Contact Centre Optimisation Trends


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Presentation by Rod Jones on Contact centre Optimisation Trends at the City of Tshwane Customer Relations Conference 24 June 2009

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Contact Centre Optimisation Trends

  1. 1. Contact Centre Industry Specialists<br />CONTACT CENTRE & SERVICE OPTIMISATION<br />Global & Regional Trends,<br />Opportunities & Scenarios<br />Rod Jones<br />Consultant – Analyst <br />CITY of TSHWANECustomer Relations ConferenceFor Leaders 24 June 2009<br />
  2. 2. ABOUT THIS PRESENTATION <br />This particular version of “Contact centre Optimization” was presented to a large group of senior managers at the Customer relations Conference of the City of Tshwane on 24 June 2009.<br />For a FULL SCREEN presentation, go to the bottom of this screen and click on THIS icon.<br />
  3. 3. Increase<br />Customer<br />Satisfaction<br />Increase<br />Efficiencies<br />Increase<br />Revenue<br />Reduce<br />Risk<br />Reduce Cost<br />Of Operations<br />KEY STRATEGIC IMPERATIVES FOR THIS LOCAL AUTHORITY<br />Deliver ‘World Class’ Services <br />
  5. 5. STRATEGIES<br />PROGRAMMES<br />FRAGMENTED TECHNOLOGIES<br />LOSS DRIVERSand Low Levels of Customer Satisfaction<br />Fragmented ‘Vision’<br />Counter-Productive<br />Low Motivation<br />PEOPLE<br />Wasted Resources<br />PROCESSES<br />Over-Spend<br />
  6. 6. Growth<br />STRATEGIES<br />Market Focussed<br />PROGRAMMES<br />Aligned, Supported PEOPLE<br />INTEGRATED PROCESSES<br />CONVERGED TECHNOLOGIES<br />THE SUCCESSFUL ORGANISATION<br />A Customer<br /> Centric<br /> Organization<br />Trained & Empowered<br />ALIGNED & READY TO DELIVER ‘WORLD CLASS’ CUSTOMER SERVICES<br />
  7. 7. SOME KEY CHALLENGES FACING LOCAL GOVERNMENT SERVICE DELIVERY INITIATIVES <br /><ul><li>The organisation must change & adapt to meet the rapidly changing needs of its citizens.
  8. 8. Citizens expect high quality services.
  9. 9. It must rise to meet service expectations and demands.
  10. 10. Need to deliver on the promises made by government.
  11. 11. How local authorities manage customer service delivery performance will be the measure of their success.
  12. 12. Leadership’s success will also be measured by customer service delivery.
  13. 13. The organisation needs to develop new approaches to service delivery.</li></li></ul><li>DEVELOPING THE FRAMEWORK FOR THE CUSTOMER SERVICE PROGRAMME <br />FIVE KEYS TO BECOMING A CUSTOMER CENTRIC LOCAL AUTHORITY<br /> CUSTOMER INSIGHT<br /> ORGANISATIONAL CULTURE<br /><ul><li>Is there a real in-depth understanding of the organisation’s customers?
  14. 14. Does the organisation systematically and methodically engage with customers on service delivery issues?
  15. 15. Is Customer Satisfaction measured and benchmarked?
  16. 16. Does the organisation truly have a “customer focussed” culture?
  17. 17. Is the organisation committed to achieving service delivery excellence?
  18. 18. Does the organisation value staff in customer service roles?</li></li></ul><li> INFORMATION & ACCESS<br /><ul><li>Does the organisation provide accurate and complete information to customers?
  19. 19. Is Information and all services made easily available to all customers?</li></ul> SERVICE DELIVERY<br /><ul><li>Are there clearly specified, precise and measurable standards for service delivery?
  20. 20. Does the organisation deliver on its service delivery promises?
  21. 21. Are there effective and efficient mechanisms for dealing with service delivery problems and complaints?</li></li></ul><li> SERVICE DELIVERY TIMELINES & QUALITY<br /><ul><li>Is there a formal Quality Assurance programme in place and reported on regularly?
  22. 22. Are Service Levels and Quality Assurance externally audited on an on-going basis?
  23. 23. Does the organisation publish its service delivery standards?
  24. 24. Are the service standards aligned with international “Best Practice”?
  25. 25. Are all service delivery standards monitored, measured & reported on for all departments?
  26. 26. Do all processes facilitate ease measurement? </li></li></ul><li>CONTACT CENTRESto achieve<br />SERVICE DELIVERY OPTIMISATION<br />
  27. 27. Change this …<br />
  28. 28. With one of these…<br />To this …<br />
  29. 29. Customer Contact Centre<br />Handles ALL channels<br />Telephone<br />Fax<br />eMail<br />VoiceMail<br />SMS<br />Web / Web Chat<br />Scanned paper / posted documents<br />Walk-In (face-to-face) customer service<br />Live Video Interaction<br />Call Centre<br /><ul><li>Only handles telephone calls</li></li></ul><li>Contact Centres –BENEFITS TO CUSTOMERS<br />Easy Access To Service<br />Reduced Cost Of Obtaining Service<br />Choice Of Communication Channel/S<br />Fast Response – ‘Phone Is Faster’<br />Consistency Of Service <br />Human Interaction<br />Access To Information<br />Access To Actions<br />‘Voice Is King’ Where Literacy Is A Problem<br />
  30. 30. BENEFITS TO THE ORGANISATION<br />Lower cost of service<br />Monitored & Managed<br />Quality Management<br />Discipline<br />Centralised<br />Economies of Scale<br />Centre of Excellence<br />Customer Retention<br />Customer Satisfaction<br />Up-Sell and Cross Sell Services<br />Debt Collection or Debtor Management<br />
  31. 31. Critical Success Factorsfor a Quality Contact Centre<br />Ease of Access<br /><ul><li>Customers can communicate when they want to and use the channel that they prefer – at that time.</li></ul>Fast Resolution<br /><ul><li>“All-in-One-Call”. First Call Resolution
  32. 32. No call transfers
  33. 33. No call-backs
  34. 34. All customers needs fulfilled</li></ul>Monitor & Manage<br /><ul><li>Meaningful Management Information</li></ul>Skills Development<br /><ul><li>Multi-skilling of agents
  35. 35. Reduce attrition
  36. 36. Increase efficiencies</li></li></ul><li>Advantages of Customer Relationship Management <br />Using CRM strategies & technologies….<br />Provide better customer service <br />Increase customer revenues <br />Discover new customers <br />Cross sell/Up Sell services more effectively <br />Help sales staff provide faster services<br />Make call centers more efficient <br />Simplify customer communications(Where appropriate, automate certain processes)<br />The types of data CRM systems collect and effectively use to achieve organizational goals:<br /><ul><li> Customer contact data
  37. 37. Customer profile data
  38. 38. Responses to campaigns
  39. 39. Customer satisfaction (or lack of!)
  40. 40. Account (billing) information
  41. 41. Channel preferences</li></li></ul><li>What does a Customer Centric Strategy Demand?<br />Total Commitment by the organisation – from the top, down.<br />Intimate Knowledge about who our customers are.<br />A thorough understanding of the Economics of CRM & Customer Service<br />Acceptance of the principle that customers determine their Needs and what it is that they Value.<br />Organisation prepared to adapt or alter Business Processes to give customers what they value.<br />Give customers the communication Choices and Options that they want.<br />
  42. 42. CRM is not for The Faint-Hearted<br />So.. What will it take ?<br />Total Commitment– from the CEO down.<br />Complete review of all Business Strategies.<br />Review of all Business Rulesand Processes.<br />Accurate and current Customer Data.<br />Analysisof customer data / information.<br />Company and product (service) Knowledge and Information.<br />Integrationof ALL systems and technologies.<br />Empowermentthrough skilling / training.<br />Enabling technologies.<br />Knowledgeable and reliable Business Partners/ solution providers. <br />Knowledge-based decision-making.<br />Planning, Planning and more Planning.<br />
  43. 43. Moving Ahead into Real Service Delivery<br />OLD PARADIGM<br />NEW PARADIGM<br />Call center is a support function<br />Call center is a source of value creation<br />Customer service is a necessary evil<br />Customer service is a Key Strategic Imperative<br />Reactive mindset<br />Proactive mindset<br />Play catch-up with customer needs and expectations<br />Stay ahead of customer needs and expectations<br /> Goal is customer satisfaction<br />Goal is customer advocacy and product differentiation<br />
  44. 44. Global &Domestic Trends and Possible Impact <br />
  45. 45. RISKS<br />Security Issues <br /><ul><li>Privacy vs Personalisation
  46. 46. Rapid access to confidential data required to deliver World Class Customer Service
  47. 47. Monitoring of employees / Security & Performance
  48. 48. Healthcare / Wellness (Business Risk)
  49. 49. Information sharing
  50. 50. Fraud Detection
  51. 51. Risk Management
  52. 52. Compliance (Domestic and Global)
  53. 53. Quality Assurance – Technology-aided
  54. 54. Performance Management
  55. 55. Home Agent – risk issues</li></li></ul><li>Organisational / Enterprise Health Risk (EHR)<br />RISKS<br /><ul><li> Human Capital – Greatest Cost / Greatest Risk
  56. 56. Recognition of Enterprise Health Risk concepts and models
  57. 57. Impact of health on productivity, quality, absenteeism and attrition
  58. 58. Workplace Wellness
  59. 59. Introduction of Statutory Measures
  60. 60. Introduction of Standards
  61. 61. EHR audit methods / KPIs</li></li></ul><li>RISKS<br />WorkforceRevolution<br /><ul><li> The Y-Gen strikes back
  62. 62. Millennium kids :Z-Gen ??
  63. 63. Shift in traditional Performance Management
  64. 64. 4 day workweek
  65. 65. Influence / Impact of ‘Unionisation’
  66. 66. Kickback against Performance Management methods
  67. 67. Impact of ‘Workforce Optimisation’
  68. 68. change management
  69. 69. short tenure
  70. 70. huge, short-term energy
  71. 71. high cost of training
  72. 72. e-learning / virtual learning </li></li></ul><li>26<br />Winds of change<br />Boomers Generation Generation<br />X Y<br />Generation statistics<br />Percent of population 41% 20% 14% <br />Ave. no. of hours spent at work per week 42.6 39.1 35.4 <br />Percent reporting that their job &apos;severely&apos; or &apos;very severely&apos; interferes with their family life 14% 29% 36% <br />Percent of &apos;leavers&apos; (people considering leaving their jobs) who cite work/life imbalances as a key reason 12% 45% 48% <br />Percent who would like additional responsibility in the workplace 60% 39% 23% <br />Percent of men who would like more flexible working arrangements 23% 69% 75% <br />Percent of women who would like more flexible working arrangements 65% 83% 85% <br />Percent of men who predict that they will work on a part-time basis in the next 5 years 1% 12% 19% <br />Percent of women who predict that they will work on a part-time basis in the next 5 years 15% 19% 36% <br />Percent reporting that they would leave their jobs for greater control over their work schedules 1% 66% 85%<br />Percent reporting that they would leave their jobs for greater flexibility 2% 59% 92%<br />Percent reporting that they would leave their jobs for the ability to work fewer hours 1% 48% 64% <br />Percent reporting that they would leave their jobs for the ability to telecommute 0% 50% 75%<br />Percent who expect to leave their current employers in the next year 43% 52% 70%<br />RISKS<br />Used with permission<br />© 2007-2008 Quest Flexible Staffing Solutions. All rights reserved.<br />
  73. 73. RISKS<br />Changing Customer Profile<br /><ul><li> Demand more for less – Less tolerant
  74. 74. Instant gratification
  75. 75. Younger profile – Tec Savvy
  76. 76. 7x24 Instant Gratification World
  77. 77. Channel preferences
  78. 78. Channel economics / self service
  79. 79. Migration to alternative channels
  80. 80. New channels – the social networks
  81. 81. Demanding / expecting proactively from suppliers and services </li></ul>The New CRM<br />Customer Rage Management<br />
  82. 82. Public Sector Service Delivery <br /><ul><li> Dramatically growing awareness of ‘Service Delivery’
  83. 83. Service = Citizen Satisfaction = Votes !
  84. 84. Reduce costs – increase efficiencies
  85. 85. Track ‘Accountability’ / Security / ‘Corruption Management’
  86. 86. Influence / Impact of Trade Unions
  87. 87. Consolidation (Shared Services)
  88. 88. Outsourcing non core services
  89. 89. Public-Private-Partnerships
  90. 90. Government data pooling / in co-operation with private sector data pools
  91. 91. Monitor & Manage productivity
  92. 92. Fraud Detection / Risk Management </li></li></ul><li>So… You Want World Class Service Delivery ?<br />Napoleon IEmperor of the French<br />1769 - 1821<br />“Men, horses and cannon are useful in battle<br /> But Strategy and Planning win wars”<br />
  93. 93. Towards Operational Optimisation<br />To Achieve “World Class” Service Delivery <br />ACTION PLAN – THE WAY AHEAD<br />AssessCurrent Operational Realities<br />- Audit all departments using an internationally aligned public sector audit methodology<br />Establish Clear Baselines & Goals<br />Benchmark <br />- Audit & Benchmark against SABS Contact Centre & Back Office Standards & Own Objectives<br />Establish Realistic Quarterly Milestones<br /> Assign Dedicated Resources<br /> Monitor & Manage <br />: Constantly Re-assess <br />
  94. 94. Thank You for This Opportunity<br />The C3Africa Group provides a comprehensive range of professional services from Contact Centre and Call Centre Strategic development and implementation to staffing, training and operational optimization.<br />