A shift is underway in the contact center industry as customers derive both power and influence from advances in technology. Contact centers that want to survive this shift need to understand that the age of the consumer is upon us, and customer experience is the key differentiator for standing out among competitors. From bringing in repeat business to influencing customers to recommending your organization to other customers, the experience is both powerful and critical to the success of any company. This webinar series will discuss:
1. What is Customer Experience?
2. Measuring Customer Experience
3. Best Practices and Strategy around Customer Experience
4. Technology and Customer Experience
Here I will discuss the services we do and how they impact with some specific numbers and examples
I will talk about how THIS is what is motivating the case study data I presented…the current scare of poor CE
John: We could add the following… Christa, we hear real life cases of this at Connect First – especially with regards to technology. A while back we were approached by a Mortgage Company that was losing up to 70 percent of the client base because the connection rate was so horrible. The worst part was that they did not have reporting tools in place in the company, so they had no insight into what was happening.
It’s not just bad customer service that can impact your bottom line. The data also states that 63.9% of consumers consider customer service to be more important than price when deciding whether or not to do business with a company. And 55% would actually pay more to guarantee better service.
TOM JUMP IN AT BEGINNING OF THIS SLIDE – great stats, so what is CX? How would you define? This includes digital experience and interaction, such as a website or smartphone, and the totality of customer service (the speed of resolution).
Fostering relationships with customers can significantly increase the likelihood of exceeding their expectations, turning them in to advocates of your brand.
Christa, I would also add that customers are expecting their vendors to understand how the product will impact their businesses. In one instance wet ran through the customer’s dial patterns and their structure. We were able to instruct them on how to build effective lists and reports. This helped them a great deal.
TOM START SLIDE – so what is necessary? How do you provide an outstanding CX? This is great info, so what do you suggest clients focus on for providing a great CX? CHRISTA - Today, technologies like CRM allow businesses to extend relationships with customers to the call center. For example, agents can greet callers by name and have a complete history of their interactions with the company (purchases, transaction history, etc.), so those customers don’t have to repeat information every time they call. This approach can also extend to proactively contacting customers, for example, sending electronic communication about relevant promotions, follow-up calls to ensure satisfaction, etc.
Tom begins the moderation of questions.
Christa, I agree with these. The majority of customers we meet want more insight into the call center process. A great example of this was a lead management client that wanted to easily identify a customer on the line when the call arrives, scrub the inbound calls and bounce them against various databases in real-time,before handing them off to call center agent. They also wanted the supervisors to record and monitor all of their agents interactions.
TOM STARTS SLIDE – so we know the 7 impact zones but what would the strategy be? How do you do this? Christa - I think we confirm that we want to primarily focus on Technology
Christa, it is amazing how many companies are still struggling with this concept. In the end, the three have to work in tandem. We worked with a company that was experiencing very high call volumes and, prior to our involvement, had added some technology to cope with it. Unfortunately, they experienced limited success because they had to adapt to the vendor’s technology. Instead of the other way around. After two years of tinkering with the system to try and get it running efficiently, it ultimately failed to meet the organization’s needs. Couple that with high maintenance costs and the system was a total failure.
CF published a whitepaper a while back called the ROI of Agent Engagement and in it, we highlighted that Employee engagement is now actually a key objective in many if not most enterprises.
Here are some of the stats: Companies with high levels of employee engagement improved 19.2% in operating income while companies with low levels of employee engagement declined 32.7% (Source:Towers Watson) Companies with engaged employees reported an up to 3.8% increase in stock price compared to companies where employees are not engaged. (Source:The London Business School) Organizations that increase their investment in practices related to employee engagement by just 10% can increase profits by $2,400 per employee per year. (Source:The Institute for Employment Studies (IES) and The WorkFoundation) Engaged organizations grew profits as much as three times faster than their competitors. Highly engaged organizations have the potential to reduce staff turnover by 87% and improve performance by 20%. (Source: Corporate Leadership Council)
Christa, I could not agree more. However, I want to take this from a different angle. We also believe that a system works if the people who have to manage it are empowered to change it. Our experience is that the companies who start with a focus on the right knowledge transfer, so that they don’t need the vendor, have a better success rate. We worked with a Healthcare company that really got this right and has been a boon to their business. They focused on making sure that their technical team fully understood how to integrate the Connect First platform along with the other technology platforms that they worked with. As a result of this knowledge, our customer has successfully launched over 100 projects themselves since partnering with Connect First.
Christa, As I think about what you said, one of our clients in the newspaper industry comes to mind, They wanted the tools to automate their agent monitoring processes so that they could manage multiple campaigns in their respective markets as part of a growth strategy. Now the supervisors can coach agents, while developing skills they didn’t have in the past Recorded and monitored calls can be used to train and coach at length, driving the standard of performance within the Lee Enterprises call center to a higher level.
Christa, There are several key questions that customers should ask of any technology vendor. These are just the ones that I believe are most important.
However, even though technology is hugely important, what our customers value most is control. Connect First is very good at hosting the data in real-time but clients love the fact the they have complete visibility and access to their data. They have complete control over their data as well.
The other part of the technology puzzle is scalability. Especially for clients who have seasonal needs. In 2012, one of our political clients needed to add several thousand seats to the platform. We were able to provision that in less than 48 hours. Within just a few days, our client was handling more than ten million calls a day.
To deliver great CE, you need to be able to offer customers options. I think we use this to reiterate and tie back to what the consumer trending and research we have been siting is again saying about what is needed. When you need to provide OPTIONS you have to have the right technology and RIGHT PARTNER to help you meet these service requirements….technology is the foundation
The devil is in the details here, though. Studies (like this one from Amex) show that channel preference depends on the type of interaction. For example, for “simple” inquiries (like “what’s my bank balance?”) online self-serve and email are the preferred channel. However as the inquiry gets more complex, speaking with a live agent becomes the dominant channel choice.
TOM TO START – you cant improve what you cant measure, so KPIs are very important, but what KPIs should I focus on? great info and tools but how do they measure CX?
I think that we all know the saying that you can’t improve what you can’t measure. Therefore KPIs are very important. The questions to consider are: Which KPIs should I focus on? For my agents, my supervisors and my company? Then you should ask yourself, do these all need to be realtime KPIs or can they be segmented by: Historical KPIs or end of shift Near real-time KPIs (within 15 minutes of the event ending) and Real-time KPIs (The most important and delivered within seconds)
The final consideration is that reporting is key. Companies need historical, near-real time and real-time reports, dashboards and alerts to give IT and business managers the actionable insights and data they need to identify and address performance issues before they escalate and negatively impact an organization’s bottom line and brand.
TOM START SLIDE – great convo, copy will be sent out via email to all registrants, but in the mean time here is the check list for providing and great customer experience – Tom wraps this up with some conversations from today
TOM – thanks Christa and John for all of the great info
TOM – we will have Connect First customers on and will be roundtable several customer experience related topics
Join Contact Center Compliance, the Professional Association of Customer Experience (PACE), MacMurray Peterson and Shuster LLC and Connect First as they present an informative webinar on TCPA compliance. We will have industry experts including; attorney Nick Whisler, Ryan Thurman of Contact Center Compliance, Geoff Mina, CEO of Connect First, discussing recent changes with TCPA compliance. This webinar will provide you with helpful guidance to ensure that you are remaining compliant in your contact center.
TCPA overview and update 2015 case updates and lessons learned How to remain TCPA compliant
Contact Center Customer Experience Webinar Series | Connect First
2015 Webinar Series
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Christa Heibel is a career entrepreneur and management consultant
with a real passion for starting, growing and fixing businesses. She is a
leader and a strategist with a unique ability to understand the critical
role and balance between process, people and technology. Christa
thrives on trying to find the right combination of all of these to assist in
creating the most efficient, profitable and positive outcome for all
With a broad background, her area of expertise is the contact center
space where Christa has successfully developed, implemented and
managed numerous call center operations since 1992.
Principal and Consultant at CH
Regional VP of Sales at
John Franco is a sales and marketing veteran with more than 21 years
of expertise in providing Hosted Contact Center services and
technology to contact centers throughout the Americas and EMEA.
John’s experience ranges from start-ups to Fortune 1000 companies
across multiple vertical markets throughout North America, EMEA and
Latin America. John has published numerous articles in the areas of
inside sales, customer service excellence, field sales, sales
management and marketing best practices. He has presented to
audiences of all sizes on these and other topics in the areas of sales
and strategic account management and thought leadership.
Delivering an Outstanding Customer Experience
Section 1: The Case for Improving Customer Experience
Section 2: What is Customer Experience?
Section 3: Customer Experience Strategy (People, Process, Tech)
Section 4: Customer Experience KPIs
Section 5: In-House vs. Outsourcing
Section 6: Key Takeaways and Q&A
Reporting and Analysis
Increased top line revenue
Increased profit/bottom line
Decreased turn over
Decreased cost per
Case Study Data
“Poor customer experiences result in an estimated
$83 billion loss by U.S. enterprises each year
because of defections and abandoned purchases.”
of consumers quit doing business
with a company because of bad
said they would only try to reach
support once before giving up on a
of customers say improved interaction with
a service employee is their key driver for
spending more with a company
when asked what their top reason was for
giving up on a brand, customers cited rude
and incompetent staff as the primary driver
of customer who experience bad service
will switch brands
What do customers really want?
Harvard Business Review defines Customer Experience as:
What is Customer Experience?
“the sum-totality of how
customers engage with your
company and brand, not just in
a snapshot in time, but
throughout the entire arc of
being a customer.”
2015 Trends on Consumer
Customers wanted a good
quality product at a
competitive price and the
ease of doing business.
Good Customer Service
Trend is showing customer
centric, omni-channel and
self-service for 24/7 access.
Fast resolution to issues.
1. Customers expect
4. Extended hours
5. Omni channel
6. Expect company to
7. Customers dislike
7 Impact Zones for Delivering an
Outstanding Customer Experience
“ Our research shows that a common attribute of great contact
centers is their ability to assemble and optimize three elements:
people, process and technology” Benchmark Portal
Consumer Experience Strategy
Recruitment & Hiring
Culture of Empowerment
Voice of the Customer
Can the hosted/cloud-based contact center
integrate with premise-based or hosted?
Strategy: Technology (cont.)
Do you use industry standard protocols to integrate with other platforms?
Do you have multiple geography diverse production sites for redundancy and
Is there automatic failover if a primary site is unavailable?
Do you have a contingency site?
Do you have a disaster recovery plan?
How often do you update or upgrade the software?
Is it included or do I have to pay extra?
Will I have downtime?
Customer expectations on the Customer
Experience change with customer‘s need.
Ex: What’s my
Ex: I want to set up
0% 5% 10% 15% 20% 25% 30% 35% 40%
0% 5% 10% 15% 20% 25% 30% 35% 40%
Average Handle Time
Calls Per Agent/Hour
First Call Resolution
Service Level Agreement
Cost per Contact
Customer Experience KPIs
In-house Pros Outsource Pros
Vital insights from the customer
Integration of all center with
Support local economy
Ease of access to staff and
more control over functions
Lower operational and labor costs
Ability for company to continue to
focus on core business
Leverage global knowledge base
Free up internal resources
Efficiency in processes
Expand company market
In-House or Outsource
People, Process and Technology!!
Organizational priorities! Ask the right questions!
Feedback Loop – KPI and Analysis
Expertise: In-house vs. Outsourcing & Strategic Partners
Budgeting & Cost Analysis
Customer Experience Check List
Partner: Christa Heibel
Upcoming Connect First Webinars
Wednesday October 7th, 1PM EST
Round-tabling what has and has not worked in their contact centers
for delivering an outstanding customer experience.’
Upcoming Connect First Webinars
Wednesday, October 14, 2015 – 1 pm EDT
Featuring: Mac Murray Peterson and Shuster, Connect First,
Compliance Point and PACE