service Level (Target = 85/20)
-Abandonment Rate (Target =
3%)
Voice Expectations CTQs
“I want to get
my inquiry
resolved in
the shortest
time
possible
whenever I
contact you”
Problem
Resolution
Speed of
Answer
Accessibility
Fatal Errors
Service Level
Abandonmen
t Rate

26. VoC Example: Voice to Expectations to CTQs to
Casual Factors
•Finally, translate CTQs to
Casual Factors.
•Casual Factor measures
may be:
- Forecast Accuracy (Target +/- 10%)
- Absenteeism (Target = 3%)
-Schedule Adherence (Target =
85%)
-Attrition (Target = 30% annualized)
-Average Handle Time
(Target =5.35 minutes)
Voice Expectations CTQs
Causal
Factors

28. Implications of CTQ Tree

29. Part 3
Achieving Customer Delight

30. In this part you will learn:In this part you will learn:
 How to reach customer delight
 How to achieve customer loyalty
 The important questions that you need to ask yourself
 The truth about customers
 Why we should be concerned
 The opportunities of customer delight

31. Achieving Customer Delight
 Your job is to get customers to say ”WOW”.
 Keep asking “What we can do better”.
 Your Customers know what’s right and what’s wrong-they
just waiting to be asked.
 Customer Delight is all about behavior
 We hire for skills and fire for behaviors- what are you going
to do to identify the behaviors needed to delight your
customers?
 A smile still works.
 Implementing Customer Delight usually doesn’t cost money.

32. Achieving Customer Delight
 Loyalty means if you make a mistake your customer will forgive
you.
 If everything is working right-something wrong.
 Customer complaints are gifts

33. Achieving Customer Delight
 What do you want Customers to say about your
organization?
 What do you think they say?
 Is a Customer Delight is a value for your
organization.
 Customer Delight is not an event-it is a never ending
process.

34. Key Action
Listen
Listen
Listen
Really Listen

35. Guess
 A farmer has a dog, a sack of grain and a live
chicken, all of which he must take across a river.
The boat will only carry him and one of the things
at a time or it will sink. Without the farmer, the
dog would kill the chicken, and the chicken would
eat the grain. How does he get all three across
safely to continue his journey?

36. The Answer
He takes the chicken and comes back; then he takes the
grain and comes back with the chicken; then he takes
the dog and comes back; then he takes the chicken.

37. Achieving Customer Delight
 Who are your Customers?
 Why do you want to Delight Customers?
 It really doesn’t matter what you think-all that
matters is what your Customers want.
 Customer Delight is not about procedures,
policies, and bylaws.

38. Achieving Customer Delight
 Customer Delight is doing what Customers haven’t
even Imagined.
 Problems should be solved where they originate.
 Who can solve problems.
 No one knows the job better than the person
currently doing it.

39. Achieving customer Delight
 What happened when you first interact with a
Customer?
 When was the last time you heard a Customer say,
Amazing! I didn’t know that kind of service was
even possible.”
 Do we really listen to, and value Customer input? Or
do we think we know what’s best?

40. Adequate Is Not Acceptable
 Most of what we do is adequate
 People talk about Customer Delight
 People talk about bad service
 People don’t talk about adequate service

41. The Truth About Customers
It’s Ten times more expensive to acquire
a new customer than to keep a current
customer

42. The Best
 Woo – The ability to win others over
 Empathy – The ability to understand the mood of others
 Discipline – The ability to work systematically and consistently
 Command – The ability to control a situation through communication
 Responsibility – The ability to own a problem until it is solved

43. FOCUS
 Red Yellow Blue Green Yellow Red
Green Blue Green Red Blue Yellow
Yellow Green Red Blue Yellow Blue
Red Green Yellow Green Red Blue
Red Green Blue Green Green Yellow

44. Story Telling
Do people tell positive stories about your
organization?

45. Opportunities For Customer Delight
 What happens when you first interact with a customer?
 What occurs to build a relationship?
 Do you spend more to get new customers than on enhancing
the relationship with current customers?
 What makes you unique?

46. Customers
 Who are they?
 What do they want?
 Are we meeting their needs?

47. Why Should We Be Concerned?
In the average business, for each customer who complains there
are 26who feel the same way and don’t speak up.
The customers who feel poorly served will tell between 8and
16people about their negative experience.

48. Colleagues
 Who are they?
 What do they want from me?
 What do I want from them?

49. Actually
 Your job is to surprise the Customers.
 Customer Delight is doing what they haven’t even imagined
 What will cause them to say WOW!
 You know what you can do - they don’t

50. Creating Customer Delight
 What’s working?
 How can we do more?

51. I Will…
Identify crimes committed against Customers, Donors, Program
Participants and Each Other
……and do SOMETHING

52. Two Things I Will Do…
1)
2)

53. The greatest danger for most of us is not
that our aim is too high and we miss it,
but that it is too low and we reach it
Michelangelo

54. Now!!!
Who comes on the top of your priorities?Who comes on the top of your priorities?
The Customer
OR
The Company
OR
You…

55. References for this training
 Customer Delight TIPS Things To Ponder
John Paul (Association works)
http://www.associationworks.com
 Exceeding Customer Expectations
Kathy Muller (ICED,INC.)
http://www.iced.net
 Customer Driven-participant Manual
http://hr.emea.fedex.com/learning
 Creating Customer WOW Customer Centric
Sam Swaminathan (center for creative thinking)
http://ccthinking.com
 Six Sigma for Contact Centers
www.copc.com

56. Suggestions
Questions
Wish you all the best of luck,,,
Sherif Eid