2. | 2
Program summary: Driving digital migration at a Telco client
▪ First year impact of $10M and
2.7M calls deflected with over
$200M impact in 5 years
▪ Shifted trajectory of calls to digital
– Continuous improvement of
online processes driving calls
– Created new IVR self service
functionality
– Uncovered high digital leakage
pages and improved page
design
– Developed new retail insights
and reporting to reduce follow-
up calls
– Created a single CSAT “voice
of the customer” measure for
cross channel journeys
▪ Enabled client analysts as power
users embedding capabilities
throughout the organization
Value created
What we did to
be successful
▪ Built capability and
analytics platform over time
– Initially focused on
digital call deflection
– Incrementally added
retail, customer
lifecycle events, and
additional data sources
to expand analytical
targets
▪ Developed a portfolio of
dozens of continuous pro-
jects with a high cadence
to accelerate insights and
ROI
▪ Created a SWAT team and
governance model to drive
from insights to action
▪ Aligned executives across
functions
(IT, marketing, etc.)
▪ US telco with $130B
annual revenue
▪ Strong need to migrate
customers from high-touch
to digital channels
▪ Limited visibility into cross
channel call drivers
▪ 20% calling rate per month
across customer base
▪ 600K calls per month
(Over 15% of calls) were
customers that were on the
website in prior 24 hrs
▪ Nearly 10% of customers
call within 3 days of a store
visit
Client situation
3. | 3
Program evolved from a targeted pilot in multiple phases
1 2 3 4 5
Pilot: Password reset
▪ Targeted a known pain
point where 41% of web
customers were unable to
reset their password
online
▪ Customer confusion
drove incremental calls to
agents, increasing costs
and reducing customer
satisfaction
▪ Small team conducted
analytics in short
timeframe
– Quantify opportunity
– Redesign webpages
and processes
– Instrument process to
ensure value tracking
– Implement fixes
Implementation &
Value Capture
▪ Full-scale digital
migration program with a
dedicated team
▪ Focused on reducing
customer care calls from
web and IVR
▪ Developed quick
operating cadence with a
portfolio of opportunities
and the ability to drive
implementation
▪ Built governance model
with executive buy in and
clear ROI alignment
▪ Integrated partnership
with IT, Care, Web and
Finance teams to support
cross-channel
implementation and
validate, track and
capture value
Channel Expansion
▪ Added new data sources,
including: retail, customer
lifecycle, mobile apps,
and CSAT
▪ Leveraged existing
expertise to create a fully
cross-channel program
▪ Created new journey data
sources that were
incorporated into core
enterprise data for
reporting and operational
use
▪ Substantially improved
cross channel visibility to
the business
Client Enablement
▪ As demand stabilized,
shifted the analytic
team from a mixed
client/outsourced model
to fully dedicated
internal team
▪ ClickFox mentored and
enabled client team to
meet program
demands
▪ Client team became
power users
responsible for
analytical deliveries
▪ ClickFox analytical
team shifted to
platform management,
analytics strategy, and
ad-hoc needs
1 2 3 4
10 40 90 140 190
Year
Cumulative
value capture
$ million
4. | 4
Progressive adoption of ClickFox— now 92 million sessions per month
Currently ingested
0
10
20
30
40
50
60
70
80
90
100
Sessions
Millions
201120102009 20132012
Cross channel evaluation: CTO
performs internal/external evaluation of
cross channel analytics platforms.
Client picks CF as the platform
Broadband repair:
5M sessions
Retail: 20M
sessions
Additional
products
Wireless: 34M
sessions gradually
added (software,
hosting, maintenance
and managed services)
HOA: wireless business
creates a “high output analytics”
team to increase velocity of
findings and change
Contact center
Agent
Chat
IVR
Web and mobile
Web
Mobile apps
Video bill
Push Prompt Mobile
Email
Field and network
Retail
Retail Store Hierarchy
Kiosk
Field service
Network data
Marketing and billing
Billing
Cust lifecycle events
Campaign
Lifecycle: Added key customer
lifecycle events (adjustments,
upgrades, plan changes)
CTI
Retail Roundtrip:
Created a new data
source, merged
retail to agent call
5. | 5
Drill into root causes of password reset confusion
▪ Customers did not remember their password reset
secret answer
▪ No alternative methods to reset a password online
▪ 37% of customers then called in to Care
– Only 15% of those reset their password
– 50% of those customers did not return to the
web within 30 days
Impact/results
Example actions taken
▪ Improved online password reset
webpage driving downstream
calls
▪ Implemented SMS password
reset option and improved
password recovery process
Impact
▪ Pilot actions deflected 62K calls
annually resulting in annual
savings of $500K, subsequently
scaled to save over $1MM
annually
▪ 34% decline in secret answer
errors online
▪ 42% reduction in calls after a
secret answer error
▪ Improved web design and layout
for customer authentication
Approach
▪ Identified customers that did not know their secret
answer to reset their password, thus calling into
Care
Situation
▪ 41% of web
customers who
were unable to
reset their
password online
▪ Website required
customer to
answer two secret
answer questions
in order to access
the account
▪ No other self-
service options for
resetting
password access
▪ Led to increased
cost to serve and
reduced customer
satisfaction
because
customers were
calling after their
online attempt
Initial pilot focused on online password resets1
Took a digestible, acute pain point and proved the value by fixing the issue
6. | 6
Self-service failure – “password reset” failure and implications
41% of customer trying to reset
password were unsuccessful …
… that only helped solve the
actual problem for 16% …
… with significant LT effect on
Web usage for the other 84%
Answer
secret ques-
tion and
reset
password
100%
Success
58%
Secret
answer
error
41%
Other error
1%
Other
disposition
84%
Reset
password
16%
▪ Education codes
▪ General info
▪ Features related
assistance
▪ Payments
released
assistance
Did return to
Web <30
days
51%
Did not
return to
Web <30
days
49%
… of which 15% ended up
calling an agent ..
Success
46%
“Cannot
remember
answer”
5%
Call agent
<1 day
37%
Click to chat
~0%
IVR and
hang-up <1
day
12%
Schematic overview of ClickFox enabled “drill down on root cause”
for “password reset” issue
1
7. | 7
Self-service failure – “password reset” was made much more visible
and intuitive and gave customers the choice of a text instead
BEFORE
Before …
The message “Can’t remember your answers?” is a small font
link at the bottom of Answer Secret Questions flow
After …
The new password reset flow offers 2 choices to the customer
up-front with the possibility of yielding fewer calls into care
since they don’t have to go through answering of secret
questions/account lock and can still get their password reset
1
8. | 8
Self-service failure improvement results in significant, direct impact as
a result
ClickFox KPI tracking “forgot password reset choice”
Clicks on Send a Temp Password
Clicks on Answer Secret Questions
Improvements
Deflection
rate
Monthly Calls
Saved
Yearly Calls
Saved
Annual Op Ex
Reduction
Improve 42% Reset
Error
20% 3,120 37,440 $280K
Agent - Reset Password 50% 1,000 12,000 $90K
Agent - Other
Dispositions
10% 1,050 12,600 $95K
Total (15,600 Calls) 32% 5,040 62,040 $465K
1
9. | 9
Structured program for value capture depended on a dedicated effort,
with a tactical, results-oriented operating model
▪ Analyst team provided
with artificial deadlines,
quotas, and “fail quick”
criteria
▪ Requirement of: 1 “high
impact” or 2 “low
impact” solutions per
month for each analyst
to drive rapid cycles, for
example
– “High impact” effort
has more than
$0.5M annual cost
benefit or 10K calls
saved annually
– “Low impact” efforts
could be web page
improvements
▪ After idenitify
opportunity, drill down
into problems to identify
root causes and specific
improvements e.g.,
specific behaviours and
fixes on web pages
2
Opportunity
identification
Sizing and refinement Implementation
▪ Work with finance to
size and validate
opportunity across
channels
▪ Test and refine
ideas with channel
owners
▪ For smaller
opportunities,
bundle several
related efforts into a
larger opportunity
▪ Dedicated
implementation
managers saw
projects through to
completion and
were critical to
success
▪ Pursued solutions
across channels
where they had
experience and
knowledge
▪ Built standardized
benefits template
with finance
▪ When need,
augmented
investment by
leveraging a
dedicated pool of
funds to implement
solutions
Overall program support
▪ Creation of a full scale digital migration
program, with a full steering committee,
including channel executives
▪ Integrated partnership with IT, Care, Web and
Finance teams to support cross-channel
implementation and validate, track and capture
value
▪ Finance approved annual goals, tracked
results, and funded program based on booked
results
Dedicated team focused on opportunity
identification and value capture
▪ Director-led team of 12 analysts and managers
▪ 1-2 analysts dedicated to each channel,
allowing them to quickly build expertise in
channel data analytics, and processes
▪ 1 dedicated implementation manager per 2
analysts – responsible for working across
channels to drive recommendations through to
completion
…combined with a structured operational approachWell-defined program setup and governance …
10. | 10
Composition of the dedicated team2
8 Analysts 4 Implementation Mangers
Full-time Director
Responsibilities:
▪ Build expertise in data and analysis in
designated area and independently seek
out and identify opportunities for
improvement
▪ Support projects from initial hypothesis,
business case, post-deployment
dashboarding, and benefits capture
Profile:
▪ Prior analytics experience (distinct from
producing standard reports)
▪ Knowledge of mathematic and statistical
methods of analysis
▪ Knowledge of database and data
organization concepts
Responsibilities:
▪ Complete “last mile” research on root cause of
problem working hand-in-hand with analyst
▪ Partner cross-functionally to develop solution and
acquire funding if necessary
▪ Own development of solution/opportunity from
detailed analysis thru to deployment
Profile:
▪ Project management or similar background
▪ Well tenured employee with experience in channel
being analyzed (e.g. retail, ecommerce, IT)
– Familiar with financial and project management
processes
– Experience working with leadership
– Working relationships with across channels
11. | 11
30+ initiatives across Web changes, Retail optimization, Mobile changes and agent coaching
InsightProject Action
Early
termination fee
▪ Corrected existing online articles,
provided more accurate and detailed
information online, provided more
prominent links to the new information
▪ Web visitors were required to call
Customer Service to understand the full
cost of terminating their contract early
Self-service
mobile app
▪ Allowed customers to complete
appropriate self-service functions via a
client mobile application
▪ Customers attempting to complete self-
service functions online via their device’s
web browser abandon at a higher rate
IVR self-service
availability
▪ Allowed all customers, not just a small
number of high-value customers, to
access the Self-Service IVR options
▪ Only 3% of all calls into the Enterprise
Customer Service billing IVR reached the
IVR Self-Service menu
Online
education &
FAQ content
▪ Targeted and improved 1,200+ of the
worst performing online articles and
created new online FAQ content
▪ 40% of all calls to Customer Service
resulted in customer “education”; 17% of
customers who read education articles
online called within 7-days
Online device
tutorial content
▪ Implemented a faster and more efficient
online content publishing mechanism and
improved all online device tutorials
▪ 11% of all web visitors who accessed the
online device tutorial pages would call
Customer Service within 7-days
Mid-cycle
feature & plan
changes
▪ Allowed online customers to pro-rate
feature and rate plan changes mid-cycle
▪ Web visitors were required to call
Customer Service to make mid-cycle
feature or rate plan changes
Self-service failure/leading to calls – continuous flow of
tactical changes
2
3
4
5
6
1
2
▪ 2.68m calls
deflected first full
year in production
▪ Calling Rate
decreased by 6%
▪ Almost $100M
impact in
3 years
12. | 12
Expanding into other call reduction opportunities – using the platform
to reduce calls immediately following a retail store visit
Impact/results
Example actions taken
▪ Created a feedback loop with
new reports between retail
employees, store visitors,
detailing downstream call
reasons within 3 days
▪ Deployed national coaching
program to over 27K employees
in 2,200 stores
Impact
▪ Retail insights improved from 30-
60 days after the store visit to 3
days after with customer call
reasons
▪ Ability to evaluate store
employee effectiveness based
on net-new downstream
FCR rate
▪ Constant data trending to quickly
spot issues from any level of the
business
▪ Deflected 70K calls per month
from the business – worth
approximately $7-8MM annually
Context
▪ High percentage
of customers
calling agents
within 3 days of a
retail store visit,
with increased
cost to serve and
reduced customer
satisfaction in the
retail locations
▪ Poor visibility into
root causes - best
metrics were 30
days post visit with
limited visibility
into specifics
▪ Created new data feeds and reports to highlight
specific issues
– Analysis created a new set of data elements,
which were fed back into the enterprise
– Provided actionable data and detailed reporting
for insights, coaching, trending, or customer
focused monitoring of store visits
Example insights from platform
▪ Incorporated new retail store data sets into the
platform
▪ Analytics highlighted employee interactions at retail
stores with calls to customer care within 3 days
– Identify major markets with issues, with store-
level detail
– Identify top reasons for customer calls
3
13. | 13
Approach to drive greater insight into retail drivers of agent call
volumes
Retail Performance Improvement approach
Step
Identify store
profile spikes
in downstream
contacts
B Measure markets, regions, store
managers, specific store locations, and
individual store representatives driving
additional touches
District Manager Stores
Measure
extension of
journey
A Understand the downstream contact rate
following a retail store visit
Agent
Calls
Retail
within 3 Days
Targeted
coaching
E Leverage daily views of region, store, and
employee performance to enlist targeted
coaching opportunities tuned to specific
needs
Examine types
of downstream
contacts being
driven
C At a store and representative level, what
are the types of issues they are struggling
with?
Description
Distribute
journeys with
key attributes
D Provide a daily data set to incorporate with
existing store and employee reporting tools
to show spikes in customer needs,
geographies, and employees
3
14. | 14
Connect cross-channel data to understand customer behavior following
retail store visits
Retail Visit IVR Agent Transfer Call Resolution
Agent CallsRetail
within 3 Days
▪ ClickFox platform
connects customer
interactions in the store
with the agent calls that
occur within 3 days of
the retail visit
▪ Details of the retail
interaction and call
reason are captured
and processed to
understand drivers and
connect relevant
journeys
▪ Journey insights are fed
directly back to the
enterprise reporting
tools so that the
enterprise gains regular
insights and monitors
multiple performance
metrics
Examples of Journey Attributes captured
▪ Retail-Store location, Employee, Customer, Device, Tenure, Price Plan, Visit
Reason
▪ IVR-Customer, IVR Prompts, Device, Tenure, Price Plan, Session duration,
Agent route out
▪ Agent Transfer- Agent ID, Call Reason, Device, Tenure, Price Plan
3A
Top General Codes %
account 9.1%
services troubleshooting 8.0%
bill 6.8%
plans and features 5.5%
escalation 5.3%
15. | 15
Feeding data back into corporate data stores for reporting and
improvements
3D
▪ Retail employees and
their managers leverage
ClickFox exports with
their existing systems to
monitor and track
performance
improvements and
reduced calls
▪ Journey data used to
support enhanced
training and coaching for
employees on the front
lines
▪ Continual tracking and
coaching resulted in a
significant drop in Retail
to Customer Service
calls
▪ Exports available daily
and on an ad hoc basis
in a single, consistent
tabular format
Heat map illustrating call volume following a retail store visit
with specific call detail trends and comparisons
Great Plains MKT New York City MKTLos Angeles MKT
Top Detailed Codes %
data plans 14.0%
order equipment 7.0%
upgrade options 6.2%
review bill information 5.9%
escalation 5.8%
Top Detailed Codes %
payment information 9.1%
made a payment 8.0%
review bill information 6.8%
technical support 5.5%
data plans 5.3%
Top Detailed Codes %
order equipment 16.2%
data plans 14.3%
upgrade options 9.9%
made a payment 8.7%
review bill information 8.5%
16. | 16
Structured program for value capture3
▪ Stand-alone single channel retail data on in-
store transactions
▪ Limited downstream activity 30-60 days in
arrears
▪ No coachable customer-centric
measurement of retail employee
effectiveness
▪ No trending ability to spot and resolve issues
quickly
▪ Difficulty deflecting post-visit calls to agents
▪ 70K calls deflected per month, worth
approximately $7-8MM annually
▪ Implemented program in 2,200 stores and 27K
employees around the nation
▪ Ongoing reporting to monitor and track
performance improvements and reduced calls
▪ Journey data used to support enhanced training
and coaching for employees on the front lines
▪ Comprehensive view of all the customer’s calling
reasons
From: disconnected data sets To: Integrated insights, driving cost savings and
increasing CSAT
17. | 17
Program staffing evolved to accommodate ramp-up and
build capabilities
4
Initial deployment Expand channels
Bring skills
in-house
Ongoing
~18 months 12-18 months 6 monthsTiming
▪ Initial platform
deployment
▪ Supplement small
client analytic team
with ClickFox
experts to drive
value and build
capabilities
▪ Expand program
in existing
channels and
additional
channels
▪ Industrialize and
accelerate pace
of analysis for
existing channels
▪ Build expertise in
new channels and
manage demand
▪ As demand
normalizes, build
capabilities and
staff to expected
levels increase
reporting
automation
▪ Dedicated training
programs
Situation
▪ Client
▪ ClickFox analysts
▪ Client
▪ ClickFox analysts
▪ Offshore analysts:
“High Output
Analytics” team
for structured
analysis and
reporting
▪ Client
▪ Periodic ClickFox
support
Staffing
