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Customer Experience & the Call Center
The document discusses the importance of customer experience and satisfaction, focusing on the role of contact centers in delivering quality service across various touchpoints. It outlines key definitions, challenges in measuring customer experience, and the need for strategic alignment between marketing and service delivery. The author emphasizes the significance of understanding expectations and designing a customer experience roadmap to improve interactions and overall satisfaction.
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Customer Experience & the Call Center
- 1. "The Customer Roadmap,Customer Experience and Customer Satisfaction- Planning the Journey and Executing the Plan" Colin Taylor, CEO The Taylor Reach Group, Inc. Copyright TRG Inc.
- 2. The Taylor ReachGroup • Call/Contact Center Consultancy, • Offices Toronto, New York, Atlanta, Sydney, • Contact Center assessment, design, improvement and operational management, • 27+ awards for excellence in contact center operation, • 14,000+ agent desktops operating under TRG designed operational models globally, Copyright 13/05/2011 TRG Inc.
- 3. Colin Taylor • CEO Taylor Reach, • 36 years in call/contact center operations, design, sales and executive management, • More than 20 awards received on two continents, • Publisher of Customer Reach newsletter with 11,000 + subscribers Copyright 13/05/2011 TRG Inc.
- 4. What is YourCustomer Experience? • Every company or organization delivers a customer experience • It may not be the experience we would like to be delivering Copyright TRG Inc.
- 5. Definitions • Quality Monitoring/Listening – individual assessment of agent performance against a set of criteria. • Internal Quality – the roll up or consolidation of Quality Monitoring • Customer Satisfaction – What the customer feels about their interaction • Customer Experience - ... Copyright 5/13/2011 TRG Inc.
- 6. Customer Experience Definitions “The Experience of the customer when buying or servicing the product or service you have sold them” “The designed interaction between a customer and your organization” Copyright TRG Inc.
- 7. Where do weProvide this Experience? Contact centers today handle more than just calls: emails, chats, mail, SMS and social media (Facebook, Twitter, LinkedIn etc.) Contact centers are not the only Customer Experience „touch-points‟, other „touch- points‟ would include in store, direct mail, advertising, email marketing, etc. Copyright TRG Inc.
- 8. Is Customer ExperienceImportant? According to Forresters; • 90% of senior executives rated it as “very important” or “critical‟ • Only 11% said they were „very disciplined‟ in their approach to Customer Experience Copyright TRG Inc.
- 9. But What CanWe Do About It? The call centre or contact center will not define the customer experience We can be held accountable to deliver the customer experience however We need to understand what is expected by all parties to this process: Customers, Company and the Call Center We must understand where these expectations are in conflict Copyright TRG Inc.
- 10. What Experience arewe Supporting? Copyright TRG Inc.
- 11. How can theCenter Impact the Experience? The center does control: – Service Level (ASA/GOS/Abandon) Speed of Access – Forecast Volume Ease of Access – Staff Scheduled – Quality of the interaction • Informed, • Effective. • Professional, • Efficient, • Accurate, • Logical, • Helpful, Copyright TRG Inc.
- 12. Customers‟ Progress Marketing = Promise The Customer Experience Product = Delivery A Customers‟ Progress Marketing sets the customers expectation Management sets Policies and Procedures Management sets Service Levels etc. The call center is where these potentially apposing Points of View meet Copyright TRG Inc.
- 13. Customer Experience Definitions “The designed interaction between a customer and your organization” Copyright TRG Inc.
- 14. Who Defines &Designs Customer Experience? • In most companies- Marketing and Senior Management • Marketing controls and drives Brand and defines the Customer Experience • Customer Service and call center rarely included in the process • So how do we as call center executives impact the Customer Experience? Copyright TRG Inc.
- 15. Measuring the CustomerExperience In order to measure the customer experience measure it at each touch-point (calls, chats, in- store, emails etc.) This is difficult as most organizations: – Do not have a defined customer experience statement or definition – Do not measure customer satisfaction (CSAT) or customer experience at all, not at all touch-points – Do not measure CSAT in the same way for all surveys Copyright TRG Inc.
- 16. The Customer ExperienceToday Identify messages provided to customers and prospects – Mission Statement, Vision, Values – Marketing messages, communications Discuss with Marketing the Brand Attributes (words or phrases that characterize the brand) Build Bridges with Marketing too create better communications. This will benefit the Customer Experience and also forecasting campaign volumes Copyright TRG Inc.
- 17. Mission, Vision, Values Watch words that convey expectations; • World Class Customer Service (or similar), • Access, • Empowered Employees, • Quality, • Returns for our Shareholders, • Satisfaction, Copyright TRG Inc.
- 18. Sample Brand Attributes Arrogant, Authentic, Best brand, Carefree, Cares about customers, Charming, Daring, Different, Down to earth, Energetic, Friendly, Fun, Gaining in popularity, Glamorous, Good value, Healthy, Helpful, High performance, Intelligent, Kind, Obliging, Original, Prestigious, Progressive, Restrained, Rugged, Simple, Straightforward, Stylish, Tough, Traditional, Trendy, Trustworthy, Unapproachable, Up-to-date, Upper class, Worth more, Copyright TRG Inc.
- 19. Perceptions People make decisions on emotion, that are rationalize with intellect “I’ve Learned that people will forget what you said. People will forget what you did. But people will never forget how you made them feel” Maya Angelou Copyright TRG Inc.
- 20. Understanding the Dichotomy Marketing is creating advertising with the purpose of making people feel warm, fuzzy and engaged with the Brand. While when interacting with the call center the customers may feel angry, frustrated, misled, stressed and unhappy Copyright TRG Inc.
- 21. Messages & Gaps Hypothetical Mission Statement “To deliver World Class Customer Service to our Customers, by providing access to our products and services the way our customers want them, when they want them, while providing a positive, enjoyable and productive environment to our employees and delivering superior returns to our Shareholders” Copyright 5/13/2011 TRG Inc.
- 22. Sample Brand Attributes Accessible, Arrogant, Authentic, Best brand, Carefree, Cares about customers, Charming, Daring, Different, Down to earth, Energetic, Friendly, Fun, Gaining in popularity, Glamorous, Good value, Healthy, Helpful, High performance, Intelligent, Kind, Obliging, Original, Prestigious, Progressive, Restrained, Rugged, Simple, Straightforward, Stylish, Tough, Traditional, Trendy, Trustworthy, Unapproachable, Up-to-date, Upper class, Worth more, Youthful Copyright TRG Inc.
- 23. Measuring the Gap Brand Attributes Delivered- Aligned Corrective action Accessible Cares about Customers Daring Different Energy Fun Glamorous Stylish Trendy Youthful World Class Customer Service Looks after Employees Profits for Shareholders Copyright 5/13/2011 TRG Inc.
- 24. Measuring the Gap Brand Attributes Delivered- Aligned Corrective action Accessible No- long wait times, IVR front end Cares about Customers Not apparent- understaffed, long wait times, unfriendly policies Daring Perhaps, but not in a good way. More „daring‟ to deliver sub par service while claiming to be committed to superior service Different Experience is the same as phoning your cable or wireless provider Energy Not Evident Fun Not Evident Glamorous Not Evident Stylish Not Evident Trendy Not Evident Youthful Not Evident World Class Customer Service No- poor access, understaffed, undiferentiated Looks after Employees Center will have high occupancy and likely lots of unhappy customers- this does not describe Looking after employees. Profits for Shareholders Possibly well aligned – Poor service can (but doesn‟t always) cost less. But the profit can be at the expense of brand erosion. Copyright 5/13/2011 TRG Inc.
- 25. Measuring the Gap Brand Attributes Delivered- Aligned Corrective action Accessible No- long wait times, IVR front end Improve Service level target and performance- Improve forecasting and scheduling, add more staff. Offer more channels (Inbound calls, emails, chats, SMS, Social Media, Mail etc.), 7 x 24 hour access Cares about Customers Not apparent- understaffed, long wait times, unfriendly Improve access, agent hiring. Training to reflect policies desired attributes Daring Perhaps, but not in a good way. More „daring‟ to deliver Lose IVR, sub par service while claiming to be committed to superior service Different Experience is the same as phoning your cable or Lose IVR, Dedicate agent totake ownership to wireless provider resolve customers problem Energy Not Evident Agent profile, hiring and training Fun Not Evident Agent profile, hiring and training Glamorous Not Evident Messages from designers on IVR and hold messages Stylish Not Evident Messages from designers on IVR and hold messages Trendy Not Evident Youthful Not Evident Agent profile, hiring and training World Class Customer Service No- poor access, understaffed, undiferentiated Be Accessible, set and met superior service levels, set, measure CSAT- Offer customer to call back and speak to same agent. Looks after Employees Center will have high occupancy and likely lots of Measure you Employee Satisfaction, Employ metrics unhappy customers- this does not describe Looking that matter FCR, CSAT, Quality over AHT and ASA after employees. Profits for Shareholders Possibly well aligned – Poor service can (but doesn‟t Better Customer satisfaction will increase long term always) cost less. But the profit can be at the expense value and returns of brand erosion. 5/13/2011
- 26. Policies, and Processes Don't be a barrier to your own customers Examine how your internal policies, procedures and processes and how they impact on the customer experience. Identify those that are not aligned with the desired customer experience. Review with management potential changes to the policies etc. To improve alignment. Copyright 5/13/2011 TRG Inc.
- 27. Designing the CustomerExperience Roadmap 1. Know what the current experience is, 2. Know how you are measuring the experience, 3. Understand your policies, processes and any negative customer impacts, 4. Plan changes and tests, 5. Measure improvements/reductions as a result of tests, 6. Roll out positive changes and continue other tests, Copyright 5/13/2011 TRG Inc.
- 28. Customer Experience DesignProcess Understand Discover Conceptualize Validate Implement Iterate What What are Gap Experience Testing Creating the we Analysis. changes, training and do we want delivering What has to to deliver? measure collateral today change to customer create the reaction desired Experience Copyright TRG Inc.
- 29. Questions? Copyright 13/05/2011 TRG Inc.
- 30. Contact Details Colin Taylor, CEO The Taylor Reach Group, Inc. 416-979-8692 ext 200 Email: ctaylor@thetaylorreachgroup.com Web Site: www.thetaylorreachgroup.com Blog: http://callcenterperspectives.blogspot.com/ Twitter: @colinsataylor Copyright 13/05/2011 TRG Inc.