This document discusses best practices for measuring voice of the customer feedback in contact centers. It addresses key questions like who to measure, what to measure, where to measure, and how to measure. It also discusses how to design and implement a customer feedback solution, and how to manage and communicate results. The goal is to understand customer satisfaction, identify areas for improvement, and drive better business process change.

1. 4/21/09
Frost & Sullivan Contact Center MindXChange
2009 East:
“Best Practices for Achieving Business Process
Change in the Contact Center”
Voice of the Customer - The key questions
1 - Who will we measure?
2 - What should we measure?
3 - Where should we measure?
4 - How should we measure?
5 - How do we design and implement a solution?
6 – How do we manage and communicate results?
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2. 4/21/09
Who will we measure?
Which customers do we want to hear? Are customers
•
homogenous or are there discrete groups:
For whom business strategy dictates difference performance?
Whose expectations and service values may be different?
What defines these groups?
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Retail/Commercial
Number/value of relationships
Products
Geography/Culture/Ethnicity
Wealth
Generation! (Generational Imperative – Chuck
Underwood)
What should we measure: For a given
customer group, what matters to the customer?
Look at current organizational knowledge – based on data
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already collected about complaints, compliments, service
expectations, SLAs, escalations
Look at industry and functional guidelines –availability of service,
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hold times, transfer rates, accuracy, first call resolution are
commonly shared expectations. Your industry will drive some
others.
If customers access the organization through multiple channels
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(voice, IVR, email, chat, web, mail) expectations may vary by
channel
Ask the customer! Surveys, individual interviews for key clients
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(include current, prospective, and past customers), focus groups.
Ask the uncomfortable questions – focus on the negative aspects
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and positive aspects of the customer experience
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3. 4/21/09
Where should we measure: what are the key
points where satisfaction does/does not occur?
Measure “Moments of Truth” – any interaction with the
•
customer
What is the customer’s objective? How does the customer
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view the process??
Depending on the product/service and the business process
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there may be many measurement points
Often the customer contact with the agent is the point of
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communication but not the primary driver of customer
satisfaction. It’s important to collect data that separates out the
customer s
customer’s view of the specific service contact from the
customer’s view of the company, business process, brand, and
product
We must include not only interactions we control but those we
•
do not control – social media are a rapidly emerging reality!
How should we measure: what are the
mechanisms for collecting data?
Contact center technologies: ACD reports, recordings, speech
•
analytics
Surveys – live automated IVR, email, web, post card – many
live, IVR email web
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methods for measuring key metrics, 3 examples are Net
Promoter score, ACSI index, customer engagement scores
Other systems: Account management, CRM
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Important to try to collect data in a way that it can be cross-
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referenced – eg, compare external survey to quality monitoring
to accuracy scores to account history.
Calibrate external measures of customer feedback to internal
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measures of process health (quality scores, accuracy scores,
first call resolution) to employee measures of health
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What do we fix and how?
Understand Moments of Truth and Breakpoints –
remove or improve
Blend the best of approaches: Lean, Six Sigma,
Rummler-Brache, CEMM
Technology:
Integration of Contact Channels is Key
Web Chat
Mail
www .yourwebsite.com
Web
Walk-in Collaboration
Contacts Email
Email
Click-to-call
ACD
C
Transaction
Web
Systems
PSTN
Web Updates,
Contact Dimensions
Web Collaboration
DB
Chat Updates •Date
Knowledge •Start Time
Mgmt •End time
IVR
DB
Outbound Dialing/
O tb d Di li / •Contact Type
C t tT
(enhanced
(h d
Blended Inbound/ Self-service) •Account
Outbound Call Detail
•Rep
CTI •Contact reason
•Contact result
CTI Screen Pops
WFM
Customer Profile Data
Quality Monitoring (Call/Screen
Recording)
eLearning, Analytics
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5. 4/21/09
Successful Process-Driven Organizations
Support operational units with expertise in business process
•
analysis and business process technologies
Define and maintain Technology and Process Architectures
gy
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Define process owners
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Manage to external process metrics as well as internal process
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metrics
Engage all levels of the organization in process change
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Have change management disciplines in place to control
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process change
Define metrics and accountabilities for
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Management
Staff
Process professionals
Technology professionals
How do we communicate and monitor
performance?
1 – Allow agents to view their own scores and performance,
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trend over time, compare to standards and peers
2 – “ t k rankings” of agents are often more valuable than
“stack ki ”f t ft l bl th
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comparison to fixed targets – eg, measuring AHT
3 – Specific errors may be assigned to the agent to correct. In
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most cases feedback and coaching from the supervisor are the
key to what actions are expected from the rep. We use a RISE
methodology to allow supervisors to quickly assess and
prioritize agent action and to follow-up on performance
4 – escalation processes should define actions to be taken by
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supervisors and management when needed and set metrics
for resolution
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6. 4/21/09
How do we communicate and monitor
performance?
5 – Clear policies for addressing customer complaints when
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voiced need to provide for empowerment where possible and
when not, a clear path for escalation and resolution at a higher
level.
l l
6 – escalation processes should also define what is measured
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(number of escalations, response time, resolution outcome,
data that facilitates root cause analysis)
7 – process must provide for inter-departmental analysis and
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cooperation in resolution
8 – managers are measured on components of customer
d tf t
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satisfaction within their control, performance of the escalation
process, results in identifying and addressing root causes
9 - processes and reporting must incorporate trending and
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comparative analysis
About TriSynergy Consulting LLC
Company founded in October 2001 by Mark Behrens
•
Consultancy specializes in consulting to business on contact
•
center and CRM strategy operations and technology
strategy, operations,
All consultants have at least 10 years experience in CRM or
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contact centers in industry and/or consulting – most over 15
years
Most client relationships reflect ongoing advisory relationships
•
with multiple projects over several years
We are business and technology people – we focus on
•
producing a business solution for you, and leverage
technology when and where you need it.
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7. 4/21/09
About TriSynergy Consulting LLC
We focus on contact center and CRM strategy, operations, and technology
projects. Our services include:
Contact Center Assessments
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Continuous Process Improvement Facilitation, Analysis, Design, and
•
Implementation
Contact Center Strategy and Planning
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Contact Center/Self Service Technology Planning and Vendor Selection
•
CRM/KBMS Strategy
•
CRM/KBMS Technology Planning, Requirements, Design, Vendor Selection
•
Contact C t S lf S i
C t t Center, Self Service, and CRM T h l
d Technology P j t M
Project Management
t
•
Contact Center Site Selection
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Contact Center Outsourcing Assistance – Evaluation, Selection,
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Implementation, Relationship Management
Speech Analytics
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Our Business Process Management (BPM) Consulting Services
BPM Methods:
Technology:
Lean Six Sigma
• BPM
Rummler Brache
• Workflow
Communication Enabled
• Business Rules Methods Business Processes
• Integration (EAI)
Customer Expectation
•Service-Oriented
Management
Architecture (SOA)
• Unified
Communications
•Contact Center/CRM
Technology
Business
Know-How
Know How
Business Know-How:
• Problem Identification/Problem Solving
• Develop Business Case/ROI
• Use Case/Requirements Development
• Map “As Is” & “To Be” processes
• Team facilitation
• Process Design/Re-design
• Develop & Test
• Change Management
• Best Practices/Technology Assessments
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Relevant Process Experience
Marketing/Sales/Order Entry
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Customer Service
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Application/Enrollment
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Payment Processing/Collections
•
Voice of the Customer
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Agent Training, Quality Monitoring, and Performance
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Management
Workforce Management, Scheduling, F
W kf M t S h d li Forecasting
ti
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Knowledge Base Management/Content Management Lifecycles
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Relevant industry experience
Cable MSOs
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Telecommunications – ILEC/CLEC/RBOC
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Health Insurance Plans
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Not for Profit
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Retail/Catalog Order
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Financial Services
•
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Relevant technology experience
Integrated agent desktop/CRM implementation and integration (Clarify, Microsoft,
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Scopus, Oracle/Siebel, Vantive, Versatility, custom development including use of rapid
integration tools)
ACD/CTI/IVR integration (Apropos (Syntellect), Aspect, Avaya, Cisco, Genesys,
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Interactive Intelligence, Nortel, Siemens) with and without CRM integration
g ) g
DTMF and Speech-recognition-based inbound, outbound, survey-based IVR application
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review, design, implementation management and testing
Knowledge Management/Solution Engines – custom, Kana, Primus, SupportSoft,
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Vignette, Microsoft ECM (MOS 2007)
Chat/email solutions – Avaya AIC, eGain, Kana, Lotus Notes, MS OCS, Outlook,
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RightNow, Sametime, SupportSoft
Quality Monitoring/Speech Analytics – Apropos, CallMiner, Interactive Intelligence, Nice,
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Verint/Witness
V i t/Wit
Workforce Management – eWFM, I3 Optimizer, IEX, Verint
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BPM/Workflow tools: Hummingbird, Lombardi, Savvion, Ultimus
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Service Oriented Architectures, Master Data Management, Unified Communications
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Strategic Information Systems Planning/Application Architecture
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For more information, please contact:
Mark Behrens
President
(303) 689-0016
mbehrens@trisynergyllc.com
Call Toll Free: 888-782-2520
On LinkedIn at www.linkedin.com/in/markebehrens
On Twitter at www.twitter.com/TriSynergyLLC
Visit
Vi it our website at:
b it t
www.trisynergyllc.com
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