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Sales Performance & Productivity Summit II - Cem session

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Sales Performance & Productivity Summit II - Cem session

  1. 1. “The Sales Performance & Productivity Summit II” Track 4 15:15 – 16:00 Customer Experience Management (CEM) to better attract, keep & grow customers Gerry Cools, Sales Strategy & Development Manager Belgacom Siska Bossuyt, Associate Minds&More Tweet #9octsalessummit SMS 0495/582.221 with your question + name
  2. 2. ACQUIRE GROW RETAIN
  3. 3. Challenging economy Higher competitive landscape Digital world Accelerating changes New and other opportunities More demanding customers
  4. 4. So we have to change the way we think .... From .... Selling the brand To .... Managing Customer Experience
  5. 5. Companies that are successful in creating both functional and emotional bonding had higher retention and cross-sell ratios compared with those that did not. • Retention rate compared to 30% for companies that did not 84% • Cross-sell success compared to 16% for companies that did not 82% Source : IBM ‘Study’ / Ogilvy Loyalty Index / BrandZ Survey Why focus on Customer Experience ?
  6. 6. Strong correlation of Customer Experience Excellence and Enterprise Success
  7. 7. Now, what is customer experience .... Customer experience : perception of the customer of all direct and indirect interactions with the brand Touches upon ALL Business processes Resources Departments Channels
  8. 8. How can we create more value in our interactions with our customers ? Service Customer Sales Marketing
  9. 9. Belgacom The way to convergence The Belgacom Group is the Belgian provider in the field of integrated telecommunications services. With a history as the country’s incumbent operator, the Belgacom Group, through its strong brands of Belgacom, Proximus, Telindus , Scarlet and Skynet, has developed a complete range of offers and solutions. Telephony, data exchange, interactive content, practical services, entertainment, ICT solutions, data transmission capacity – the Belgacom Group offers a complete quadruple-play solution, based on fixed and mobile telephony, the Internet, and television. It is committed to meeting the demands of its business and residential customers, and innovates in order to anticipate their future needs, drawing from the latest technological developments. With a view to closing the digital gap, the Group is also devoted to the development of e-services and to providing a comprehensive range of innovative applications.
  10. 10. Belgacom Our environment is changing rapidly Challenging economy Higher competitive landscape - North vs South – Brand Preference Digital world -Convergence Accelerating changes – Telecom Law New and other opportunities - New products & Services More demanding customers
  11. 11. Belgacom Our environment is changing rapidly Also Belgacom has to change .... From .... Selling the brand Even with differentiated brand preference To .... Managing Customer Experience
  12. 12. Positioning of Customer Care Customer Segmentation & channels SALES BY ... Public & Healthcare Accounts STAR Enterprise Segment Major Accounts & Foreign Offices Large Accounts SMB Accounts Business Segment Low Bus Customers Consumer Segment Residential Customers CCA Shops IND SAL
  13. 13. Positioning Customer Care Activities Belgacom Customer Care gives Belgacom a real competitive edge, by offering customers a best-in-class service. Customers can contact Customer Care through any non-physical means of communication, for any pre-sales, sales or post-sales need. They receive customer care that is tailored to their needs, from a suitable team of experts. Customer satisfaction with this service helps Belgacom retain or winback its customers. Result of Belgacom K/M T M/L T Revenue • • • • • • • • • • Customer satisfaction and loyalty Inbound telesales Outbound telesales Chat – email – social media Retention and winback Payment and collection Fraud detection and pursuit Risk management Lead generation of other sales channels Billing Order processing • • • • • • • • Customer Care Availability and accessibility Information about products and services Complaints prevention and processing Regularizations and credit notes After-sales support for the use and billing of products and services Administrative account management Order follow-up and feedback Optimization of use of processes and systems
  14. 14. Positioning Customer Care Present through the customer journey Presales info ACQUIRE Order & Sell Usage info GROW Bill & collect Manage Admin Handle Complaint RETAIN Cancel
  15. 15. Positioning Customer Care Towards cross channel strategy between different channels FROM TO Full convergence Full convergence CONTROLLED DIR Fix driven solution complexity solution complexity IND Mobile driven CCA Fix driven CCA UNCONTROLLED E channel E channel Stand alone Stand alone Pre sales Information Sales Post Sales Pre sales Servicing Information Sales Post Sales Servicing
  16. 16. Positioning Customer Care Cross channel strategy intra Customer Care 
  17. 17. Positioning Customer Care Focus - Customer experience extended • Support Multi-play cross-selling Better targeting of customer base • Improve Loyalty and reduce Churn Offer better service to high value customers • Maximize Customer Value Extraction Offer targeted additional services
  18. 18. Customer Care Focus Customers Cost Customer Care Employees Outsourcing partners Revenues
  19. 19. Customer Care Sales Sales = Care Answer to actual and future needs
  20. 20. Customer Care Sales Customer Care is a successful part of multichannel sales – More X- and upselling than taking orders – Inbound – outbound – mail – chat - application – Every call is a sales & retention opportunity if yes, were you: 45% 40% 35% 30% 25% 20% 15% 10% 5% 0% 32% 31% 38% 39% 15% 16% 2% 1% 2% 2% totally unsatisfied FR 12% 11% unsatisfied neutral satisfied v ery satisfied no answer NL Bridging from problem solving to solution selling is appreciated by customers
  21. 21. Customer Care Sales – steering of internal agents – commercial career Objectives – steering operators – Introducing “sales” as an objective is easy – Maintaining service focus on individual basis is less – Balance objectives and coaching indicators Individual operator objectives (impact on variable pay) Sales (new business) Individual in € Retention (protecting business) Customer contact satisfaction Individual from IVR surveys Knowledge tests Individual
  22. 22. Customer Care Sales – Steering of external partners Basis principle : internal = external • Same KPI internal & external • Steering of partners ( ex. IPG) through bonus / malus • Steering of individual agents : partners responsibility • Transition from non-sales towards sales • Training & coaching • Gradual building up • Support
  23. 23. Customer Care Sales – steering of agents • Support tools are key for consistent & integrated cross-channel approach – no scripting , targeting based on customer situation – translate macro-knowledge to individual transaction – 360° view • History • Interactions • Proposal management • Follow up by mail
  24. 24. Customer Care Sales Always focus on Hit- and conversion rate Use the valuable contacts 1 Lead generation web – repair – cross channel - outbound Leads 2 Proposal management : Steer the agents – profile based – recent events Proposal mgnt 3 Automate call handling Dynamic IVR – automated recall (info – order intake- sales) IVR 4 Differentiate Differentiate : •Customers •Type of calls
  25. 25. Customer Care Customer experience & satisfaction Sales & Care = Customer Satisfaction
  26. 26. Customer Care Customer experience & satisfaction Keep focus on Customer Satisfaction 1 Sales & care Customers want good care and customers like sales 2 Proposal management : Adapted to the customer needs Tailormade: profile & events Proposal mgnt 3 IVR Customers like dynamic IVR: Efficient – easy – fit (profile & recent events) 4 Differentiate Differentiate : •Know your customers •Adapt to them
  27. 27. Customer Care Employees Contact Centres = It’s all about PEOPLE
  28. 28. Customer Care Employees Our people remain the centre of our business 1 Training & coaching Even “sales” people need training & coaching :skills & profile Key factor for success 2 Commercial Carreer Function = commercial career Incentives Differentiate : career path 3 It’s a change of mind : Sales = Care Most difficult element of change Mindset 4 support Tools to make it easy Sales oriented organisation
  29. 29. Customer Care Conclusion Customers Cost Customer Care Revenues Employees It’s a change of mind for the whole organisation To be successful : All aspects have to be addressed
  30. 30. Customer Care Cost reduction / control Always focus on cost reduction & efficiency 1 Avoid reason for contact Product and policy decisions Call reduction as side effect of overall benefit (ex. Prod. Simplification) 2 Offer alternative way of contacting Develop and push alternative self service possibilities (Web – Web applications) Avoid intervention of operator on call 3 Automate call handling Dynamic IVR (complaint handling – info – order intake- sales – request handling) Increase efficiency and quality of handling 4 Operational excellence (FTR – AHT – Coaching)
  31. 31. Ready to support you in your Customer Experience Journey ....
  32. 32. Some give aways .... Don’t do : • Audit to find out what’s being done already • Coordinate a community of CX practitioners • Use a CX framework and maturity model • Assume that customer experience is something soft, trivial, immeasurable • Or treat is as another name for customer service • Hope it will go away if ignored Redo : Undo : • Map all customer touch-points and processes • Ask customers which they care about most and systematically set about fixing them • Reliance on an annual customer satisfaction survey as the only voice of the customer Source : Garter © Do :
  33. 33. Thank you ! “Nobody knows about how much you know or have, until they know you care .... “ (Theodore Roosevelt)
  34. 34. Appendix
  35. 35. So we have to change the way we think .... Identity Customer Expectations From .... Selling the brand Integate accross the channcels Measure customer lifetime value Changing reality To .... Managing Customer Experience Manage customer information as a strategic asset Manage customer experience Align strategy with brand & customer values
  36. 36. How mature is YOUR company ? Customer Experience Management CEM Roles & Responsibilities CEM KPIs • • • • • • • Organization mindset & adoption Level of personalization • • • No CE journey nor experience defined Isolated and symptom based approach to touch points No ownership of CE defined No link with business units • • • No specific KPIS for CEM in place Adhoc research Focus on traditional channel related KPIs • Limited understanding of CE, mindset change not addressed No CE driven vision and mission defined • No differentiation of CE strategy across segments or types of customers • • • • • No CE journey, but looking at root causes to gaps in CE Looking at what processes are in our control • CEM is not a central function, is scattered and at low levels of responsibilities • • • • Scorecard and KPIs for CEM is defined Select pilot of KPIs Implementation is pending • Objectives and related people strategy linked with CE Isolated activities (e.g. trainings for front line) • Rough differentiation started, mainly by value or size to company Differentiation for certain customer types • • • Delivery of CE across front end touch points Looking at back end and operations and how impact CE Role of 3rd parties • Delivery of CE across all touch points (front, back) including third party • Full CE experience comprising all touch points along the customer journey including product design CEM established within the organization Cooperation across business units driven by one driver • Clear roles and responsibilities CEM team acting company wide CEM board • Own CEM division on board level Customer focused management across all business units Approved KPI system or mechanisms implemented Measures derived centrally and used • • KPI scheme fully adapted Wider organization acting on results linked with CE hindering • Continuous performance improvement on a centralized level More comprehensive mind-set change program started comprising all functions • CE accepted as key design and behavioral parameters CE trainings started, gaining adoption • CEM truly lived values and behaviors Continual CEM training programs CEM culture Detailed differentiation according to segment specific preferences, value and economic drivers • Differentiation initiatives expanded driven by customer needs Segments taking form and experience differs • • • • • • • Personalized based on individual demands including value and economic drivers
  37. 37. Part of a structured approach Discover Define Design Implement Mesure  Analyse CEM Maturity Where is your company relative to your CEM maturity?  Positioning framework Translate strategic & brand positioning into unique customer experience framework/identity  Design Customer Journey’s and Moment’s of Truth in order to consistently deliver the defined Customer Experience  Translate Experience Framework into concrete actions at the different moments of interaction.  Design the To Be situation.  Implementation plan + roadmap  Build  Pilot  Improve + Roll out  Sustain  Define KPI’s  Organize measurement  Continuous improvement (PDAC)  Train & coach  Monthly dashboard  Montly/Quarterly improvement meeting  Behavioural principles  Improvement ideas + prioritization  Implementation plan  Road map  Pilot  Roll out  Monthly /Quarterly sounding board in preparation of next improvement round  Analyse current Customer Experience performance Analyse current situation and detect limitations and failures.  Recommendation for your CEM program  High level roadmap “What do we want the customer to think about the ORGANISATION during and after having done business?  Voice of the customer Define customers wants and needs during complete customers lifecycle  Your DNA of CeX

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