The document discusses strategies for optimizing BPO partnerships and customer experience. It recommends moving away from traditional metrics like AHT and focusing on metrics more closely aligned with customer experience, like first contact resolution and customer satisfaction. It proposes a "pay per resolution" model that incentivizes vendors to optimize processes and resolve issues in fewer contacts to improve the customer journey. Centralized analytics are presented as important to accurately measure resolution metrics and inform process improvements across the customer experience.

2. Agenda
• Quick background on presenter
• Typical BPO Strategy
• High Performing Differentiation
• Vendor Optimization
• Customer Metrics Alignment
• PPR Modeling

3. • Telco Contact Center Assessment – Provide guidance and operational evaluation to determine root cause
drivers impacting call center performance. Provide benchmark data related to performance indicators for
Telco’s. Evaluate vendor performance and engagement. Develop strategies to improve WFM, Coaching,
Vendor Management, Customer Experience and Agent Desktop.
• Telco DSL Sales & Strategy Transformation – Assist Vendor in identifying root cause issues to poor sales
performance. Improve dialer strategy and outbound calling sales process. Create and drive leaderships to
optimize floor management. Improve system utilization and client engagement for front line management
teams. Improved CSAT scores via scripting and coaching model.
• CRM & Cloud Based Analytics – Assisted in the design of the agent desktop and championed the usage of
SFDC to provide a 360’ view of the customer. Utilize IT resources to help create data to produce predictive
analytics for customer behavior, purchase cycle, and consumer life cycle.
• Technical Support Contact Center Assessment – Drive quality management and support strategies for large
technology company’s consumer products line of mobile technologies and touch screen products. Evaluate
management and conduct robust training to improve floor management and agent capabilities.
• Satellite TV Sales and Service Strategy – Provide support to leadership and conduct call driver analysis for
service calls. Improve sales execution and contact center operations training protocols. Created customer
pulse feedback channel for contact center to vocalize concerns related to channel line-up, technician
concerns, costs, contracts, and retention strategies.
• Shared Services–Drive solutions for client centered on integrating solutions which improve efficiency,
productivity, customer experience, and maintains high performance. Developed policies, procedures, and
training documents which establish baseline activities and support clients vision. Strategize and provide
affinity driven contact solutions for long term customer experience goals.
• Contact Center Consolidation - Consolidated contact center operations and outsourced customer service
department. Trained and mapped out technology needs, human capital, and training timelines. Created
processes and new customer service methodology to improve customer experience during transition.
Completed for Telco and Nutraceuticals organizations.
• Customer Experience Design– Successfully created CSAT program and FCR capability for large scale retail
platform. Led the project with IT resources to ensure accuracy of data and analytics. Promoted NPS as a viable
solution to improve e-com experience. Deployed omni-channel seamless experience strategy.
Marcel is a strategy architect and customer experience champion. His 16
years of Multi-Channel Contact Center experience includes developing
brand loyalty/affinity processes, improving contact center operations, training
and development, customer analytics, Workforce Management, Vendor
Management, and Call Center Consolidations. Marcel has directed and
implemented customer experience programs and developed metrics to
optimize the customer journey. Marcel’s industry experience includes Health
Care Shared Services, Nutraceuticals, Multi-Channel Merchant, Technical
Support, Pharmacy Benefit Management, Satellite TV, DSL, POTS, and
Mobile Technology Support.
Marcel holds an MBA from University of Phoenix and a BS in Business
Administration from University of Phoenix. Marcel is also a Certified COPC ©
Registered CSP Coordinator, and certified in Human Resource Management.
Background Selected Relevant Experience
• Customer Service Strategies
• Contact Center Assessments
• Sales Strategies
• Contact Center Operations
• Workforce Management
• Cost Per Call P&L Design
• Agent Desktop Applications
• Customer Self-Service Solutions
• Customer Journey
• Customer Experience
• Analytics
 Telco | DSL | TV
 Luxury Technical Support/
Help-Desk
 Nutraceuticals
 Pharmacy Benefit
Management
 Retail
 Consumer Goods
Functional Expertise Industry Experience
Marcel Barrera
Marketing, Sales, Customer Experience, and Contact Center Strategist

4. Typical BPO Strategy
Traditional vendor management models drive metrics which do not align with customer expectations.
• AHT
• ASA
• ABN Rates
• Service Level
• Forecast
• Internal Quality
• Cost
Traditional Focus
• Speed
• Efficiency
• Utilization
• Adherence To Policy
• Process Replication
Targeted Outcomes
Selection Management
Contracting Incentivize
Vendor
Capability
While the goal is to keep the customer at the center of what we do; traditional BPO
management drives the customer outside of the cycle.
BPO Strategy

5. High Performing Differentiation
To break the mold and drive vendor performance organizations need to redesign how they
incent and monetize BPO’s
Vendor Marketplace
• Closed Loop Improvement Process
• Allocate volume based on performance
• Remove Traditional Metrics
Vendor
Optimization
Customer
Centricity
Contracting & Selection
• Vendor owns solutions
• Focus on Metrics that hold
value to customers:
- FCR
- CSAT
- AMPR
- NPS
- Internal Quality Scoring
• Service Metrics are
internalized
• Scorecards measure Agent
impact to these areas
Targeted Outcomes
FCR – First Contact Resolution
CSAT – Customer Satisfaction
AMPR – Average Minutes Per Resolution
NPS – Net Promoter Score
Defined

6. Vendor Optimization
Measure and drive vendors to be an extension of your brand with throughputs aligned to business
objectives to create a customer centric eco-system
Delivery
Consumer
Operations
Insight
Performance Optimization
• Coaching & Development
• Client Participation
• Incentivized Customer
Metrics
• Enterprise Scorecards
• 10%/70%/20 %
Hit the 70%
Resolution
Interaction &
Transaction Optimization
• CSAT & FCR
• Agent Focus Groups
• Speech Analytics
• Intelligent & Behavioral
Routing
Analytics & Data
Optimization
• Behavioral Data
• Emotional Intelligence
• Contact Correlation
Analysis
• Journey Mapping• Focus on call reduction
• Improve Processes
• Strategize Self-service
• Prevent Escalations
• Empower Agents
• Predict Customer
behaviors
• Correlate data across
brands, devices, and
channel s
• Continuous Education
Modeling
• Client driven coaching
model
• Audit Frequency of
Delivery
• Focus on mid-performing
agents

7. Metrics Alignment
Focusing on AHT, ASA, and other service level metrics has no correlation to CSAT or NPS
Perceptual
Experience
Behavioral
Experience
Deliveryofthe
Experience
Customer Journey
CustomerAnalyticsLevels
CSAT
FCR
AMPR
• AHT measures contact handle time …not the experience
• AHT does not look at how effective you are delivering a customer
experience
• AMPR provides insight into how you are meeting customer expectations
• AMPR is a high performing indicator to determine how effective you are at
resolving customer service impediments
• AMPR has a direct correlation to CSAT and NPS!
• First contact resolution should be measured off the ACD call Switch
• Asking customers if their call is resolved is irrelevant because behaviors are
what can be analyzed and measured
• FCR should also be measured if the contact originated on the web via FAQ
Boards, BLOGs, and chat sessions
• High performing contact centers utilize a 14 day window to determine FCR
• Survey’s should be deployed post transaction within 1-4 hours
• Survey’s should have no more than 5 questions to determine the experience
with the agent, business, and contact center
• CSAT should be combined with agent internal QA scores to create a
“Weighted Customer Experience Score”
• Post phone surveys which are automated should also be utilized to increase
participation
• Survey’s should have incentives attached to increase participation
ConsumerOperations
Device&ChannelOptimization

8. Metrics Alignment
The key differentiation is how you measure the experience which drives how you contract
AHT
AMPR
Frequency Average End Value
Frequency Days End Value
Three Calls at 5
minutes each 4:12 AHT
Three Calls at 5
minutes each
Over 3 daysTransfer Data
Two Calls transferred
at 3 minutes each
Two additional calls
at 3 minutes each
• 21 Minutes
• 3 Days
• To Resolve (1) Issue
4:12 AHT
CAR
CSAT NPS
* CAR – Centralized Analytics Record

9. • Pay vendors for high performance
• Incent them to own your call volume
• Manage the metrics that matter to your customer
• Create a tiered approach to how you monetize your
vendor
• Select the right partners
• Contract Differently
• Optimize how you manage your partner
Pay Per Resolution
Reward performance that matters to your customer… why would you pay for a call just to have it come in again?
Tier 1 Tier 2 Tier 3
Pay a large
premium for
calls resolved
the 1st time
Combine
CSAT & FCR
For 2nd Tier
and pay a
slight
premium
High
Performing
Organizations
achieve an
FCR of 80%Do not pay
for 3 or more
calls
Contact Analytics are needed to drive this model. Analytics modeling and a “CAR” centralized analytics record will help
to ensure accurate measurement of AMPR. The goal is to increase FCR and reduce AMPR; improving the experience!

10. Pay Per Resolution
PPR requires vendors to focus on solutions and optimize your business… they are a direct influencer of
business processes
Client
Requirements
Output
Enablers Vendor Marketplace Capabilities

11. Executive Summary
• High performing organizations empower their BPO’s to own solutions and optimize
the experience
• Customer Journey’s rely upon high value interaction and FCR
• AMPR is a key to improving your operation and reducing costs
• Pay per resolution modeling reduces the number of metrics you focus on and aligns
to customer expectations
• Centralized Analytics Records are key to improving the customer experience
• Selection, Contracting, and Management i.e. (Optimization) produce predictable
and sustainable outcomes for your customers
• Vendor Marketplace Transformation is a key asset to all items listed