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Technology’s	
  Affect	
  on:	
  	
  

Delivering	
  Great	
  Customer	
  Experiences	
  via	
  Agents	
  &	
  The	
  Bo?om-­‐Line	
  	
  

By	
  Dr.	
  Natalie	
  Petouhoff	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  www.DrNatalieNews.com	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  @DrNatalie	
  on	
  Twi9er	
  
Dr. Natalie’s Background
Analyst Rankings:

PWC Management Consultant

Chief Strategist for Social Media &
Digital Communications
PR & Marketing Agency

Top Forrester
Customer Service,
Social Media, CRM
Analyst

Instructor at Center for Entertainment, Media
and Sports Summer Institutes at UCLA Anderson
How technology affects agent performance and the bottom line by @dr natalie petouhoff-contact center
Write	
  Books	
  or	
  Chapters	
  In	
  OPB
The	
  Agenda	
  
•  The	
  Study	
  
•  The	
  Results	
  
•  How	
  to	
  Apply	
  Findings	
  to	
  Your	
  Contact	
  Center	
  
The	
  Research	
  Study	
  
Determine	
  the	
  direct	
  affect	
  of	
  technology	
  on	
  agents	
  
THE	
  RESULTS:	
  What	
  We	
  Found…	
  
•  Agent	
  Technology…	
  
•  Can	
  increase	
  operaEonal	
  costs	
  
	
  
•  Has	
  a	
  direct	
  affect	
  on	
  customer	
  churn	
  &	
  sales	
  
•  The	
  eight	
  reasons	
  why	
  these	
  condiEons	
  exist	
  
•  Steps	
  to	
  take	
  to	
  ensure	
  the	
  technology	
  is	
  
supporEng	
  your	
  agent’s	
  ability	
  to	
  deliver	
  their	
  
best	
  customer	
  experience	
  
What’s	
  New?	
  
Most	
  Contact	
  Centers…	
  
•  SEll	
  seen	
  as	
  a	
  cost	
  center	
  
	
  
•  But	
  for	
  this	
  hour,	
  consider	
  that	
  a	
  
contact	
  center	
  is	
  revenue	
  center…	
  
•  Even	
  if	
  it	
  doesn’t	
  answer	
  one	
  direct	
  
sales	
  call…	
  
•  Consider	
  that	
  perhaps	
  Service	
  Drivesà	
  
Sales,	
  PR,	
  MarkeEng,	
  Engineering,	
  
Manufacturing,	
  Supply	
  Chain…	
  
	
  
The	
  Contact	
  Centers	
  is	
  the	
  	
  
Most	
  Customer-­‐facing	
  Department	
  

•  It	
  always	
  has	
  been…	
  
	
  

•  And	
  even	
  before	
  social	
  media	
  it	
  had	
  a	
  direct	
  
influence	
  on	
  future	
  and	
  present	
  sales	
  
•  But	
  with	
  social	
  media,	
  the	
  contact	
  center	
  
ma9ers	
  more	
  now	
  than	
  ever…	
  
	
  

•  And	
  it’s	
  easier	
  to	
  prove…	
  

Why?	
  
It’s	
  always	
  been	
  true…	
  

The Contact
Center is
Like a
Canary in
Coal Mine
Most everything the business needs to know…
•  What’s	
  working	
  
•  What’s	
  not	
  working	
  	
  
•  What	
  would	
  be	
  be9er	
  if…	
  

Can be seen by evaluating
customer conversations…

But it’s been difficult to “get”
senior management to understand that…
But Social Media has
Changed the Game
In the
Contact Center’s Favor…
The difference?
We call it the
Witness Factor™!
Go	
  Back	
  In	
  Time…	
  
People	
  Were	
  PredicTng	
  This…	
  
There	
  would	
  be…	
  
	
  

A	
  place	
  in	
  3me	
  
	
  

Where	
  the…	
  
•  Customer‘s	
  voice	
  
•  Employee’s	
  voice	
  	
  
	
  
Would	
  start	
  to	
  mean	
  something…	
  
And	
  there	
  would	
  be	
  an	
  enabling	
  technology	
  
	
  
That	
  is	
  web	
  2.0	
  	
  social	
  media…	
  
	
  
We	
  are	
  here	
  now…	
  
	
  
This	
  is	
  your	
  opportunity…	
  
GO BACK FURTHER…	
  
MANY SCHOLARS
HAD ADVOCATED TO
LISTEN TO
CUSTOMERS,
EMPLOYEES…
GO BACK FURTHER…	
  
MANY SCHOLARS
HAD ADVOCATED TO
LISTEN TO
CUSTOMERS,
EMPLOYEES…
Integrating That Feedback Back Into
Products & Services…
Means you’d have better products, services,
a better company,
more engaged employees & more loyal customers…
Today	
  Customer’s	
  Post	
  Comments	
  online…	
  
•  On	
  review	
  sites	
  like	
  –	
  Yelp,	
  Amazon…	
  
•  On	
  Facebook	
  
•  On	
  Twi9er	
  
•  In	
  Forums	
  &	
  CommuniEes…	
  
Just	
  because	
  a	
  company	
  is	
  not	
  listening	
  online,	
  
doesn’t	
  mean	
  that	
  customer’s	
  are	
  not	
  posEng…	
  
	
  
What	
  should	
  you	
  do	
  about	
  that?	
  
Come	
  to	
  my	
  session	
  tomorrow:	
  
MulE-­‐Channel	
  Customer	
  Service	
  at	
  11:45	
  AM	
  
7	
  Steps	
  to	
  IntegraEng	
  TradiEonal	
  with	
  Social…	
  
Word-­‐of-­‐mouth	
  in	
  social	
  media	
  tends	
  
to	
  be	
  very	
  direct	
  &	
  authenEc	
  
Most	
  everything	
  the	
  business	
  
needs	
  to	
  know…	
  
•  What’s	
  working	
  
•  What’s	
  not	
  working	
  	
  
•  What	
  would	
  be	
  be9er	
  if…	
  
	
  	
  

Can	
  be	
  seen	
  in	
  social	
  networks…	
  
Witness Factor™
Describes the idea that
with social media
customer feedback
is now public
And like cave paintings,
it’s permanent—
for millions of
people to see, forever…
1-9-90
•  1% complain
•  9% respond to complainer
•  90% read but don’t post

Most of your customers
are in the 90%
Social Customer Service:
Not only good at
providing
mission critical
information
to the company…
But its public nature is
helping executives
understand why the
Contact Center
is so important

Canaries in Coal Mine
Remember the book:
Who Moved My Cheese?
•  Social Media is not going away
•  It’s not about:
•  If the cheese is going to move
•  Or where it’s moving
•  It’s what are you doing about it…
•  Do you want to learn about it now?
•  Or be in a reactive, PR nightmare?
But Social Media has
Changed the Game
In the
Contact Center’s Favor…
The difference?
We call it the
Witness Factor™!
Go	
  Back	
  In	
  Time…	
  
People	
  Were	
  PredicTng	
  This…	
  
There	
  would	
  be…	
  
	
  

A	
  place	
  in	
  3me	
  
	
  

Where	
  the…	
  
•  Customer‘s	
  voice	
  
•  Employee’s	
  voice	
  	
  
	
  
Would	
  start	
  to	
  mean	
  something…	
  
And	
  there	
  would	
  be	
  an	
  enabling	
  technology	
  
	
  
That	
  is	
  web	
  2.0	
  	
  social	
  media…	
  
	
  
We	
  are	
  here	
  now…	
  
	
  
This	
  is	
  your	
  opportunity…	
  
GO BACK FURTHER…	
  
MANY SCHOLARS
HAD ADVOCATED TO
LISTEN TO
CUSTOMERS,
EMPLOYEES…
GO BACK FURTHER…	
  
MANY SCHOLARS
HAD ADVOCATED TO
LISTEN TO
CUSTOMERS,
EMPLOYEES…
Integrating That Feedback Back Into
Products & Services…
Means you’d have better products, services,
a better company,
more engaged employees & more loyal customers…
Today	
  Customer’s	
  Post	
  Comments	
  online…	
  
•  On	
  review	
  sites	
  like	
  –	
  Yelp,	
  Amazon…	
  
•  On	
  Facebook	
  
•  On	
  Twi9er	
  
•  In	
  Forums	
  &	
  CommuniEes…	
  
Just	
  because	
  a	
  company	
  is	
  not	
  listening	
  online,	
  
doesn’t	
  mean	
  that	
  customer’s	
  are	
  not	
  posEng…	
  
	
  
What	
  should	
  you	
  do	
  about	
  that?	
  
Come	
  to	
  my	
  session	
  tomorrow:	
  
MulE-­‐Channel	
  Customer	
  Service	
  at	
  11:45	
  AM	
  
7	
  Steps	
  to	
  IntegraEng	
  TradiEonal	
  with	
  Social…	
  
Word-­‐of-­‐mouth	
  in	
  social	
  media	
  tends	
  
to	
  be	
  very	
  direct	
  &	
  authenEc	
  
Most	
  everything	
  the	
  business	
  
needs	
  to	
  know…	
  
•  What’s	
  working	
  
•  What’s	
  not	
  working	
  	
  
•  What	
  would	
  be	
  be9er	
  if…	
  
	
  	
  

Can	
  be	
  seen	
  in	
  social	
  networks…	
  
Witness Factor™
Describes the idea that
with social media
customer feedback
is now public
And like cave paintings,
it’s permanent—
for millions of
people to see, forever…
1-9-90
•  1% complain
•  9% respond to complainer
•  90% read but don’t post

Most of your customers
are in the 90%
Social Customer Service:
Not only good at
providing
mission critical
information
to the company…
But its public nature is
helping executives
understand why the
Contact Center
is so important

Canaries in Coal Mine
Remember the book:
Who Moved My Cheese?
•  Social Media is not going away
•  It’s not about:
•  If the cheese is going to move
•  Or where it’s moving
•  It’s what are you doing about it…
•  Do you want to learn about it now?
•  Or be in a reactive, PR nightmare?
Our	
  Study	
  Looked	
  At…	
  
Agent	
  ProducTvity	
  &	
  Costs:	
  
•  A	
  Siloed	
  Channel	
  Approach	
  Agent	
  Desktop	
  
•  Not	
  IntegraEng	
  All	
  Channels	
  	
  
•  Inaccurate	
  Knowledge	
  Management	
  Databases	
  

Customer	
  LifeTme	
  Value	
  &	
  Revenue:	
  
•  Reducing	
  Customer	
  Churn	
  Rates	
  &	
  Increasing	
  Sales	
  
–  Immediate	
  Responses	
  to	
  NegaEve	
  Word-­‐of-­‐Mouth	
  
–  ProacEve	
  Social	
  Customer	
  Engagement	
  &	
  PosiEve	
  Word-­‐of-­‐
Mouth	
  

Agent	
  AVtudes:	
  
•  Drive	
  A9riEon	
  
•  Poor	
  Customer	
  Experiences	
  
3	
  Case	
  Studies	
  
•  Case	
  Study	
  1:	
  	
  

–  $60M	
  private,	
  online	
  community	
  &	
  subscripEon-­‐based	
  
services	
  company	
  providing	
  sales	
  &	
  support	
  	
  

•  Case	
  Study	
  2:	
  	
  

–  $700M	
  publically-­‐traded,	
  consumer	
  electronics	
  company,	
  
providing	
  sales	
  &	
  tech	
  support	
  

•  Case	
  Study	
  3:	
  	
  

–  $31B	
  publically-­‐traded	
  telecommunicaEons	
  company,	
  
providing	
  technical	
  consumer	
  support	
  
Case	
  Study	
  #1:	
  Company	
  Background	
  
•  60	
  contact	
  center	
  agents	
  
•  QuesEons:	
  	
  
–  Technical	
  “how	
  to”	
  &	
  Billing	
  &	
  product	
  info	
  	
  
	
  

•  Agent’s	
  measured	
  on	
  
–  ReducEon	
  of	
  churn	
  /	
  subscripEon	
  saves	
  	
  
–  Quality	
  of	
  interacEon	
  
	
  

•  Contact	
  Center	
  Management	
  System	
  	
  
•  Provided	
  by	
  outsourced	
  vendor	
  
–  Highly	
  customized	
  
–  Lack	
  of	
  desktop	
  integraEon:	
  
•  Chat	
  
•  Social	
  Media	
  
Case	
  Study	
  #2:	
  Company	
  Background	
  
•  75	
  agents	
  	
  
•  QuesEons:	
  	
  

–  Technical	
  “how	
  to”	
  	
  on	
  2500	
  SKUs	
  –	
  B2B	
  and	
  B2C	
  
	
  

•  Agent’s	
  measured	
  on	
  
–  Quality	
  of	
  interacEon	
  
–  Technical	
  proficiency	
  

•  Contact	
  Center	
  Management	
  System	
  

•  SaaS	
  implemented	
  1	
  year	
  ago,	
  with	
  some	
  customizaEons	
  
–  Lack	
  of	
  desktop	
  integraEon:	
  
•  Chat	
  
•  Social	
  Media	
  
Case	
  Study	
  #3:	
  Company	
  Background	
  
•  1005	
  agents	
  in	
  this	
  center;	
  17,000	
  Agents	
  total	
  
•  49%	
  Agent	
  A9riEon	
  
•  QuesEons:	
  	
  
–  Technical	
  “how	
  to,”	
  product	
  informaEon	
  
–  Social	
  Media	
  posts	
  (done	
  by	
  hand)	
  
	
  

•  Agent’s	
  measured	
  on:	
  

–  ReducEon	
  of	
  subscriber	
  churn	
  or	
  subscripEon	
  saves	
  	
  
–  Quality	
  of	
  contact	
  	
  

•  CRM	
  system	
  

–  10	
  year	
  old	
  system,	
  highly	
  customized	
  
–  Lack	
  of	
  desktop	
  integraEon:	
  	
  
•  Chat	
  
•  Social	
  Media	
  
Case	
  Study	
  #3:	
  Company	
  Background	
  
•  1005	
  agents	
  in	
  this	
  center;	
  17,000	
  Agents	
  total	
  
•  49%	
  Agent	
  A9riEon	
  
•  QuesEons:	
  	
  
–  Technical	
  “how	
  to,”	
  product	
  informaEon	
  
–  Social	
  Media	
  posts	
  (done	
  by	
  hand)	
  
	
  

•  Agent’s	
  measured	
  on:	
  

–  ReducEon	
  of	
  subscriber	
  churn	
  or	
  subscripEon	
  saves	
  	
  
–  Quality	
  of	
  contact	
  	
  

•  CRM	
  system	
  

–  10	
  year	
  old	
  system,	
  highly	
  customized	
  
–  Lack	
  of	
  desktop	
  integraEon:	
  	
  
•  Chat	
  
•  Social	
  Media	
  
We	
  Did	
  Time-­‐MoEon	
  Studies	
  to	
  Look	
  at:	
  
Agent	
  ProducTvity	
  &	
  Costs:	
  
–  A	
  Siloed	
  Channel	
  Approach	
  Agent	
  Desktop	
  
–  Not	
  IntegraEng	
  All	
  Channels	
  	
  
–  Inaccurate	
  Knowledge	
  Management	
  Databases…	
  
The	
  Time	
  MoEon	
  Analysis	
  of…	
  
•  Agents	
  using	
  current	
  agent	
  desktop	
  
•  ProducEvity	
  loss:	
  
	
  
Benefits	
  Of	
  Improving	
  	
  
Agent’s	
  Technology	
  
• 
• 
• 
• 
• 
• 

Reduced	
  agent	
  frustraTon	
  
Increased	
  agent	
  producTvity	
  
Increased	
  FCR	
  (First	
  Contact	
  ResoluTon)	
  
Increased	
  posiTve	
  word-­‐of-­‐mouth	
  
Increased	
  CLTV	
  (Customer	
  LifeTme	
  Value)	
  
Reduced	
  costs	
  and	
  increased	
  revenue	
  
Loss	
  in	
  ProducEvity	
  due	
  to…	
  
•  Too	
  many	
  screens	
  open	
  at	
  once;	
  Eme	
  toggling	
  
between	
  screens	
  
•  System	
  very	
  slow	
  
•  Having	
  to	
  cut	
  and	
  paste	
  informaEon	
  from	
  one	
  
system	
  to	
  another	
  
•  Knowledge	
  bases	
  had	
  poor	
  search;	
  difficult	
  to	
  find	
  
correct	
  answers	
  
–  Long	
  handle	
  Emes	
  
–  Oqen	
  not	
  able	
  to	
  resolve	
  the	
  issue	
  the	
  first	
  Eme	
  

•  Didn’t	
  have	
  chat	
  or	
  co-­‐browse	
  or	
  it	
  integrated	
  to	
  the	
  
desktop…	
  
Loss	
  in	
  ProducEvity	
  due	
  to…	
  
•  Tweets,	
  Facebook	
  posts	
  not	
  integrated	
  to	
  the	
  agent	
  
desktop-­‐	
  doing	
  it	
  by	
  hand	
  
–  Go	
  out	
  to	
  company’s	
  Twi9er	
  handle	
  
–  Look	
  for	
  comments	
  
–  Cut	
  and	
  paste	
  the	
  comment	
  from	
  Twi9er	
  back	
  into	
  the	
  contact	
  
center	
  management	
  system	
  
–  Try	
  to	
  idenEfy	
  if	
  the	
  comment	
  was	
  made	
  by	
  a	
  customer	
  
–  Direct	
  Message	
  the	
  customer	
  
–  SomeEmes	
  can’t	
  match	
  social	
  media	
  idenEty	
  to	
  customer	
  
record	
  
–  Search	
  for	
  answer	
  in	
  the	
  knowledge	
  base	
  	
  -­‐	
  can’t	
  find	
  the	
  
answer….	
  
The	
  Cost	
  of	
  Lost	
  ProducEvity	
  /	
  Year	
  
	
  

ProducTvity	
  
Metric	
  
Phone	
  
eMail	
  /	
  chat	
  
Social	
  Media	
  
FCR	
  
Agent	
  A9riEon	
  

Case	
  Study	
  	
  
#1	
  
	
  
	
  

-­‐$236,040	
  

Case	
  Study	
  	
  
#2	
  
	
  
	
  

Case	
  Study	
  	
  
#3	
  
	
  
	
  

-­‐$542,072	
   -­‐$4,440,800	
  
Our	
  Study	
  Looked	
  At…	
  
Customer	
  LifeTme	
  Value	
  &	
  Revenue:	
  
–  Reducing	
  Customer	
  Churn	
  Rates	
  &	
  Increasing	
  Sales	
  
•  Immediate	
  Responses	
  to	
  NegaEve	
  Word-­‐of-­‐Mouth	
  
•  ProacEve	
  Social	
  Customer	
  Engagement	
  &	
  PosiEve	
  Word-­‐of-­‐Mouth	
  
NegaEve	
  Word-­‐of-­‐Mouth	
  Leads	
  to	
  
Customer	
  Churn-­‐	
  especially	
  online…	
  
“When	
  customers	
  	
  
see	
  other	
  customer’s	
  negaEve	
  posts,	
  
	
  they	
  believe	
  other	
  customers	
  
	
  more	
  than	
  the	
  company’s	
  	
  
AdverEsing	
  and	
  MarkeEng.”	
  
–	
  Edelman	
  and	
  Nielsen	
  
By	
  Taking	
  A	
  ProacTve	
  AcTon	
  In	
  Social	
  Media	
  
And	
  IntegraTng	
  Social	
  Media	
  Into	
  the	
  Agent	
  Desktop	
  	
  
• 
• 
• 
• 

Respond	
  to	
  negaEve	
  comments	
  and	
  	
  
Turn	
  them	
  around	
  
Reduce	
  negaEve	
  word-­‐of-­‐mouth	
  
And	
  reduce	
  customer	
  churn	
  
	
  Metric	
  

Reducing	
  Customer	
  
Churn	
  /	
  NegaEve	
  WOM	
  

Case	
  Study	
  #1	
   Case	
  Study	
  #2	
   Case	
  Study	
  #3	
  
$245,592	
  

$960,000	
  

“Nega&ve	
  WOM	
  can	
  reduce	
  a	
  
	
  company’s	
  market	
  share	
  by	
  20%.”	
  	
  
–	
  McKinsey	
  

$640,000	
  
Increased	
  Incremental	
  Revenue	
  /	
  Year	
  
	
  
	
  “A	
  high-­‐impact	
  recommenda&on—	
  
from	
  a	
  trusted	
  friend	
  conveying	
  a	
  relevant	
  message,	
  
—is	
  up	
  to	
  50X	
  more	
  likely	
  to	
  trigger	
  a	
  purchase	
  
	
  than	
  a	
  low-­‐impact	
  recommenda&on.”	
  
	
  Metric	
  
Increasing	
  CLTV/	
  
ProacEve/	
  PosiEve	
  WOM	
  	
  

Case	
  Study	
  #1	
   Case	
  Study	
  #2	
   Case	
  Study	
  #3	
  
$544,000	
  

$719,000	
  

$3,180,000	
  

Word-­‐of-­‐mouth	
  is	
  the	
  primary	
  factor	
  
	
  behind	
  20	
  to	
  50%	
  of	
  all	
  purchasing	
  decisions.”	
  
-­‐-­‐	
  McKinsey	
  	
  
Why	
  Word	
  of	
  Mouth	
  Ma9ers	
  
“Sales	
  directly	
  aJributable	
  to	
  the	
  	
  
proac&ve	
  and	
  posi&ve	
  word-­‐of-­‐mouth	
  	
  
for	
  the	
  iPhone	
  	
  
outstripped	
  those	
  aJributable	
  
	
  to	
  Apple’s	
  paid	
  marke&ng-­‐-­‐	
  6-­‐fold.”	
  

	
  
-­‐-­‐	
  McKinsey	
  	
  
	
  

h9p://vandymkEng.typepad.com/files/2010-­‐4-­‐mckinsey-­‐a-­‐new-­‐way-­‐to-­‐measure-­‐word-­‐of-­‐mouth.pdf	
  
Technology’s	
  Affect	
  On	
  
	
  the	
  Bo9om-­‐line	
  
	
  
The	
  change	
  in	
  net	
  profit	
  
contribuTon…	
  

	
  Metric	
  

Case	
  Study	
  #1	
   Case	
  Study	
  #2	
   Case	
  Study	
  #3	
  

Part	
  1:	
  	
  Agent	
  
ProducEvity	
  

	
  

$236,040	
  

	
  
$542,072	
  

	
  
$4,440,800	
  

Part	
  2:	
  	
  Customer	
  Churn/	
  
Customer	
  LifeEme	
  Value	
  

$789,592	
  

$1,679,000	
  

$3,820,000	
  
Technology’s	
  Affect	
  On	
  
	
  the	
  Bo9om-­‐line	
  
	
  
The	
  change	
  in	
  net	
  profit	
  
contribuTon…	
  

	
  Metric	
  

Case	
  Study	
  #1	
   Case	
  Study	
  #2	
   Case	
  Study	
  #3	
  

Part	
  1:	
  	
  Agent	
  
ProducEvity	
  

	
  

$236,040	
  

	
  
$542,072	
  

	
  
$4,440,800	
  

Part	
  2:	
  	
  Customer	
  Churn/	
  
Customer	
  LifeEme	
  Value	
  

$789,592	
  

$1,679,000	
  

$3,820,000	
  

$1,025,632	
  

$2,232,592	
  

$9,240,800	
  

TOTAL	
  
Our	
  Study	
  Looked	
  At…	
  
Agent	
  AVtudes:	
  
•  Drive	
  A9riEon	
  
•  Poor	
  Customer	
  Experiences	
  
What	
  Agent’s	
  Told	
  Us…The	
  Results	
  
	
  
“Having	
  many	
  screens	
  open,	
  
remembering	
  different	
  login	
  
passwords	
  and	
  toggling	
  back	
  
and	
  forth	
  becomes	
  tedious,	
  
&resome	
  and	
  nega&vely	
  affects	
  
our	
  aPtude	
  &	
  our	
  work”	
  
	
  
	
  
	
  
	
  
What	
  Agent’s	
  Told	
  Us…The	
  Results	
  
“Less	
  of	
  us	
  would	
  leave	
  if	
  the	
  
technology	
  we	
  use	
  everyday	
  
was	
  easier	
  to	
  use;	
  our	
  job	
  
would	
  be	
  less	
  repe&&ve	
  and	
  
less	
  stressful”	
  
	
  
	
  
	
  
	
  
	
  
What	
  Agent’s	
  Told	
  Us…The	
  Results	
  
“We	
  know	
  that	
  we	
  can	
  	
  
not	
  only	
  convert	
  	
  
poten&al	
  customers	
  into	
  
customers	
  	
  
but	
  how	
  we	
  interact	
  with	
  
customers	
  drive	
  sales	
  
	
  
But	
  the	
  company	
  has	
  to	
  
understand	
  this	
  and	
  give	
  
us	
  the	
  right	
  tools”	
  
	
  
	
  
What	
  Agent’s	
  Told	
  Us…The	
  Results	
  
“I’m	
  a	
  customer.	
  
	
  I	
  know	
  that	
  when	
  I	
  see	
  
nega&ve	
  posts,	
  it	
  
discourages	
  me	
  from	
  
buying	
  stuff	
  
	
  
Our	
  company	
  has	
  to	
  start	
  
paying	
  aJen&on	
  to	
  social	
  
media…”	
  	
  
	
  
	
  
WHY IS CHANGE DIFFICULT?
	
  1.	
  OrganizaTonal	
  PoliTcs	
  
•  Lack	
  of	
  cross-­‐funcEonal	
  collaboraEon	
  
•  MarkeEng	
  or	
  PR	
  department	
  owns	
  the	
  Facebook	
  
page	
  and/or	
  all	
  social	
  channels	
  
WHY IS CHANGE DIFFICULT?
	
  1.	
  OrganizaTonal	
  PoliTcs	
  
•  Lack	
  of	
  cross-­‐funcEonal	
  collaboraEon	
  
•  MarkeEng	
  or	
  PR	
  department	
  owns	
  the	
  Facebook	
  page	
  and/or	
  all	
  social	
  channels	
  

2.	
  Ability	
  to	
  Adopt	
  to	
  Change	
  
•  Changing	
  current	
  methods	
  of	
  operaEng	
  are	
  daunEng	
  	
  
WHY IS CHANGE DIFFICULT?
	
  1.	
  OrganizaTonal	
  PoliTcs	
  
•  Lack	
  of	
  cross-­‐funcEonal	
  collaboraEon	
  
•  MarkeEng	
  or	
  PR	
  department	
  owns	
  the	
  Facebook	
  page	
  and/or	
  all	
  
social	
  channels	
  
2.	
  Ability	
  to	
  Adopt	
  to	
  Change	
  
•  Changing	
  current	
  methods	
  of	
  operaEng	
  are	
  daunEng	
  	
  

	
  
3.	
  Training	
  
•  Making	
  changes	
  to	
  how	
  agents	
  &	
  outsourced	
  providers	
  
conduct	
  tasks	
  is	
  Eme	
  consuming	
  
•  Siloed	
  systems	
  increase	
  training	
  costs	
  
• 

3.
WHY IS CHANGE DIFFICULT?
	
  OrganizaTonal	
  PoliTcs	
  
•  Lack	
  of	
  cross-­‐funcEonal	
  collaboraEon	
  
•  MarkeEng	
  or	
  PR	
  department	
  owns	
  the	
  Facebook	
  page	
  and/or	
  all	
  social	
  
channels	
  
Ability	
  to	
  Adopt	
  to	
  Change	
  
•  Changing	
  current	
  methods	
  of	
  operaEng	
  can	
  be	
  daunEng	
  	
  
Training	
  
•  Making	
  changes	
  to	
  how	
  agents	
  &	
  outsourced	
  providers	
  conduct	
  tasks	
  is	
  
Eme	
  consuming	
  
•  Siloed	
  systems	
  increase	
  training	
  costs	
  

4.	
  Outsourcing	
  Vendor	
  Alignment	
  

•  Reliance	
  on	
  an	
  outsourced	
  provider’s	
  platorm	
  for	
  soqware	
  &	
  
hardware	
  
WHY IS CHANGE DIFFICULT?
5.	
  Legacy	
  Systems	
  
•  	
  Large	
  rip	
  and	
  replace/integraEon	
  decisions	
  can	
  take	
  
Eme	
  to	
  approve	
  within	
  IT	
  and	
  the	
  company	
  
WHY IS CHANGE DIFFICULT?
5.	
  Legacy	
  Systems	
  
•  	
  Large	
  rip	
  and	
  replace/integraEon	
  decisions	
  can	
  take	
  Eme	
  to	
  
approve	
  within	
  IT	
  and	
  the	
  company	
  

	
  
6.	
  Too	
  Many	
  Choices	
  
•  ProliferaEon	
  of	
  soqware	
  choices	
  w/varying	
  features,	
  
funcEons	
  and	
  maturity	
  
	
  
WHY IS CHANGE DIFFICULT?
5.	
  Legacy	
  Systems	
  
•  	
  Large	
  rip	
  and	
  replace/integraEon	
  decisions	
  can	
  take	
  Eme	
  to	
  
approve	
  within	
  IT	
  and	
  the	
  company	
  
	
  
6.	
  Too	
  Many	
  Choices	
  
•  ProliferaEon	
  of	
  soqware	
  choices	
  w/varying	
  features,	
  funcEons	
  
and	
  maturity	
  

7.	
  Recent	
  Soiware	
  Investments	
  
•  Are	
  not	
  state-­‐of-­‐the-­‐art,	
  may	
  be	
  already	
  outdated	
  or	
  not	
  
easily	
  extensible	
  
	
  
WHY IS CHANGE DIFFICULT?
5.	
  Legacy	
  Systems	
  
•  	
  Large	
  rip	
  and	
  replace/integraEon	
  decisions	
  can	
  take	
  Eme	
  to	
  approve	
  within	
  IT	
  
and	
  the	
  company	
  
	
  
6.	
  Too	
  Many	
  Choices	
  
•  ProliferaEon	
  of	
  soqware	
  choices	
  w/varying	
  features,	
  funcEons	
  and	
  maturity	
  
7.	
  Recent	
  Soqware	
  Investments	
  
•  Are	
  not	
  state-­‐of-­‐the-­‐art,	
  may	
  be	
  already	
  outdated	
  or	
  not	
  easily	
  extensible	
  
	
  

8.	
  Need	
  the	
  Business	
  Case	
  
•  OperaEonal	
  costs	
  and	
  topline	
  revenue	
  impact	
  of	
  
making	
  changes	
  has	
  not	
  been	
  quanEfied	
  in	
  terms	
  of	
  
benefits	
  and	
  ROI	
  to	
  the	
  company	
  
	
  
PracTcal	
  Steps	
  To	
  Take	
  
•  Review	
  the	
  case	
  studies	
  in	
  depth	
  
•  Get	
  execuEve	
  buy-­‐in	
  to	
  benchmark	
  your	
  organizaEon	
  
•  Get	
  outside	
  help	
  to	
  benchmark	
  your	
  content	
  –	
  and	
  bolster	
  
credibility	
  
•  Review	
  the	
  analysis	
  
•  Create	
  the	
  business	
  case	
  for	
  change	
  to	
  people,	
  process	
  
and	
  technology	
  
•  Present	
  it	
  to	
  execuEves	
  and	
  get	
  approval	
  
•  Create	
  a	
  short-­‐	
  and	
  long-­‐term	
  plan	
  
•  Get	
  to	
  it	
  before	
  your	
  compeEtors	
  beat	
  you	
  to	
  it!	
  

THANK	
  YOU!	
  

DoctorNatalie@gmail.com	
  
@DrNatalie	
  
www.DrNatalieNews.com	
  

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How technology affects agent performance and the bottom line by @dr natalie petouhoff-contact center

  • 1. Technology’s  Affect  on:     Delivering  Great  Customer  Experiences  via  Agents  &  The  Bo?om-­‐Line     By  Dr.  Natalie  Petouhoff                        www.DrNatalieNews.com                    @DrNatalie  on  Twi9er  
  • 2. Dr. Natalie’s Background Analyst Rankings: PWC Management Consultant Chief Strategist for Social Media & Digital Communications PR & Marketing Agency Top Forrester Customer Service, Social Media, CRM Analyst Instructor at Center for Entertainment, Media and Sports Summer Institutes at UCLA Anderson
  • 4. Write  Books  or  Chapters  In  OPB
  • 5. The  Agenda   •  The  Study   •  The  Results   •  How  to  Apply  Findings  to  Your  Contact  Center  
  • 6. The  Research  Study   Determine  the  direct  affect  of  technology  on  agents  
  • 7. THE  RESULTS:  What  We  Found…   •  Agent  Technology…   •  Can  increase  operaEonal  costs     •  Has  a  direct  affect  on  customer  churn  &  sales   •  The  eight  reasons  why  these  condiEons  exist   •  Steps  to  take  to  ensure  the  technology  is   supporEng  your  agent’s  ability  to  deliver  their   best  customer  experience  
  • 8. What’s  New?   Most  Contact  Centers…   •  SEll  seen  as  a  cost  center     •  But  for  this  hour,  consider  that  a   contact  center  is  revenue  center…   •  Even  if  it  doesn’t  answer  one  direct   sales  call…   •  Consider  that  perhaps  Service  Drivesà   Sales,  PR,  MarkeEng,  Engineering,   Manufacturing,  Supply  Chain…    
  • 9. The  Contact  Centers  is  the     Most  Customer-­‐facing  Department   •  It  always  has  been…     •  And  even  before  social  media  it  had  a  direct   influence  on  future  and  present  sales   •  But  with  social  media,  the  contact  center   ma9ers  more  now  than  ever…     •  And  it’s  easier  to  prove…   Why?  
  • 10. It’s  always  been  true…   The Contact Center is Like a Canary in Coal Mine
  • 11. Most everything the business needs to know… •  What’s  working   •  What’s  not  working     •  What  would  be  be9er  if…   Can be seen by evaluating customer conversations… But it’s been difficult to “get” senior management to understand that…
  • 12. But Social Media has Changed the Game In the Contact Center’s Favor… The difference? We call it the Witness Factor™!
  • 13. Go  Back  In  Time…   People  Were  PredicTng  This…   There  would  be…     A  place  in  3me     Where  the…   •  Customer‘s  voice   •  Employee’s  voice       Would  start  to  mean  something…   And  there  would  be  an  enabling  technology     That  is  web  2.0    social  media…     We  are  here  now…     This  is  your  opportunity…  
  • 14. GO BACK FURTHER…   MANY SCHOLARS HAD ADVOCATED TO LISTEN TO CUSTOMERS, EMPLOYEES…
  • 15. GO BACK FURTHER…   MANY SCHOLARS HAD ADVOCATED TO LISTEN TO CUSTOMERS, EMPLOYEES… Integrating That Feedback Back Into Products & Services… Means you’d have better products, services, a better company, more engaged employees & more loyal customers…
  • 16. Today  Customer’s  Post  Comments  online…   •  On  review  sites  like  –  Yelp,  Amazon…   •  On  Facebook   •  On  Twi9er   •  In  Forums  &  CommuniEes…   Just  because  a  company  is  not  listening  online,   doesn’t  mean  that  customer’s  are  not  posEng…     What  should  you  do  about  that?   Come  to  my  session  tomorrow:   MulE-­‐Channel  Customer  Service  at  11:45  AM   7  Steps  to  IntegraEng  TradiEonal  with  Social…  
  • 17. Word-­‐of-­‐mouth  in  social  media  tends   to  be  very  direct  &  authenEc   Most  everything  the  business   needs  to  know…   •  What’s  working   •  What’s  not  working     •  What  would  be  be9er  if…       Can  be  seen  in  social  networks…  
  • 18. Witness Factor™ Describes the idea that with social media customer feedback is now public And like cave paintings, it’s permanent— for millions of people to see, forever…
  • 19. 1-9-90 •  1% complain •  9% respond to complainer •  90% read but don’t post Most of your customers are in the 90%
  • 20. Social Customer Service: Not only good at providing mission critical information to the company… But its public nature is helping executives understand why the Contact Center is so important Canaries in Coal Mine
  • 21. Remember the book: Who Moved My Cheese? •  Social Media is not going away •  It’s not about: •  If the cheese is going to move •  Or where it’s moving •  It’s what are you doing about it… •  Do you want to learn about it now? •  Or be in a reactive, PR nightmare?
  • 22. But Social Media has Changed the Game In the Contact Center’s Favor… The difference? We call it the Witness Factor™!
  • 23. Go  Back  In  Time…   People  Were  PredicTng  This…   There  would  be…     A  place  in  3me     Where  the…   •  Customer‘s  voice   •  Employee’s  voice       Would  start  to  mean  something…   And  there  would  be  an  enabling  technology     That  is  web  2.0    social  media…     We  are  here  now…     This  is  your  opportunity…  
  • 24. GO BACK FURTHER…   MANY SCHOLARS HAD ADVOCATED TO LISTEN TO CUSTOMERS, EMPLOYEES…
  • 25. GO BACK FURTHER…   MANY SCHOLARS HAD ADVOCATED TO LISTEN TO CUSTOMERS, EMPLOYEES… Integrating That Feedback Back Into Products & Services… Means you’d have better products, services, a better company, more engaged employees & more loyal customers…
  • 26. Today  Customer’s  Post  Comments  online…   •  On  review  sites  like  –  Yelp,  Amazon…   •  On  Facebook   •  On  Twi9er   •  In  Forums  &  CommuniEes…   Just  because  a  company  is  not  listening  online,   doesn’t  mean  that  customer’s  are  not  posEng…     What  should  you  do  about  that?   Come  to  my  session  tomorrow:   MulE-­‐Channel  Customer  Service  at  11:45  AM   7  Steps  to  IntegraEng  TradiEonal  with  Social…  
  • 27. Word-­‐of-­‐mouth  in  social  media  tends   to  be  very  direct  &  authenEc   Most  everything  the  business   needs  to  know…   •  What’s  working   •  What’s  not  working     •  What  would  be  be9er  if…       Can  be  seen  in  social  networks…  
  • 28. Witness Factor™ Describes the idea that with social media customer feedback is now public And like cave paintings, it’s permanent— for millions of people to see, forever…
  • 29. 1-9-90 •  1% complain •  9% respond to complainer •  90% read but don’t post Most of your customers are in the 90%
  • 30. Social Customer Service: Not only good at providing mission critical information to the company… But its public nature is helping executives understand why the Contact Center is so important Canaries in Coal Mine
  • 31. Remember the book: Who Moved My Cheese? •  Social Media is not going away •  It’s not about: •  If the cheese is going to move •  Or where it’s moving •  It’s what are you doing about it… •  Do you want to learn about it now? •  Or be in a reactive, PR nightmare?
  • 32. Our  Study  Looked  At…   Agent  ProducTvity  &  Costs:   •  A  Siloed  Channel  Approach  Agent  Desktop   •  Not  IntegraEng  All  Channels     •  Inaccurate  Knowledge  Management  Databases   Customer  LifeTme  Value  &  Revenue:   •  Reducing  Customer  Churn  Rates  &  Increasing  Sales   –  Immediate  Responses  to  NegaEve  Word-­‐of-­‐Mouth   –  ProacEve  Social  Customer  Engagement  &  PosiEve  Word-­‐of-­‐ Mouth   Agent  AVtudes:   •  Drive  A9riEon   •  Poor  Customer  Experiences  
  • 33. 3  Case  Studies   •  Case  Study  1:     –  $60M  private,  online  community  &  subscripEon-­‐based   services  company  providing  sales  &  support     •  Case  Study  2:     –  $700M  publically-­‐traded,  consumer  electronics  company,   providing  sales  &  tech  support   •  Case  Study  3:     –  $31B  publically-­‐traded  telecommunicaEons  company,   providing  technical  consumer  support  
  • 34. Case  Study  #1:  Company  Background   •  60  contact  center  agents   •  QuesEons:     –  Technical  “how  to”  &  Billing  &  product  info       •  Agent’s  measured  on   –  ReducEon  of  churn  /  subscripEon  saves     –  Quality  of  interacEon     •  Contact  Center  Management  System     •  Provided  by  outsourced  vendor   –  Highly  customized   –  Lack  of  desktop  integraEon:   •  Chat   •  Social  Media  
  • 35. Case  Study  #2:  Company  Background   •  75  agents     •  QuesEons:     –  Technical  “how  to”    on  2500  SKUs  –  B2B  and  B2C     •  Agent’s  measured  on   –  Quality  of  interacEon   –  Technical  proficiency   •  Contact  Center  Management  System   •  SaaS  implemented  1  year  ago,  with  some  customizaEons   –  Lack  of  desktop  integraEon:   •  Chat   •  Social  Media  
  • 36. Case  Study  #3:  Company  Background   •  1005  agents  in  this  center;  17,000  Agents  total   •  49%  Agent  A9riEon   •  QuesEons:     –  Technical  “how  to,”  product  informaEon   –  Social  Media  posts  (done  by  hand)     •  Agent’s  measured  on:   –  ReducEon  of  subscriber  churn  or  subscripEon  saves     –  Quality  of  contact     •  CRM  system   –  10  year  old  system,  highly  customized   –  Lack  of  desktop  integraEon:     •  Chat   •  Social  Media  
  • 37. Case  Study  #3:  Company  Background   •  1005  agents  in  this  center;  17,000  Agents  total   •  49%  Agent  A9riEon   •  QuesEons:     –  Technical  “how  to,”  product  informaEon   –  Social  Media  posts  (done  by  hand)     •  Agent’s  measured  on:   –  ReducEon  of  subscriber  churn  or  subscripEon  saves     –  Quality  of  contact     •  CRM  system   –  10  year  old  system,  highly  customized   –  Lack  of  desktop  integraEon:     •  Chat   •  Social  Media  
  • 38. We  Did  Time-­‐MoEon  Studies  to  Look  at:   Agent  ProducTvity  &  Costs:   –  A  Siloed  Channel  Approach  Agent  Desktop   –  Not  IntegraEng  All  Channels     –  Inaccurate  Knowledge  Management  Databases…  
  • 39. The  Time  MoEon  Analysis  of…   •  Agents  using  current  agent  desktop   •  ProducEvity  loss:    
  • 40. Benefits  Of  Improving     Agent’s  Technology   •  •  •  •  •  •  Reduced  agent  frustraTon   Increased  agent  producTvity   Increased  FCR  (First  Contact  ResoluTon)   Increased  posiTve  word-­‐of-­‐mouth   Increased  CLTV  (Customer  LifeTme  Value)   Reduced  costs  and  increased  revenue  
  • 41. Loss  in  ProducEvity  due  to…   •  Too  many  screens  open  at  once;  Eme  toggling   between  screens   •  System  very  slow   •  Having  to  cut  and  paste  informaEon  from  one   system  to  another   •  Knowledge  bases  had  poor  search;  difficult  to  find   correct  answers   –  Long  handle  Emes   –  Oqen  not  able  to  resolve  the  issue  the  first  Eme   •  Didn’t  have  chat  or  co-­‐browse  or  it  integrated  to  the   desktop…  
  • 42. Loss  in  ProducEvity  due  to…   •  Tweets,  Facebook  posts  not  integrated  to  the  agent   desktop-­‐  doing  it  by  hand   –  Go  out  to  company’s  Twi9er  handle   –  Look  for  comments   –  Cut  and  paste  the  comment  from  Twi9er  back  into  the  contact   center  management  system   –  Try  to  idenEfy  if  the  comment  was  made  by  a  customer   –  Direct  Message  the  customer   –  SomeEmes  can’t  match  social  media  idenEty  to  customer   record   –  Search  for  answer  in  the  knowledge  base    -­‐  can’t  find  the   answer….  
  • 43. The  Cost  of  Lost  ProducEvity  /  Year     ProducTvity   Metric   Phone   eMail  /  chat   Social  Media   FCR   Agent  A9riEon   Case  Study     #1       -­‐$236,040   Case  Study     #2       Case  Study     #3       -­‐$542,072   -­‐$4,440,800  
  • 44. Our  Study  Looked  At…   Customer  LifeTme  Value  &  Revenue:   –  Reducing  Customer  Churn  Rates  &  Increasing  Sales   •  Immediate  Responses  to  NegaEve  Word-­‐of-­‐Mouth   •  ProacEve  Social  Customer  Engagement  &  PosiEve  Word-­‐of-­‐Mouth  
  • 45. NegaEve  Word-­‐of-­‐Mouth  Leads  to   Customer  Churn-­‐  especially  online…   “When  customers     see  other  customer’s  negaEve  posts,    they  believe  other  customers    more  than  the  company’s     AdverEsing  and  MarkeEng.”   –  Edelman  and  Nielsen  
  • 46. By  Taking  A  ProacTve  AcTon  In  Social  Media   And  IntegraTng  Social  Media  Into  the  Agent  Desktop     •  •  •  •  Respond  to  negaEve  comments  and     Turn  them  around   Reduce  negaEve  word-­‐of-­‐mouth   And  reduce  customer  churn    Metric   Reducing  Customer   Churn  /  NegaEve  WOM   Case  Study  #1   Case  Study  #2   Case  Study  #3   $245,592   $960,000   “Nega&ve  WOM  can  reduce  a    company’s  market  share  by  20%.”     –  McKinsey   $640,000  
  • 47. Increased  Incremental  Revenue  /  Year      “A  high-­‐impact  recommenda&on—   from  a  trusted  friend  conveying  a  relevant  message,   —is  up  to  50X  more  likely  to  trigger  a  purchase    than  a  low-­‐impact  recommenda&on.”    Metric   Increasing  CLTV/   ProacEve/  PosiEve  WOM     Case  Study  #1   Case  Study  #2   Case  Study  #3   $544,000   $719,000   $3,180,000   Word-­‐of-­‐mouth  is  the  primary  factor    behind  20  to  50%  of  all  purchasing  decisions.”   -­‐-­‐  McKinsey    
  • 48. Why  Word  of  Mouth  Ma9ers   “Sales  directly  aJributable  to  the     proac&ve  and  posi&ve  word-­‐of-­‐mouth     for  the  iPhone     outstripped  those  aJributable    to  Apple’s  paid  marke&ng-­‐-­‐  6-­‐fold.”     -­‐-­‐  McKinsey       h9p://vandymkEng.typepad.com/files/2010-­‐4-­‐mckinsey-­‐a-­‐new-­‐way-­‐to-­‐measure-­‐word-­‐of-­‐mouth.pdf  
  • 49. Technology’s  Affect  On    the  Bo9om-­‐line     The  change  in  net  profit   contribuTon…    Metric   Case  Study  #1   Case  Study  #2   Case  Study  #3   Part  1:    Agent   ProducEvity     $236,040     $542,072     $4,440,800   Part  2:    Customer  Churn/   Customer  LifeEme  Value   $789,592   $1,679,000   $3,820,000  
  • 50. Technology’s  Affect  On    the  Bo9om-­‐line     The  change  in  net  profit   contribuTon…    Metric   Case  Study  #1   Case  Study  #2   Case  Study  #3   Part  1:    Agent   ProducEvity     $236,040     $542,072     $4,440,800   Part  2:    Customer  Churn/   Customer  LifeEme  Value   $789,592   $1,679,000   $3,820,000   $1,025,632   $2,232,592   $9,240,800   TOTAL  
  • 51. Our  Study  Looked  At…   Agent  AVtudes:   •  Drive  A9riEon   •  Poor  Customer  Experiences  
  • 52. What  Agent’s  Told  Us…The  Results     “Having  many  screens  open,   remembering  different  login   passwords  and  toggling  back   and  forth  becomes  tedious,   &resome  and  nega&vely  affects   our  aPtude  &  our  work”          
  • 53. What  Agent’s  Told  Us…The  Results   “Less  of  us  would  leave  if  the   technology  we  use  everyday   was  easier  to  use;  our  job   would  be  less  repe&&ve  and   less  stressful”            
  • 54. What  Agent’s  Told  Us…The  Results   “We  know  that  we  can     not  only  convert     poten&al  customers  into   customers     but  how  we  interact  with   customers  drive  sales     But  the  company  has  to   understand  this  and  give   us  the  right  tools”      
  • 55. What  Agent’s  Told  Us…The  Results   “I’m  a  customer.    I  know  that  when  I  see   nega&ve  posts,  it   discourages  me  from   buying  stuff     Our  company  has  to  start   paying  aJen&on  to  social   media…”        
  • 56. WHY IS CHANGE DIFFICULT?  1.  OrganizaTonal  PoliTcs   •  Lack  of  cross-­‐funcEonal  collaboraEon   •  MarkeEng  or  PR  department  owns  the  Facebook   page  and/or  all  social  channels  
  • 57. WHY IS CHANGE DIFFICULT?  1.  OrganizaTonal  PoliTcs   •  Lack  of  cross-­‐funcEonal  collaboraEon   •  MarkeEng  or  PR  department  owns  the  Facebook  page  and/or  all  social  channels   2.  Ability  to  Adopt  to  Change   •  Changing  current  methods  of  operaEng  are  daunEng    
  • 58. WHY IS CHANGE DIFFICULT?  1.  OrganizaTonal  PoliTcs   •  Lack  of  cross-­‐funcEonal  collaboraEon   •  MarkeEng  or  PR  department  owns  the  Facebook  page  and/or  all   social  channels   2.  Ability  to  Adopt  to  Change   •  Changing  current  methods  of  operaEng  are  daunEng       3.  Training   •  Making  changes  to  how  agents  &  outsourced  providers   conduct  tasks  is  Eme  consuming   •  Siloed  systems  increase  training  costs   •  3.
  • 59. WHY IS CHANGE DIFFICULT?  OrganizaTonal  PoliTcs   •  Lack  of  cross-­‐funcEonal  collaboraEon   •  MarkeEng  or  PR  department  owns  the  Facebook  page  and/or  all  social   channels   Ability  to  Adopt  to  Change   •  Changing  current  methods  of  operaEng  can  be  daunEng     Training   •  Making  changes  to  how  agents  &  outsourced  providers  conduct  tasks  is   Eme  consuming   •  Siloed  systems  increase  training  costs   4.  Outsourcing  Vendor  Alignment   •  Reliance  on  an  outsourced  provider’s  platorm  for  soqware  &   hardware  
  • 60. WHY IS CHANGE DIFFICULT? 5.  Legacy  Systems   •   Large  rip  and  replace/integraEon  decisions  can  take   Eme  to  approve  within  IT  and  the  company  
  • 61. WHY IS CHANGE DIFFICULT? 5.  Legacy  Systems   •   Large  rip  and  replace/integraEon  decisions  can  take  Eme  to   approve  within  IT  and  the  company     6.  Too  Many  Choices   •  ProliferaEon  of  soqware  choices  w/varying  features,   funcEons  and  maturity    
  • 62. WHY IS CHANGE DIFFICULT? 5.  Legacy  Systems   •   Large  rip  and  replace/integraEon  decisions  can  take  Eme  to   approve  within  IT  and  the  company     6.  Too  Many  Choices   •  ProliferaEon  of  soqware  choices  w/varying  features,  funcEons   and  maturity   7.  Recent  Soiware  Investments   •  Are  not  state-­‐of-­‐the-­‐art,  may  be  already  outdated  or  not   easily  extensible    
  • 63. WHY IS CHANGE DIFFICULT? 5.  Legacy  Systems   •   Large  rip  and  replace/integraEon  decisions  can  take  Eme  to  approve  within  IT   and  the  company     6.  Too  Many  Choices   •  ProliferaEon  of  soqware  choices  w/varying  features,  funcEons  and  maturity   7.  Recent  Soqware  Investments   •  Are  not  state-­‐of-­‐the-­‐art,  may  be  already  outdated  or  not  easily  extensible     8.  Need  the  Business  Case   •  OperaEonal  costs  and  topline  revenue  impact  of   making  changes  has  not  been  quanEfied  in  terms  of   benefits  and  ROI  to  the  company    
  • 64. PracTcal  Steps  To  Take   •  Review  the  case  studies  in  depth   •  Get  execuEve  buy-­‐in  to  benchmark  your  organizaEon   •  Get  outside  help  to  benchmark  your  content  –  and  bolster   credibility   •  Review  the  analysis   •  Create  the  business  case  for  change  to  people,  process   and  technology   •  Present  it  to  execuEves  and  get  approval   •  Create  a  short-­‐  and  long-­‐term  plan   •  Get  to  it  before  your  compeEtors  beat  you  to  it!   THANK  YOU!   DoctorNatalie@gmail.com   @DrNatalie   www.DrNatalieNews.com