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Inline Client Experience Measurement Oct8th

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Inline Client Experience Measurement Oct8th

  1. 1. INLINE CLIENT EXPERIENCE MEASUREMENT Using analytics and insight to measure your client experience as it happens
  2. 2. Inline Client Experience Measurement Using analytics and insight to measure your client experience as it happens Evaluate Assess customer experience across channels and operational Tools and Analytics Instrument channel activity and operational processes Take Corrective Action Address Process or Customer Issues Continuously Improve and Refine Refine and Improve Operational Processes and Channel Performance Determine Thresholds / Triggers for Intervention
  3. 3. Inline Client Experience Measurement Capturing and Applying Significant Insights Truth Counts Use real data to create insights. Quantitative Use data and insight to change the discussion. No feelings or impressions permitted – what did the client actually experience? Qualitative Relate conversations and surveys with customers to the operational inline measures. Iterate The Results Iterate the development and keep upgrading the value of the insight. Blend and Relate Many Sources Measure end to end and top to bottom. Change the control, risk and verification paradigm through ETE process design
  4. 4. Inline Analytics – How to Think About It Real-time or near real-time measurement Observation Analyze customer experience at various points of interest or relevance in the process Set Thresholds and Triggers Know what is normal and not normal behaviour and relate it to the desired business outcomes Visualization Visualize the dashboard compared to the thresholds and triggers Engage Senior and Operational Leaders to Change the Dialogue Use the Dashboards results to drive a better client experience, improve controls and manage costs
  5. 5. Inline Client Experience Measurement After Sale ActionFulfillProcessCommitmentPassive InterestResearchSTAGES Inline Metrics Operational Execution Impact Length of time on each screen. % queries that lead to sales Attrition % Anti-selection % Click through rates Segment Orders by Channel Risk Scores by Channel Volumes by Channel Rework metrics Cycles and effort metrics Hand off and drop metrics Third Party Metrics Cost per metrics Pull Through % Follow up Survey. Track next best action Insight How long do people stay, if they come? What % result in a sale? When do people leave and why? Error rates by segment, risk score and channel. Change the design, think ETE. Rework cycles and times by segment, channel and risk category Who delivers well, who does not and what is the relative cost? Which way is best to communicate with the client, what do they prefer? Channel Entry Research Social Media Web Research Place an order Evaluate channel effectiveness Determine where to invest Identify how to save lost customers Errors and rework understood Business cases are fact based Client irritants are understood and action can be taken Provide insight back to the front line near real- time Monitor and relate social media comments to internal capability Segment attractiveness understood Process transformation opportunities are self evident Ongoing measurement trending through time Take the next best action which depends on what is best for the client Measure the impact When things go wrong How did third parties do? What is the cost per metric of a good and bad case? Engage clients after the sale Follow up in their channel of choice web web
  6. 6. Measure What People Actually Do vs. What They Say They Do STAGES 1. Research and Passive Interest 2. Commitment and Process 3.Fulfill 4. After Sale Follow up Client Experience Routes Initial Contact Follow Up Second Contact Compare Competitive Offers Track Key Stokes And Points of Contact Third party Call Walk in Telephone Online Understand Clients Better  Understand segment performance  Understand peer groups  Analyze prospect performance Frontline Metrics Know Which Employees Did What and When Inline Insight Into Actual Processes Vary by Channel Vary By Product Type Vary By Segment Measure Third Parties Make Operating Model Improve ments Assess Sale Model Effectiveness Assess Training and Support Model Understand Employee Performance Better  Identify underperformers  Identify top performers. Paper Based Fulfillment Records and Book of Record E Fulfillment Look ETE To Identify Upstream Issues  Change the dialogue  Create transparency External Metrics Credit Bureaus Appraisal Services Lawyers BPO Metrics Additional Sales Follow up calls DESCRIPTION STAGE GOAL Know what customers did when and why Know what front line employees did, and when and how processes performed . Know how operations processes and employees performed Follow up, communicate and measure third parties ETE Process Management Metrics ETE Process Management Metrics Measure Third Parties and Service Providers

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