Maximizing the Potential of Quality Assurance in Your Contact Center

Maximizing the Potential of
Quality Assurance in Your Contact Center
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©2012 International Customer Management Institute. All Rights Reserved. icmi.com | 800.672.6177icmi.com | 800.672.6177
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 Current Reality
 Drivers of Customer Experience
 The Financial Impact of Quality Customer Care
 Defining the Customer Experience
 New Call Monitoring Guidelines and Metrics
Agenda

The voice of the customer is not in your head; it’s the ACTUAL voice
of the customer.
• Quality assurance is a critical enabler for ensuring agent compliance and
internal conformance
• Drivers of customer experience are usually different from the metrics used to
evaluate agent quality. This leads to:
1. A perception disparity between the customer served and the organization serving those
customers on the delivery of customer care
2. Agent behavior is usually motivated by the measures in the quality assurance monitoring form
which may not be aligned to customer experience drivers
Current Reality
How do you recalibrate your quality assurance program align with
customer experience drivers?

Customer Experience (CX)
requires the following changes:
• Governance
• Cultural
• Process
• Discipline
Upstream issues cause
downstream problems
• Key tenet in CX but limitations
exist within traditional quality
assurance programs without the
right investment in enabling
technology
Agents are a key asset in the
battle
• Tremendous opportunity for
contact centers and support
organizations
Drivers of Customer Experience
Redacted: Customer Experience Management: Seven Lessons from the Quality Movement –
Enterprise Apps Today August 9, 2012

Industries are making strides in basic customer service transactions
but can learn lessons from other industries
Drivers of Customer Experience
CX
Dimensions
Retail Banking Airlines Hotels Healthcare
Multi-channel
Information
Access
Mature Mature Mature Developing Developing
Expanded
Hours
Mature Mature Mature Mature Developing
Price
Comparison*
Mature Developing Unknown Unknown Developing
Seamless
Integration
Unknown Mature Mature Mature Developing
Loyalty
Programs
Mature Mature Mature Mature Developing

The Financial Impact of Quality Customer Care
# Calls to
Resolve
% Overall Calls # Problems # Calls Offered
1 60% 60,000 60,000
2 20% 20,000 40,000
3 15% 15,000 45,000
4 5% 5,000 20,000
40% 100,000 105,000
Company Assets
200,000 customers x $1,000 annual
revenue per customer
$200M
Cost per Call 5,000 extra calls x $5.00 cost per call
$25,000 extra cost per
quarter
Failure to resolve 15% of
calls
Results in a CSAT drop from 50% to 40%
$80M protected assets or a
loss of $20M per quarter
Quality & Customer Care
Profitability Impact (per
quarter/per annum)
….and the survey says
$20,525,000/quarter or
$82.1M/annum

Defining the Customer Experience
Develop tactics to close the
expected-vs.-actual gap
(incorporate VOC and
benchmarking)
1a. Review SLAs with hosting vendor
1b. Minimize size of graphics to speed page loads
Determine actual
customer experience
Determine critical customer
touch points
(aka, “Moments of Truth”)
from customer’s viewpoint
“Interest Me” “Meet My Initial Need”
“Keep Meeting
My Needs”
Develop reward & recognition
for achieving or exceeding
expected customer experience
Develop appropriate set of rewards and recognition
5
4
3
2
1
1a. Website available = x%
1b. Website satisfaction = y
2. Recognition factor = z
1a. Website available
> 99.99%
1b. Website satisfaction
> 4.5
2. Recognition factor > x
1. Marketing web site
2. Advertisements
Document Expected Customer
experience (incorporate VOC
and benchmarking)
Sales Fulfillment Service
Process
1. Apply by phone
2. Apply by website
3. Get notification of decision
4. Close financial transaction
1. Account issue raise by phone
or email
2. Complain by web mail
3. Receive solution to complaint
4. Hear about other products
5. Take part in surveys
1a. Average hold time < 2 min
1b. Application time < 10 min
2a. Website available > 99.99%
2b. Application time < 15 min
1a. Average hold time < 2 min
1b. 1st time resolution > 95%

New Call Monitoring Guidelines

New Quality Monitoring Metrics
Contact Center ROI
– Measures the value
creation/destruction of customer
interactions
Agent Peak Performance Index
– Each agent that a survey is conducted
is scored by the actual voice of the
customer
– If the index is falling, it raises a red flag
to supervisors/trainers for additional
coaching/training
– If the index is rising, it demonstrates
which associates are providing
customer-centric support
– Agent ROI x Accuracy (QA Score) /
% Delight Treating Customers as
Valued

Correlate metrics with research or historical information
Interdependent Metrics
Customer Sat Employee Sat Cost / account Product / house
Customer
Satisfaction
NA + 0 ++
Employee
satisfaction
+ NA - +
Cost per account 0 - NA +
Product per
house
++ + 0 NA

Any Questions?
Art Hall
Director
Alvarez & Marsal Business Consulting LLC
3424 Peachtree Road Suite 1500
Atlanta, Georgia 30324
Email: ahall@alvarezandmarsal.com
Twitter: @Art_Hall4

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Maximizing the Potential of Quality Assurance in Your Contact Center

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