First Contact Resolution (FCR) is a great metric, but should not live in a vacuum. Pete mcGarahan stresses the value of making sure the documentation is complete, and making the goal not just “checking off” the incident, but rather tying resolution to a fuller customer experience. In order to provide that experience, Pete talks about the role of good support tools, including knowledge management. Presented at HDI Orange County by Pete McGarahan on 1/6/2010.
The document discusses metrics for measuring the effectiveness of IT support centers, focusing on the metric of First Contact Resolution (FCR). It defines FCR as the percentage of customer contacts that are resolved on the initial contact without any additional follow up required. The document provides that the average FCR percentage found in studies is 70.7% and the target goal is 75.7%. It also outlines how FCR can be calculated using both internal and external data and notes that a higher FCR percentage generally signifies a more effective support center.
The unfulfilled promise of CRM was to capture customer interactions with your business. This gap is filled by using business interaction management. See how interaction capture and management can drive signifcant improvement for FCR.
The Ascent Group conducted research in the spring of 2010 to better understand how different companies and industries are measuring and tracking First Call Resolution. This is our sixth study of first call resolution.
We asked companies to share measurement strategies and experiences to identify the practices that lead to higher first call resolution and ultimately to higher customer satisfaction.
How do companies improve their first call resolution? New research by The Ascent Group shares first call resolution best practices and measurement techniques.
Customers don’t care how you reach first call resolution (FCR) or how you measure it in the call center -- they just want you to achieve it. Learn tips for improving FCR as well as new processes that drive and actively sustain FCR success.
In this SlideShare, you will walk away with knowledge on how to:
Educate staff on the importance and impact of FCR
Train agents to effectively answer inquiries
Remove barriers hindering FCR achievement
Optimize workforce management processes
I will provide you with a systematic process to implement and sustain successful FCR in your company. The following aspects and areas should be considered in First Call Resolution analysis with the Six Sigma Methodology.
Roundtable: Best Practices in First Call Resolution (FCR) Sheri Greenhaus
Best Practices in First Call Resolution (FCR). Participants are Genesys, NICE Systems, OpenSpan and Virtual Hold Technology. Discussing first contact resolution, customer loyalty and predictive analytics.
Visit CRMXchange.com to join the premiere CRM community.
11 Ways to Help You Improve First Call ResolutionTalkdeskInc
https://www.talkdesk.com/resources/webinars/
Today’s customers expect businesses to effortlessly resolve their issues with speed and accuracy.
Use these tips to help you improve first call resolution (FCR) within your call center and give your customers the service and support they demand.
Talkdesk
Cloud-Based Call Center Software
www.talkdesk.com/free-trial
The document discusses metrics for measuring the effectiveness of IT support centers, focusing on the metric of First Contact Resolution (FCR). It defines FCR as the percentage of customer contacts that are resolved on the initial contact without any additional follow up required. The document provides that the average FCR percentage found in studies is 70.7% and the target goal is 75.7%. It also outlines how FCR can be calculated using both internal and external data and notes that a higher FCR percentage generally signifies a more effective support center.
The unfulfilled promise of CRM was to capture customer interactions with your business. This gap is filled by using business interaction management. See how interaction capture and management can drive signifcant improvement for FCR.
The Ascent Group conducted research in the spring of 2010 to better understand how different companies and industries are measuring and tracking First Call Resolution. This is our sixth study of first call resolution.
We asked companies to share measurement strategies and experiences to identify the practices that lead to higher first call resolution and ultimately to higher customer satisfaction.
How do companies improve their first call resolution? New research by The Ascent Group shares first call resolution best practices and measurement techniques.
Customers don’t care how you reach first call resolution (FCR) or how you measure it in the call center -- they just want you to achieve it. Learn tips for improving FCR as well as new processes that drive and actively sustain FCR success.
In this SlideShare, you will walk away with knowledge on how to:
Educate staff on the importance and impact of FCR
Train agents to effectively answer inquiries
Remove barriers hindering FCR achievement
Optimize workforce management processes
I will provide you with a systematic process to implement and sustain successful FCR in your company. The following aspects and areas should be considered in First Call Resolution analysis with the Six Sigma Methodology.
Roundtable: Best Practices in First Call Resolution (FCR) Sheri Greenhaus
Best Practices in First Call Resolution (FCR). Participants are Genesys, NICE Systems, OpenSpan and Virtual Hold Technology. Discussing first contact resolution, customer loyalty and predictive analytics.
Visit CRMXchange.com to join the premiere CRM community.
11 Ways to Help You Improve First Call ResolutionTalkdeskInc
https://www.talkdesk.com/resources/webinars/
Today’s customers expect businesses to effortlessly resolve their issues with speed and accuracy.
Use these tips to help you improve first call resolution (FCR) within your call center and give your customers the service and support they demand.
Talkdesk
Cloud-Based Call Center Software
www.talkdesk.com/free-trial
The document presents research from a survey conducted by HDI and Robert Half Technology on hiring in the IT service and technical support industry. The survey found that most organizations (72%) are actively hiring to fill open positions. Finding qualified candidates with the necessary skills is challenging due to rapidly changing technologies. As a result, understaffing is negatively impacting companies' ability to adopt new technologies. The research aims to identify the most important and difficult to find skills, factors impacting retention, and attributes leading to employee satisfaction in frontline/helpdesk, mid-level, and management roles.
Dispatches From Afar: Building and Managing a Distributed Desktop TeamHDI Orange County
In companies with offices in multiple geographic locations, it's the nature of desktop support to work in and manage teams that are widely scattered. Ten years ago, companies had the budget and resources to bring people together for training and team building, but in the current climate of reduced staff levels and nonexistent travel budgets, how do you build and maintain an effective distributed desktop support team?
This presentation talks about:
- The essential technical and nontechnical elements for building a cohesive distributed desktop support team
- Ways of effectively leveraging communication technologies to strengthen a distributed desktop support team
- Characteristics to look for when staffing a distributed desktop support team
- The five essentials of a distributed desktop support team
- Tips to follow and pitfalls to avoid when building a distributed desktop support team.
Mary Cruse's preso to HDI Orange County on 1/11/12.
"Do we do less because a customer is "just an employee"? Of course not. The IT infrastructure is critical to the business, and successful support is critical. This session will cover the link between IT support and the customer experience, the development of a culture that supports a positive customer experience, and the creation of a business plan that supports your efforts with the executive team."
Are your teams in FLOW?
What is the level of trust between team members and leaders?
Are innovation, productivity and profits up or stagnant?
These are questions being asked in today’s workplace as companies are challenged to do more with less and leaders look for ways to engage and re-engage their teams. Getting members of a team into flow is just the starting point. Once team members understand their own, and others’, strengths and weaknesses, the team dynamic develops levels of trust, understanding and job satisfaction that are the basis for stratospheric team performance.
There are many assessments such as Myers-Briggs, Strength Finders, DISC and others that identify individual personality types, preferred ways of being and strengths. These tools have been great standards to build knowledge and some understanding of how individuals may show up at any given time. What if in addition to this understanding, this knowledge was integrated into a strategy designed to create flow.
Cloud computing, self-service technologies, and the rise of direct-to-customer services are changing how IT organizations deliver and support technology. To keep up with these trends, IT must adopt a more strategic approach aligned with ITIL best practices. Adopting ITIL will help IT organizations better support software-as-a-service platforms, address lines of responsibility between internal IT and external providers, and ensure a focus on availability, change management, and continual service improvement. Both IT organizations and SaaS providers stand to benefit from demonstrating ITIL compliance through practices like clear service definitions, management of the service lifecycle, and joint identification of responsibilities. With IT now directly supporting customers, IT must shift its mindset from reactive
Now more than ever, IT is expected to take customer satisfaction to higher levels, while keeping costs down. Enter the Service Catalog. Implementing a service catalog will not only improve the relationship between customers and IT, it can also help IT better align with the needs of the business.
During this session we’ll explore:
• What is a Service Catalog
• How a Service Catalog can improve the relationship between IT and customers
• How a Service Catalog can help IT align with the business
• Key considerations for a successful Service Catalog implementation
Benefiting from a Quality Problem Management ProgramHDI Orange County
This document discusses the benefits of an effective problem management program. It outlines how such a program can help eliminate recurring issues, improve employee productivity and reduce support costs. It emphasizes that effective problem management requires integrating tools, processes and personnel to generate measurable results through data analysis, trend reporting and follow-up actions.
Michael Fisher, HDI2011 - Networking for the IT Professional and the IT GeekHDI Orange County
The document provides information about networking for IT professionals and geeks. It discusses how networking is important for finding jobs, with 48% of jobs being filled through referrals and networks. It defines networking as cultivating helpful professional connections, especially for finding employment or advancing one's career. The document emphasizes that networking involves building relationships with people through in-person interactions like meetings and conversations.
Rob Kleier - "Driving Customer Experience Quality from the Front Line", Part 2HDI Orange County
The first step in implementing a Customer Quality Environment (CQE) is to understand the current state of the organization and how it views customer satisfaction. It is important for all departments, from product development to sales, to be aligned on prioritizing customer satisfaction. Customer satisfaction champions should be identified within each group to help implement business processes focused on quality customer service. Through understanding gaps between the current and desired states, a plan can be developed and roles defined to strategically align the company around prioritizing customer satisfaction.
Rob Kleier - "Driving Customer Experience Quality from the Front Line", Part 1HDI Orange County
The document discusses establishing a Customer Quality Environment (CQE) by leveraging existing systems and processes to enhance the customer experience, with the goal of understanding customers and providing the highest levels of satisfaction. It recommends implementing guiding principles like employing a "Fix it Once and Forever" mentality, ensuring full transparency of key metrics, and communicating with clients succinctly and often to drive organizational alignment around customer satisfaction. The challenge is to create a CQE that enhances the customer experience through tweaking existing processes and changing organizational expectations.
The document outlines a proposed framework called the "Customer Quality Environment" with the goals of:
1) Developing strategic principles to improve customer satisfaction, such as ensuring client involvement, addressing issues comprehensively, and making data transparent.
2) Implementing the framework through establishing a steering committee, prioritizing customer satisfaction milestones, and executing project plans and milestones to continually improve the customer experience.
3) Creating roles and responsibilities to understand business challenges, envision solutions, and deliver integrated solutions that get buy-in from leadership and provide a collaborative environment focused on customer satisfaction.
The document discusses turning dreams into reality by setting effective SMART goals and tracking progress. It outlines the SMART goal framework of making goals specific, measurable, attainable, realistic, and timely. Tracking progress keeps you accountable and on track to achieve your goals. Setting goals aligned with your values and that motivate you through pleasure or pain avoidance are more likely to be accomplished.
Interviewing for customer service working session exerciseHDI Orange County
The document provides guidance for interviewing candidates for a customer service role. It includes sample questions to ask about a candidate's background, customer service skills, behaviors, and closing questions. The background section asks about previous work history and satisfactions/dissatisfactions. Customer service questions cover topics like call volume, learning curves, definitions of customer service. Behavioral questions address values, conflict resolution, stress management, decision making, teamwork, and more. Closing questions check flexibility, salary expectations, and availability.
This document summarizes Hornbill's ITSM software and services. It highlights that Hornbill helps IT deliver business value with a human touch. It has over 600 customers globally, a 95% retention rate, and was rated the #1 IT service and support technology supplier. Case studies show how Hornbill helped organizations reduce costs, improve service levels, and support large projects like the Olympics. The document promotes Hornbill's Supportworks ITSM Foundations product which can be deployed within a week for $19,995 through a limited time offer.
This document summarizes the key findings of an international survey on ITIL adoption conducted in 2009. Some of the main findings included:
- ITIL v2 was still widely adopted, with 30% adopting in the last 2 years since v3 was released. 52% intended to mature v2 processes before considering v3.
- For ITIL v3 adopters, the lifecycle approach was a top driver but it was not being fully implemented. Cherry-picking of processes was still evident.
- Maturity levels for both v2 and v3 were still quite low, with only 32% at reasonably high to very high levels and 68% at medium to low levels.
- Getting better business
Ever had one of “those days” where you left the office two hours after quitting time and still had not checked one thing off your Task List for the day? We all have. Come discover how you can begin your journey to “Better Days thru Better Ways.” Presented at HDI Orange County by Donna Holt on 4/7/2010.
Enhancing Adoption of AI in Agri-food: IntroductionCor Verdouw
Introduction to the Panel on: Pathways and Challenges: AI-Driven Technology in Agri-Food, AI4Food, University of Guelph
“Enhancing Adoption of AI in Agri-food: a Path Forward”, 18 June 2024
The document presents research from a survey conducted by HDI and Robert Half Technology on hiring in the IT service and technical support industry. The survey found that most organizations (72%) are actively hiring to fill open positions. Finding qualified candidates with the necessary skills is challenging due to rapidly changing technologies. As a result, understaffing is negatively impacting companies' ability to adopt new technologies. The research aims to identify the most important and difficult to find skills, factors impacting retention, and attributes leading to employee satisfaction in frontline/helpdesk, mid-level, and management roles.
Dispatches From Afar: Building and Managing a Distributed Desktop TeamHDI Orange County
In companies with offices in multiple geographic locations, it's the nature of desktop support to work in and manage teams that are widely scattered. Ten years ago, companies had the budget and resources to bring people together for training and team building, but in the current climate of reduced staff levels and nonexistent travel budgets, how do you build and maintain an effective distributed desktop support team?
This presentation talks about:
- The essential technical and nontechnical elements for building a cohesive distributed desktop support team
- Ways of effectively leveraging communication technologies to strengthen a distributed desktop support team
- Characteristics to look for when staffing a distributed desktop support team
- The five essentials of a distributed desktop support team
- Tips to follow and pitfalls to avoid when building a distributed desktop support team.
Mary Cruse's preso to HDI Orange County on 1/11/12.
"Do we do less because a customer is "just an employee"? Of course not. The IT infrastructure is critical to the business, and successful support is critical. This session will cover the link between IT support and the customer experience, the development of a culture that supports a positive customer experience, and the creation of a business plan that supports your efforts with the executive team."
Are your teams in FLOW?
What is the level of trust between team members and leaders?
Are innovation, productivity and profits up or stagnant?
These are questions being asked in today’s workplace as companies are challenged to do more with less and leaders look for ways to engage and re-engage their teams. Getting members of a team into flow is just the starting point. Once team members understand their own, and others’, strengths and weaknesses, the team dynamic develops levels of trust, understanding and job satisfaction that are the basis for stratospheric team performance.
There are many assessments such as Myers-Briggs, Strength Finders, DISC and others that identify individual personality types, preferred ways of being and strengths. These tools have been great standards to build knowledge and some understanding of how individuals may show up at any given time. What if in addition to this understanding, this knowledge was integrated into a strategy designed to create flow.
Cloud computing, self-service technologies, and the rise of direct-to-customer services are changing how IT organizations deliver and support technology. To keep up with these trends, IT must adopt a more strategic approach aligned with ITIL best practices. Adopting ITIL will help IT organizations better support software-as-a-service platforms, address lines of responsibility between internal IT and external providers, and ensure a focus on availability, change management, and continual service improvement. Both IT organizations and SaaS providers stand to benefit from demonstrating ITIL compliance through practices like clear service definitions, management of the service lifecycle, and joint identification of responsibilities. With IT now directly supporting customers, IT must shift its mindset from reactive
Now more than ever, IT is expected to take customer satisfaction to higher levels, while keeping costs down. Enter the Service Catalog. Implementing a service catalog will not only improve the relationship between customers and IT, it can also help IT better align with the needs of the business.
During this session we’ll explore:
• What is a Service Catalog
• How a Service Catalog can improve the relationship between IT and customers
• How a Service Catalog can help IT align with the business
• Key considerations for a successful Service Catalog implementation
Benefiting from a Quality Problem Management ProgramHDI Orange County
This document discusses the benefits of an effective problem management program. It outlines how such a program can help eliminate recurring issues, improve employee productivity and reduce support costs. It emphasizes that effective problem management requires integrating tools, processes and personnel to generate measurable results through data analysis, trend reporting and follow-up actions.
Michael Fisher, HDI2011 - Networking for the IT Professional and the IT GeekHDI Orange County
The document provides information about networking for IT professionals and geeks. It discusses how networking is important for finding jobs, with 48% of jobs being filled through referrals and networks. It defines networking as cultivating helpful professional connections, especially for finding employment or advancing one's career. The document emphasizes that networking involves building relationships with people through in-person interactions like meetings and conversations.
Rob Kleier - "Driving Customer Experience Quality from the Front Line", Part 2HDI Orange County
The first step in implementing a Customer Quality Environment (CQE) is to understand the current state of the organization and how it views customer satisfaction. It is important for all departments, from product development to sales, to be aligned on prioritizing customer satisfaction. Customer satisfaction champions should be identified within each group to help implement business processes focused on quality customer service. Through understanding gaps between the current and desired states, a plan can be developed and roles defined to strategically align the company around prioritizing customer satisfaction.
Rob Kleier - "Driving Customer Experience Quality from the Front Line", Part 1HDI Orange County
The document discusses establishing a Customer Quality Environment (CQE) by leveraging existing systems and processes to enhance the customer experience, with the goal of understanding customers and providing the highest levels of satisfaction. It recommends implementing guiding principles like employing a "Fix it Once and Forever" mentality, ensuring full transparency of key metrics, and communicating with clients succinctly and often to drive organizational alignment around customer satisfaction. The challenge is to create a CQE that enhances the customer experience through tweaking existing processes and changing organizational expectations.
The document outlines a proposed framework called the "Customer Quality Environment" with the goals of:
1) Developing strategic principles to improve customer satisfaction, such as ensuring client involvement, addressing issues comprehensively, and making data transparent.
2) Implementing the framework through establishing a steering committee, prioritizing customer satisfaction milestones, and executing project plans and milestones to continually improve the customer experience.
3) Creating roles and responsibilities to understand business challenges, envision solutions, and deliver integrated solutions that get buy-in from leadership and provide a collaborative environment focused on customer satisfaction.
The document discusses turning dreams into reality by setting effective SMART goals and tracking progress. It outlines the SMART goal framework of making goals specific, measurable, attainable, realistic, and timely. Tracking progress keeps you accountable and on track to achieve your goals. Setting goals aligned with your values and that motivate you through pleasure or pain avoidance are more likely to be accomplished.
Interviewing for customer service working session exerciseHDI Orange County
The document provides guidance for interviewing candidates for a customer service role. It includes sample questions to ask about a candidate's background, customer service skills, behaviors, and closing questions. The background section asks about previous work history and satisfactions/dissatisfactions. Customer service questions cover topics like call volume, learning curves, definitions of customer service. Behavioral questions address values, conflict resolution, stress management, decision making, teamwork, and more. Closing questions check flexibility, salary expectations, and availability.
This document summarizes Hornbill's ITSM software and services. It highlights that Hornbill helps IT deliver business value with a human touch. It has over 600 customers globally, a 95% retention rate, and was rated the #1 IT service and support technology supplier. Case studies show how Hornbill helped organizations reduce costs, improve service levels, and support large projects like the Olympics. The document promotes Hornbill's Supportworks ITSM Foundations product which can be deployed within a week for $19,995 through a limited time offer.
This document summarizes the key findings of an international survey on ITIL adoption conducted in 2009. Some of the main findings included:
- ITIL v2 was still widely adopted, with 30% adopting in the last 2 years since v3 was released. 52% intended to mature v2 processes before considering v3.
- For ITIL v3 adopters, the lifecycle approach was a top driver but it was not being fully implemented. Cherry-picking of processes was still evident.
- Maturity levels for both v2 and v3 were still quite low, with only 32% at reasonably high to very high levels and 68% at medium to low levels.
- Getting better business
Ever had one of “those days” where you left the office two hours after quitting time and still had not checked one thing off your Task List for the day? We all have. Come discover how you can begin your journey to “Better Days thru Better Ways.” Presented at HDI Orange County by Donna Holt on 4/7/2010.
Enhancing Adoption of AI in Agri-food: IntroductionCor Verdouw
Introduction to the Panel on: Pathways and Challenges: AI-Driven Technology in Agri-Food, AI4Food, University of Guelph
“Enhancing Adoption of AI in Agri-food: a Path Forward”, 18 June 2024
DPBOSS NET SPBOSS SATTA MATKA RESULT KALYAN MATKA GUESSING FREE KALYAN FIX JO...essorprof62
DPBOSS NET SPBOSS SATTA MATKA RESULT KALYAN MATKA GUESSING FREE KALYAN FIX JODI ANK LEAK FIX GAME BY DP BOSS MATKA SATTA NUMBER TODAY LUCKY NUMBER FREE TIPS ...
Ellen Burstyn: From Detroit Dreamer to Hollywood Legend | CIO Women MagazineCIOWomenMagazine
In this article, we will dive into the extraordinary life of Ellen Burstyn, where the curtains rise on a story that's far more attractive than any script.
63662490260Kalyan chart, satta matta matka 143, satta matka jodi fix , matka boss OTC 420, Indian Satta, India matka, matka ank, spbossmatka, online satta matka game play, live satta matka results, fix fix fix satta namber, free satta matka games, Kalyan matka jodi chart, Kalyan weekly final anl matka 420
Prescriptive analytics BA4206 Anna University PPTFreelance
Business analysis - Prescriptive analytics Introduction to Prescriptive analytics
Prescriptive Modeling
Non Linear Optimization
Demonstrating Business Performance Improvement
AI Transformation Playbook: Thinking AI-First for Your BusinessArijit Dutta
I dive into how businesses can stay competitive by integrating AI into their core processes. From identifying the right approach to building collaborative teams and recognizing common pitfalls, this guide has got you covered. AI transformation is a journey, and this playbook is here to help you navigate it successfully.
The Most Inspiring Entrepreneurs to Follow in 2024.pdfthesiliconleaders
In a world where the potential of youth innovation remains vastly untouched, there emerges a guiding light in the form of Norm Goldstein, the Founder and CEO of EduNetwork Partners. His dedication to this cause has earned him recognition as a Congressional Leadership Award recipient.
𝐔𝐧𝐯𝐞𝐢𝐥 𝐭𝐡𝐞 𝐅𝐮𝐭𝐮𝐫𝐞 𝐨𝐟 𝐄𝐧𝐞𝐫𝐠𝐲 𝐄𝐟𝐟𝐢𝐜𝐢𝐞𝐧𝐜𝐲 𝐰𝐢𝐭𝐡 𝐍𝐄𝐖𝐍𝐓𝐈𝐃𝐄’𝐬 𝐋𝐚𝐭𝐞𝐬𝐭 𝐎𝐟𝐟𝐞𝐫𝐢𝐧𝐠𝐬
Explore the details in our newly released product manual, which showcases NEWNTIDE's advanced heat pump technologies. Delve into our energy-efficient and eco-friendly solutions tailored for diverse global markets.
Efficient PHP Development Solutions for Dynamic Web ApplicationsHarwinder Singh
Unlock the full potential of your web projects with our expert PHP development solutions. From robust backend systems to dynamic front-end interfaces, we deliver scalable, secure, and high-performance applications tailored to your needs. Trust our skilled team to transform your ideas into reality with custom PHP programming, ensuring seamless functionality and a superior user experience.
SATTA MATKA DPBOSS KALYAN MATKA RESULTS KALYAN CHART KALYAN MATKA MATKA RESULT KALYAN MATKA TIPS SATTA MATKA MATKA COM MATKA PANA JODI TODAY BATTA SATKA MATKA PATTI JODI NUMBER MATKA RESULTS MATKA CHART MATKA JODI SATTA COM INDIA SATTA MATKA MATKA TIPS MATKA WAPKA ALL MATKA RESULT LIVE ONLINE MATKA RESULT KALYAN MATKA RESULT DPBOSS MATKA 143 MAIN MATKA KALYAN MATKA RESULTS KALYAN CHART
During the budget session of 2024-25, the finance minister, Nirmala Sitharaman, introduced the “solar Rooftop scheme,” also known as “PM Surya Ghar Muft Bijli Yojana.” It is a subsidy offered to those who wish to put up solar panels in their homes using domestic power systems. Additionally, adopting photovoltaic technology at home allows you to lower your monthly electricity expenses. Today in this blog we will talk all about what is the PM Surya Ghar Muft Bijli Yojana. How does it work? Who is eligible for this yojana and all the other things related to this scheme?
First Contact Resolution - The Performance Driver!
1. First Contact Resolution –The Performance Driver! A focus on the right metrics for the right reasons can properly position the Support Center to add business value. Peter McGarahan President / Founder McGarahan & Associates
2. About The Speaker 12 years with PepsiCo/Taco Bell IT and Business Planning Managed the Service Desk and all of the IT Infrastructure for 4500 restaurants, 8 zone offices, field managers and Corporate office 2 years as a Product Manager for Vantive Executive Director for HDI 6 years with STI Knowledge/Help Desk 2000 5 years with McGarahan & Associates 2 years as Chairman, IT Infrastructure Management Association (www.itimassociation.com) 2
4. Learn from Your Mistakes “The definition of insanity is doing the same thing over and over again and expecting different results”. Albert Einstein 4
5. Challenge Yourself Attitude It’s yours to change. Ownership It’s yours to follow-up and follow-through. Is it the way you would want to be treated. Service Are you in learning / continuous development mode. Skills Together Everyone Achieves More. Teamwork
6. What’s Your View of The World? In tough economic conditions, the focus must be on YOUR customer.... Focus on three things: The Customer experience & touch points. Increase ROI & Utilization from existing investments. Streamlining & continually improving service delivery for efficiency, consistency and value. The Service-Profit chain establishes the interconnected relationships among internal service quality 6
7. Industry Benchmark Metrics Password reset Between 20% to 35% Password resets handled by Level 1 cost, on average, $12 per transaction, while Web self-service costs $2. Queue time: 20 seconds to 53 seconds. Average 36 seconds Talk time 5 minutes to 8 minutes Average 7 minutes Abandonment rate Between 7% to 8% Average range of 1st level contact resolution between 54 and 77% of calls. Average 63% Cost of 1st level call $18-$23 Cost of 2nd level call $35+ Cost of 3rd level call Starts at $100 The cost of supporting a device Between $70 and more than $130 Average case per support professional (L1) per month Range 450 to 530 Source: Gartner, 2009 7
8. Implement a “Shift-Left” Service Strategy Level-2 Level-1 Level-3 Level-0 $100 + Technologists/Developers $35+ Escalated call Cost $18-$23 First contact resolution $2 - $12 Cost savings, SLA & Cust. Sat improvements Automated self-service Categorize Call Types in Level they are Resolved in Call Elimination Mean time to resolution Bring visibility to repetitive, costly issues, especially the ones being continually escalated to more costlier levels of support. Examine all problems and escalations to rationalize processes and push problem resolution to the most-efficient and cost-effective support level. Tracking percentage of resolved cases by group, levels and cost in the organization. Understand which levels (groups) are resolving which cases, how many and what cost. Calculate a cost per call/resolution analysis. 8
9.
10. Calculate a Cost Per Call Analysis Prove Financial Impact. From all initiatives. Show Value. Compare and contrast. Know you baseline. Justify Investments. Use Financial Metrics Reduce Costs. Run IT like a Business Source: HDI 2009 Practice & Salary Survey 10
11. 11 Reduce the Cost of Support Know what call types you resolve at FC. Know what call types you escalate. Increase FCR / FLR Lower Cost Per Resolution. Target call types for FCR that are currently being escalated. Work with L2 managers to provide training, access, and knowledge articles. Handle all Requests / Resets / FAQs Through Self-Service Portal (L0).
12. Service and Support Best Practices First Contact Resolution You should use all of our available resources (team members, training, tools, documentation, past incidents, etc.) to facilitate solving our customers issue on the first contact. It leads to a higher level of customer satisfaction, improves image, allows L2 teams to be more responsive and improves customer productivity. Team work Empowering the team to make front-line decisions and coordinate best practice processes is the only way Support Center can survive and thrive in today's ever demanding role as the Customer Advocate and single point of contact for all customer issues and requests. Being Proactive Spotting trends, related issues and reoccurring issues and working to ensure that we minimize business impact, communicate appropriately and work to learn from the situation. 12
13. Service and Support Best Practices Total Contact Ownership Is built upon the premise that the Support Center will continue to address a customer's issue/request and follow up, validate and communicate status until the issue or question is resolved to the customer's satisfaction. Quality Ticket Documentation Research, diagnose, prioritize and document thoroughly (it did not happen if it's not documented in the ticket). 13
14. Service Differentiation Without Customers there would be no business and therefore no need for my services Think differently, creatively about your daily performance. Innovate and work hard to treat every. customer like they were your only customer. Do something for them they wouldn’t expect.
15. FCR / FLR Definitions FCR FLR When you improve FCR you’re improving quality, reducing costs, and improving customer satisfaction, all at the same time. is achieved when the individual who takes the initial report is the same person who resolves the issue to the customer’s satisfaction is the same support professional resolving the customer’s issue or problem after some research It is important to note that only one contact was made by the customer and only one resource was used, the support professional. 15
16. The Dos and Don’ts of FCR The customer perception of FCR is most important and requires follow-up, closure, feedback and monitoring. Make FCR reflective of customers’ values, expectations and perceptions. Use FCR results to drive Continuous Improvement (CI) at all levels. Give support professionals the proper training, empowerment, tools to support higher levels of FCR. Market and communicate – reward and recognize FCR contribution, achievements and results. DON’T focus on FCR alone w/o multiple perspectives. DON’T only measure that It was done (checklist) vs. how was It resolved and what was the experience. DON’T make it self-serving in scope, definition and data collection and manipulation. It’s not about “Hitting the numbers.” DON’T be more concerned with call resolution than issue resolution. DON’T only measure FCR; balance with other quality metrics. It’s a key driver of continuous improvement and a key determinant of customer satisfaction. If you don’t measure it you can’t improve.` 16
17. The FCR Tool KitWhat you Need to Succeed! Integrated Customer Service Management Tool An integrated, out-of the box solution that enables best practice process for seamless, transparent and superior service delivery. Best practice workflow engine. VoIP Solution Integrated voice and data to enable the functionality of ACD, IVR and CTI. Knowledge Management An integrated Knowledge data base that is supported by a KM strategy and process. Remote Support Providing support professionals in any location the ability to access, troubleshoot, diagnose, upgrade, or fix any computing device anywhere around the world – without ever leaving their desks. Reporting/Dashboards The ability to know where your team is performing with critical operational metrics – real-time. IM IM capabilities to access the various Subject Matter Experts real –time without escalation. 17
18. The Benefits of First Contact Resolution Level-1 On average, every 1% percent increase in first-contact resolution (FCR) results in a 0.64% increase in customer satisfaction. Drive total support cost down while continuing to offer self-service solutions. Efficiency metrics: Resolution cost & Resource utilization. Effectiveness metrics: Timely closure, Quality resolution, Customer satisfaction index. Costs Decrease Customer Sat. Increases Level-3 Level-2 18
27. Measuring Customer Satisfaction Develop a strategy for collecting and analyzing customer feedback. Include Baseline & transactional surveys. Leverage the CSI scoring as proof that you are doing the right things for the customer. Link CSI scores to your other operational, financial and performance metrics. Weigh customer satisfaction against service costs and alternative solutions. Source: HDI Customer Satisfaction Benchmark Study - 2007 20
28. Drive Customer Satisfaction Customer satisfaction MUST be a strategy. On average, every 1% percent increase in first-contact resolution (FCR) results in a 0.64% increase in customer satisfaction. Customer Satisfaction Index must be the ‘barometer’ for all other performance metrics. It must be engrained in the culture and a top priority for Management. The strategy includes baseline and transactional surveys with a focus on communicating the results and action plan to the customers. 21
29. Customer Satisfaction Measurements Enhances customer satisfaction by speeding problem resolution and providing consistent, fast answers. Reduces average call length by automating ticket population, streamlining routine tasks, providing trouble-shooting tools on a single screen, and maintaining parent/child requests for high call volume incidents. Boosts SLA compliance by automating notifications based on escalation business rules. Source: HDI 2009 Practice Survey 22
30. Ensuring Customer Satisfaction Provides vital quality of service information to management. It records calls/screens for scheduled evaluation. Results are included in analyst scorecards. Used for coach agent on areas of improvement. Used to recognize professionals who are star performers. Ensure consistent and professional service by: Demonstrating the importance and linkage between customer service skills learned in training and what the customers think of your service (survey). 23
31. Summary – Never Settle! Solve issues When issues are solved quickly and efficiently, productivity increases. Prevent problems PerformingRoot Cause Analysis, determining the source of the problem, will provide long-term prevention. Preventing 10% of problems is the same as solving 80% of all problems immediately. Detect problems and trends Detecting recurring problems, analyzing trends, and identifying areas in need of improvement. Leveraging Incident, Problem and Change management processes. Position for Self-Service (deflection) Even though FCR is a great metric – it still says we are solving a high percentage of repetitive calls – over and over again! Position for self-service based on issue, question and audiiance. 24
32. "Being a service leader is about your view and perspective of the world around you! It’s not about you, it's about all that you can do to make other people successful.“ Thank You & God Bless! Pete McGarahan McGarahan & Associates pete@mcgarahan.com 714.694.1158 25