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Presence - Customer experience optimisation through a customer-centric Contact Centre strategy
This document discusses how contact centers can enhance the customer experience through a multi-channel approach. It emphasizes implementing a customer-centric strategy, understanding changing customer behaviors and expectations, and using technology like analytics to optimize processes and empower agents. A multi-channel contact center that provides a consistent, personalized experience across channels can boost customer loyalty while meeting demands for convenient, on-demand service.
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Presence - Customer experience optimisation through a customer-centric Contact Centre strategy
- 1. A worldwide leadingprovider of Multi-Channel Contact Centre software focused on resolving, improving, setting up and streamlining Contact Centre operations Our Mission is to partner with our clients to understand their business model, and provide a comprehensive solution to meet their Contact Centre needs. Our goal is to be a trusted advisor to all our clients with 100% customer satisfaction
- 2. Agenda • Customerexperience optimisation through a customer-centric Contact Centre strategy • Enhancing the customer experience • The Multi-Channel CC as a tool to boost customer loyalty • Technology as the enabler to achieve this goal and increase performance
- 3. Enhancing the customer experience
- 4. The cable guywas here… • https://www.youtube.com/watch?v=WhWavua-1FI
- 5. • Customer-centric strategy for Long-Term Profitable Relationships – Enhance Customer Experiences (Operational Focus!) Enhancing the customer experience Customer Value Customer Experience High Value Potential Low Value Potential Customer Relationship
- 6. •Put your customer first! –Focus on their needs –Personalise all interactions –Align your CC strategy with your Customer Experience strategy • Make “customer experience” everyone’s priority Enhancing the customer experience
- 7. Customer experience isone of the top strategic priorities, driven by increasingly competitive markets, but, also by customer behavior 85% of people would pay up to 25% more for great customer experience 70% of customers say they are likely to switch brands if agents are unable to answer their questions 68% 82% Between and of customers say they would stop doing business with a company following poor customer service 62%of customers have actually switched brands in the past year due to poor customer service (Source: Forrester Research) Enhancing the customer experience 90%of those responsible for customer service consider it a critical and priority factor
- 8. Enhancing the customerexperience • Facing the challenge of rising customer service expectations • Customers and markets are constantly changing • Evolve your customer interaction strategies
- 9. Customer Relationship Centre • Customers demand an omni-channel experience • Empower customer service agents to work efficiently Local agents Contact Centre Remote agents Mobility Anytime Anyhow Anywhere Social Media E-mail SMS IVR Web Chat Telephone Internet Smartphone App Enhancing the customer experience
- 10. The Multi-Channel ContactCentre as a tool to boost customer loyalty
- 11. Multi-Channel CC asa tool to boost customer loyalty • The evolution of the customer relationship Organization power: Sales Before Now Organization power: Marketing Purchasing power: Seller Purchasing power: Buyer Information: Scarce Information: Abundant
- 12. Multi-Channel CC asa tool to boost customer loyalty The evolution of the customer relationship determines the evolution of Contact Centre Multi-Channel Omni-Channel Mono-Channel
- 13. Multi-Channel CC asa tool to boost customer loyalty •Multichannel growth –Customers are multichannel and demand more communication channels –Provide a consistent Customer Experience across all Communication Channels 1.1 0.9 4.3 1.4 3.8 5.2 Now Available within next 12 months Planned for 24 months Source: Dimension Data 2013_14_benchmarking_report Telephone Email Internet IVR (touchtone) self-service SMS (Text messaging) Social Media Web Chat Smartphone App service Speech self-service
- 14. Multi-Channel CC asa tool to boost customer loyalty • Excellence in a single-channel is better than multi-channel failure • Looking for the best adaptation to your service needs –Focus on one channel doing the right thing first and then potentially extending it to other channels and succeeding –Customers want a correct answer, regardless of channel and delivery method
- 15. Multi-Channel CC asa tool to boost customer loyalty • Contact Center principles for delivering an excellent Customer Experience –Delivering good customer service –Strive to deliver differentiated service –Focus on providing : Effortless, Proactive, Personalisation, Productivity –Understand user trends to successfully adapt to the evolution of customer service demands
- 16. Multi-Channel CC asa tool to boost customer loyalty • Providing the least effort for a customer is a key element of Customer Experience Nice How nice is to interact with you? How easy is to interact with you? How effectively are you satisfying their needs? Easy Useful Channels that produce more satisfaction (least effort): Speaking on the phone an talking to an agent On-line chat with an agent Click-to-Call
- 17. Multi-Channel CC asa tool to boost customer loyalty • Constant adaptation to the customer´s evolution –The most popular channels with customers according to age (Source: Dimension Data’s 2013/14 global contact center benchmarking summary report)
- 18. Multi-Channel CC asa tool to boost customer loyalty Source: Forrester Research, Inc.(Q4 2013)
- 19. Multi-Channel CC asa tool to boost customer loyalty • Focus on delivering differentiated, cost effective service –Personalised customer service –Ensuring a unified customer experience across channels –Empower customer service agents with the relevant information Good customer experiences make loyal customers
- 20. Technology as the enabler to achieve this goal and increase performance
- 22. The power ofsocial media… • Over 14 million hits to date • Within 4 days of the video being posted online, United Airlines' stock price fell 10%, costing stockholders about $180 million in value.
- 23. Technology as theenabler to increase performance • The shift to mobile era has already started –Customer services must adopt a mobile-based mind-set • New empowered outbound services • Adoption will continue to expand: –+-3 billion devices by 2017 –Mobility is gaining in importance in CRM
- 24. Technology as theenabler to increase performance Source: New Voice Media Research (May 2014)
- 25. Technology as theenabler to increase performance Source: Dimension Data’s 2013/14 Report The three most important business drivers of the Contact Centre
- 26. Technology as theenabler to increase performance Customer´s Relationship Centre Local agents Contact Centre Remote agents Mobility Anytime Anyhow Anywhere
- 27. Technology as theenabler to increase performance 360º Customer Centric Improvements Processes - Customer Experience - First-call resolution rates - Reduce #calls and costs per call - Interactions per agent per hour - Increased satisfaction on top customers and of least satisfied - Reduction average time on queue - Volume of interactions handled - Lower rates of Abandonment - Reduction of Churn - Agent satisfaction rates Advanced Technology Simple Easy Consistent Multichannel Innovate Monitor Automate ROI
- 28. Technology as theenabler to increase performance • Giving the best customer experience through intelligent self-service –Make the first point of contact intuitive • Keep it simple and make authentication easier –Turn self-service into a conversation • interact naturally instead of through a series of tedious prompts 51%of people state that a conversational interface makes it easier for them to get things done (survey Nuance)
- 29. Technology as theenabler to increase performance • Make every self-service experience personal and contextually aware • Add personalisation • Tailor self-service by customer segment 65%of consumers are completely comfortable receiving retail advice based on their location. (Cisco’s 2013 Customer Experience Report) 54%of consumers are okay with retailers storing their purchase history in exchange for more adapted service. (Cisco’s 2013 Customer Experience Report)
- 30. Technology as theenabler to increase performance The evolution of predictive diallers is one of the biggest transformations in the world of contact centres Impulse to productivity Optimize the dialling 49% (Source: Harris Interactive) of consumers hang up immediately when they hear a delay or pause after answering a call, especially if it was made from an unknown or hidden phone. And many of those who stay on the phone will do it only to request their number to be removed (Do-Not-call)
- 31. Technology as theenabler to increase performance • And finally, Knowledge: improvement through real-time monitors and historical reporting: Business Intelligence Facilitates decision making Improves the customer experience Improves productivity and efficiency Increases revenue Raises the quality of service Controls and reduces costs Drives business growth
- 32. Conclusion • Changingcustomer behaviour is forcing companies to re-evaluate their customer strategies • Delivering optimal “customer experience” results in quantifiable business value • Delivering “experiences” in-line with customer expectations is not easy • Define a Customer Experience strategy and ensure that customer service operations are aligned • Processes must be easy, personalised, consistent, and context-aware • Adopt technologies that empower the agent to deliver on customer expectations
- 33. Europe Orense, 68– 4º Izq 28020 Madrid, Spain T: (+34) 93 10 10 300 Comte Urgell, 240 3º 08036 Barcelona , Spain T: (+34) 93 10 10 300 North America 3650 Mansell Rd Suite 400 Alpharetta, GA 30022 T: +1 800 847 3309 Caribbean & Latam Av. 19 n° 120-71 Of 411 Bogota, Colombia T: + 57 (1) 7436905 Calle 64ª No. 21-50 Manizales, Colombia T: + 57 6 878 02 00 Av. Juscelino Kubitschek, 1726 11º 04543 – 000. Vila Olímpia. Brasil, São Paulo T: +55 11 3958 4940 Mexico T : + 52 1 552541 0795 Thank You! Africa Johannesburg, South Africa T: +27 10 500 3963
Editor's Notes
- #7 Customer-centric is the key (the strategy core)!. The concept of customer-centricity is a fairly simple one: it is ruthlessly putting your customer first. Keep it simple. Demonstrate to your prospects and customers how you focus on their needs. Address how you solve their specific problems. Position yourself as a customer for life company. Deciding to become a customer for long-term company is an important decision a company can makes. It defines you and gives you a reason for being. Being a customer for long-term company is your competitive advantage. Articulate your customer centric strategy and go beyond mere manage each customer interaction and get basic satisfaction metrics to be able to provide exceptional customer service and in turn optimize your profitability. How?: Improving: Communications, Listening, Collaboration, Responsiveness, Problem solving, etc. to increase: repetition of purchase, loyalty, be a referral, cross-sell and up-sell, customer longevity. To become a customer for long-term company means that you aligned your goals with action, resulting in measurable customer focused outcomes. Each contact center service, as customer service, support or telesales are as responsible for the success of the business as the sales and marketing departments. So, make of customer experience the job of everyone in your company and specially for everyone into the Contact Center.
- #8 Consider that Customer´s changes and habits are the power that set up the trend that Contact Centers have to follow The current and prospective customers wants what they want when they want it A good customer service and customer experience is one of their top strategic priorities. Much of this is being driven by increasingly competitive markets. But, it is also being driven by customer behavior. (as shown in the presentation). In addition, further research shows that the top three reasons that customers switch brands are: 1. Interaction with a rude employee; 2. An unexpected charge or fee; and 3. Poor quality of product or service. What clients want is easiness to do things. To be serviced, to purchase, sell, solve problems, pay, get paid or just making an inquiry. Contact Centres must be prepared to give that kind of service. Businesses say they recognize the need for better management of a multichannel environment, so, companies are facing big changes, mainly because technological innovations: social media, mobile devices, platforms like CLOUD. If, as a client I need to repeat the information every step I make, If I receive misleading information or if I have to wait it will be very hard for me to do business with that company, and that relationship might be forever damaged.
- #9 - Contact centres continue to face the challenge of meeting rising customer service expectations. Companies that embrace emerging contact center technologies and customer-centric processes that make them more effective will continue to enjoy a competitive edge. - Customers and markets can change in an instant – a challenge to which only truly customer-centric, collaborative and flexible organizations can respond. As a result, they can drive loyalty and satisfaction with a consistently high-quality experience at every touch point, channel and device. - By evolving your customer interaction strategies, you can resolve problems faster. Collaboration solutions make it possible to build a customer care strategy from the right communications architecture. That way, you can increase customer loyalty, grow customer revenues and increase agent efficiency and retention. And it’s easier to service customers the way they want – whether in person, by phone, online, through social media, or via video. Adopting ways that contact centers can improve the quality and efficiency of every interaction is the heart of the most responsive approach to: Reducing costs through more efficient services Turning every interaction into a personalized customer experience Implement simple and lower-effort multi-channel technologies throughout customer experience
- #10 Customer expectations are shattering old business models. Customers demand an omni-channel experience that puts them at the heart of customer service operations. To achieve customer care and satisfaction levels, businesses must build an integrated customer-centric strategy. Customers are shaping the trend Contact Centres have to follow in the future and we have to facilitate their adaptation to interact with the customer´s now and in the future. This evolutionary vision within the customer relationship frame is what allows us to identify and anticipate emerging demands or to still not recognisable needs and propose new business solutions that might contribute to approach in a non reactive nor late manner market challenges and changes in client´s habits and trends. We have gone through an individual management of each client interaction to a long term approach, that works integrating and coordinating all interactions, avoiding to break the established relationship with long waits, several attempts to reach the appropriate agent, or having to repeat the same information to several people. We need to have business solutions capable of changing minds and changing companies to adapt to the new market perspectives and answer complex challenges to incorporate them fast to the internal operations of the company. One that lets customer service agents work as efficiently as possible – regardless of their location. By providing seamless customer service, organizations can stand out and customers can get in touch the way they want to. Contact Center agents, who use several disconnected applications during their workday, are demanding the same focus on usability applied to Web based browser tools that presents data in a way that is easy to understand so that they can focus on solving the customer’s issues and in delivering a differentiated service. Simplifying the agent workspace. This includes removing not needed data elements from agent screens, automating tasks to increase agent productivity, and making relevant information to help personalize the interaction and easily accessible to agents. Customer service agents need the right data at the right point in the service process to provide the right answers to customer questions. This involves accessing data from the disparate front- and back-end systems that comprise the greater customer service environment as well as trusting the data that is found. Understand what data is needed at a particular point in the service process and ensure that data is available for service agents to use via agile integrations with other systems.
- #31 A prominent element in the Contact Centre is the dialler -> The importance of a good predictive dialler. One of the biggest transformations in the world of contact centres in recent decades has been the development of predictive markers. Predictive dialling has given a boost to productivity that has allowed agents spend talking only from 10-15 minutes per hour to more than 40 minutes per hour today. The main challenge has been to refine the "latency calls", ie, the time it takes the traditional predictive dialler to hear and detect that there is a customer in line before connecting the agent. Customers quickly know it is a call they don´t want to answer when they notice a silence on the call. Also, people who stay online are usually upset or irritated and respond sharply to the agents that come into the conversation late, putting them in an uncomfortable and stressful position. Besides all these short calls that end up being hung up represent an unnecessary cost. (Obviously, this does not happen with Presence Outbound Dialler)
- #32 Bur remember: The dialler “is not intelligent is only efficient” Only this way the Contact Center will have an intelligent system that can provide value to the business and facilitate the objectives achievement.
- #33 How Knowledge is changing Customer Service knowledge only has value when it is being used, not when it is being prepped to store: the right information to help customers They demand be faster and better knowledge about the problems and solutions, and knowledge about the customers (the often forgotten part of the equation on customer satisfaction) The answers must be searchable, easily available, and constantly and automatically updated as necessary Run away of fuzzy metrics that cannot be replicated easily, which change frequently and which companies cannot control We must have the answers to all their problems. All of them, not just some of them. - Maybe not that simple. You must try to have the answer to all solutions. This involves integrate the existing static knowledge with the dynamic knowledge that happens in every interaction in order to the agent can provide value to the user at the right time. Knowledge About The Customers to establish relationships and getting to know them as better as possible. You must find and merge information available from different sources, databases, surveys, support issues or needs reported from the different channels, or something else you can figure out about your organization to provide service proactively when a new contact happens. The customer satisfaction starts with met expectations, and matching those to corporate knowledge is what service and support is all about Expand knowledge by controlling the main KPIs for business: 1 -. Increase customer satisfaction -. Increase customer retention 2 -. Improve service processes and attention -. Increase Productivity 3 - Reduce operating costs Apply metrics on the operational elements that influence the service management / campaigns and influence the agents productivity.