Role Of Analytics In Cm

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Role Of Analytics In Cm

  1. 1. White Paper the role of analytics in Customer management EVERY CUSTOMER-CENTRIC ORGANIZATION SEES A WIDE VARIETY OF INTERACTIONS in its customer support operations – from the routine to the relationship- changing. Support staff manage everything from routine interactions to crucial, ‘tipping-point’ conversations that shape the future of an account. In addressing this diverse challenge, successful organizations understand that the foundation of the customer experience lies in meeting expectations – not policies, scripts, and rules. Offering a ‘one-size-fits-all’ service model is guaranteed only to underperform many customers’ expectations and overperform others, often at a significant cost to the organization. Not only do expectations vary from customer to customer, but from one interaction to the next for a single customer. A customer who is today in a hurry to resolve an issue may evaluate an interaction by the speed with which it is handled. Tomorrow that same customer, with a less urgent request, may place more value on an agent’s listening skills, professionalism, or diligence. While every customer interaction is unique – just as every customer is unique – interactions can be Insourced Agent Speech/ analyzed along two convenient, logical dimensions: Expert BPO Provider complexity and impact. Complexity, just as the name implies, refers to the degree to which an interaction can fork into many potential service areas based on the customer’s needs. An account Process Optimization balance request has very low complexity; a technical support call has very high complexity. Customers tend to value human interaction, and the ability to tap particular areas of expertise, as the complexity IMpACT IVR/WEB Self-Service of an interaction increases. They tend to value speed and convenience of access as the complexity of an COMplExITY interaction decreases. Impact measures the importance of an interaction to the customer’s long-term loyalty and retention. All well-executed interactions make a positive impact; all poorly-executed interactions make a negative impact. What differs is the scale of the impact. When a customer has difficulty getting an account balance, or making a routine change to their account, the impact is negative – but small. When a customer has a larger-scale problem – an incorrect bill becomes a chore to correct, or a support issue is routed too many times without adequate resolution – the impact is considerable. When positive impacts add Comprehensive Customer and enterprise solutions ©2010 teletech holdings, inc. - all rights reserved. 1
  2. 2. White Paper the role of analytics in Customer management up, customer loyalty increases, and it becomes more difficult for competitors to acquire them. When negative impacts add up, the opposite happens. As a result, in order to achieve peak performance in managing customer contacts, interactions should be grouped into zones by impact and complexity. The first logical grouping is low-complexity, low-impact interactions. These are account inquiries, address changes, and other basic exchanges of information that prioritize speed and convenience over personal touch. Most of these interactions are handled either via IVR or Web self-service, and for good reason: doing so both pleases the customer, in terms of ease of access, and drives the cost to serve down dramatically. At the upper end of the spectrum, another logical grouping encompasses interactions that exhibit high complexity, high impact, or both. These interactions hold significant implications for a company’s customer satisfaction. Handled correctly, they’re a source of enduring customer loyalty and increased long-term value. Mishandled, they’re a source of dissatisfaction, churn, and expensive retention activity. That’s why so many organizations either keep these interactions in- house, or outsource them only to a specialized Business process outsourcing (BPO) partner. It’s often a surprise to organizations just beginning to study the economics of their customer management system that neither of these interaction ‘zones’ is usually a significant source of expense. The low-complexity/low-impact zone generally sees enormous numbers of customer interactions, but each one is handled at very low cost to the organization. Meanwhile, interactions in the high-complexity/high-impact zone are costly, but are small enough in number that the overall cost impact is minimal. The mathematics of both interaction types – high-volume/ low-cost and low-volume/high-cost – make them easy to manage and budget for. Apart from these two zones, however, the answer is not so simple. Between them lies a large volume of customer interactions that do not fit the definition of either of the others. The complexity of these interactions, and their potential impact on organizational performance, are too high to leave in the realm of self-service; they generally require support staff involvement. But neither do these recurring customer interactions require specialized in-house expertise. The primary challenge of this realm of customer interactions is the economics of servicing them. The volume of interactions times the cost to serve each one usually makes this the most expensive type of customer touchpoint for many firms. Add in the need to consider alternative interaction channels – such as chat, SMS, and email – and designing and deploying solutions for this layer becomes increasingly complex. That’s why most organizations see this as an area of margin opportunity – a process optimization layer that’s ripe for workflow efficiency improvement. The decision as to whether to outsource a particular type of interaction is generally made easier by mapping its position within these zones. But defining the perimeters between them is more difficult than it might initially appear. While it’s often simple to group together easily-defined interactions, separating an account balance request from an upselling opportunity, or a routine service conversation from a ‘tipping point,’ is a delicate process. Unfortunately, too many firms try to do so without really ‘seeing’ their interaction stream – without understanding, from a quantitative perspective, how customers interact with the company, what their motivations and needs are, and how each such interaction can be optimized for peak efficiency and performance. Comprehensive Customer and enterprise solutions ©2010 teletech holdings, inc. - all rights reserved. 2
  3. 3. White Paper the role of analytics in Customer management The complexity and impact of a customer interaction cannot be determined by viewing simpleContaCt teleteCh: operational reports. Quantifying the nature of a customer interaction requires insight into thesolutions@teletech.com customer’s reason for calling, the representative’s actions, the call outcome and the customer’s1.800.TELETECH or reactions. Typically this data is extracted from disparate sources and needs to be linked+1.303.397.8100 (outside the U.S.) together in order to provide actionable analysis. Useful sources include switch data, customerwww.teletech.com records, H/R data, voice segments from recorded calls, customer surveys, and more. While each of these on their own provide visibility into the customer interaction (and overall customer experience), the real value comes from linking them together into one centralized database that can be analyzed holistically. Interaction analytics blends existing satisfaction research with operational analytics to create a coordinated plan for measuring and improving the customer experience. An effective program should combine customer satisfaction surveys, a leading-edge analytics toolset, and speech analytics to provide a data-driven approach to evaluating an organization’s performance- topotential in delivering the best possible customer experience. Ultimately, the ability to construct and analyze a 360 degree view of the customer experience enables you to define an optimal treatment strategy for each unique type of customer interaction. Where a transaction can be optimized through a business partner, the knowledge you’ve gained about the success criteria for each interaction will allow you to design stronger service agreements with business process outsources. TeleTech offers clients both the analytic tools and the demonstrated expertise to bring customer interaction management to peak efficiency. TeleTech’s Professional Services team is equipped with the right solutions for your business needs – making it possible to map your customer interactions by complexity and impact, and then route those interactions to precisely the right channel, associate, and geographic location to achieve peak performance. At TeleTech, we’ve built decades of experience in interaction analysis into the software tools, operating processes, and workflow systems we deploy for our clients – and it shows in their engagement results. We’ve helped companies around the world optimize their customer interaction management systems and maximize the value of their customer accounts. Comprehensive Customer and enterprise solutions ©2010 teletech holdings, inc. - all rights reserved. 3

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