Telecom Services Provider Assessment
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This document discusses opportunities to enhance a contact center through improvements in people, processes, and technology. It recommends standardizing processes, implementing guidance systems and desktop analytics to increase efficiency. It also suggests consolidating systems and queues, optimizing workforce management, and increasing self-service options to reduce costs while improving customer experience. Treatment engines are proposed to intelligently route customers for collections or retention efforts based on their profile and behavior. Overall the recommendations aim to increase productivity, sales culture, and customer satisfaction while lowering costs.
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Telecom Services Provider Assessment
- 1. People Process Technology Executive Summary • We believe there are opportunities to enhance your CC operations via people, processes and technology • You would benefit from • Faster on boarding • Streamlined operation structure for staffing efficiency • Optimized and consistent processes across LOBs • User friendly and simplified technology for more efficient contact resolution • Improved measurements via relevant metrics • Increased productivity • Increased sales culture to offset cost to serve • Increased Customer Education / Self-help / Call deflection • We will present our findings and recommendations to address the above benefits
- 2. People Process Technology Your Goals as Expressed to Us EXPECTATION • Improve Measurement • Started measuring individual CSAT • Utilization and occupancy in question • Improve WFM / load balancing • Reduce Cost to Serve • Increase FCR (right first time accuracy) • Optimize Processes • Reduce complexity • Reduce system swivels • Improve throughput AHT/ASA • Increase Customer Education / Self-help / Call deflection • Widen your Competitive advantage • Best Telco service provider measured by CSAT/FCR • Faster onboarding • Increase revenue
- 3. People Process Technology Your Pain Points as Expressed to Us [1] • Onboarding CHALLENGES • Spikes due to unforeseen volumes • Recruitment lead time ( 4 weeks for job posting, 3-4 weeks for interviews/background checks, 2 weeks for notice period) • 16 weeks training: 8 classroom, 8 nesting • Needs to be more relevant to floor activities • Materials need update - SOPs • Workflow / systems • Multiple, complex systems ( 19) • Repetitive tasks (service suspend, address change, phone change, ownership change, denials) • KB searches not accurate/efficient • No holistic view of the customer • No consistent approach within and across LOBs • Web self-help insufficiently intuitive (5% email, less than 1% chat)
- 4. People Process Technology Your Pain Points as Expressed to Us [2] • Business CHALLENGES • Billing complexity • More succinct marketing information delivery • Silo consolidation underway • Collections to Consumer Customer Support • Tier 2 Mobile & Broadband • Work Force Management • Long term forecasting needed • Better workforce tracking (by individual)
- 5. People Process Technology What We Observed [1] OBSERVATIONS • Highly employee centric • Exceptional facility – lounges, production floor, cafeteria, restrooms, grounds • Low attrition – 5/7% per annum • High employee satisfaction – generous packages, career movement, great treatment • Highly customer centric • Agents observed to go extra mile • Very patient and professional with personal touch • Low urgency observed • Focused on the customers not the metrics • Siloed organisation with signs of consolidation underway • Tier 2 Wireless/Broadband • Collections / Customer Support • Tiers separated by product line vs. complexity of problem
- 6. People Process Technology What We Observed [2] OBSERVATIONS • Multiple complex systems with many “swivels” • Many repetitive tasks – a good percentage “objective” • Abundant cut and paste between applications (e.g. Notepad) • Frequent duplicate entry • Most agents competent in the same applications • Significant after-call (not-ready) work • Spotty application link performance • Lack of standardized approach • Multiple ways to solve same problem observed • Collections - strategy not systematized • Lack of treatment strategy – Collections, Up-sell, Retention • Inconsistent upsell effort • Knowledge base not well utilized – searches lacking • Welcome calling abandoned • No on-going or soft skills training plan expressed • Few observed SME or coaches on the floor
- 7. People Process Technology What We Observed [3] OBSERVATIONS • Scalability • Long onboarding cycle • Long training cycle • Work At Home pilot underway • Metrics lacking (GOS and ASA only) • Relaxed productivity • Use of basic metrics – SL, ASA • Agents not focused on metrics – some agents did not know what they were being measured against • Insufficient QA / Agent monitoring • Little evidence of sales focus • No available measurement of agent utilization
- 8. People Process Technology Our Recommendations Improve Measurement RECOMMENDATIONS • Implement StopWatch • Our exclusive desktop analytics application • Provides accurate agent utilization figures • Continuous improvement mechanism • Provides insight by individual down to sub-second • Guidance system provides transactional analysis • Call Reasons • AHT by Call Type • Widen visual feedback beyond GOS and ASA to include FCR, AHT and Abandon rate
- 9. People Process Technology Our Recommendations StopWatch Demo RECOMMENDATIONS
- 10. People Process Technology Our Recommendations Reduce Cost to Serve: Increase FCR [1] RECOMMENDATIONS • Process standardization • Implement Succeed • Sutherland exclusive process mapping technology • Capture standardized processes • Upgrade training materials
- 11. People Process Technology Succeed Workflow Mapping Demo RECOMMENDATIONS • Standardized diagramming • Zero footprint • Collaborative • Fast
- 12. People Process Technology Our Recommendations Reduce Cost to Serve: Increase FCR [2] RECOMMENDATIONS • Process standardization • Implement Succeed • Capture standardized processes • Upgrade training materials • Implement “Guidance System” • Improve execution speed by matching desktop to workflow • Improve accuracy by reducing keystrokes and redundant entry • Improve thoroughness by enforcing full workflow compliance
- 13. People Process Technology Guidance System Demo RECOMMENDATIONS
- 14. People Process Technology Our Recommendations Reduce Cost to Serve: Increase FCR [3] RECOMMENDATIONS • Process standardization • Implement Succeed • Capture standardized processes • Upgrade training materials • Implement “Guidance System” • Improve execution speed • Improve accuracy • Improve thoroughness • Reduce training times • Upgrade KB effectiveness over time • Use Guidance System to reduce training requirement • Walk through complete customer experience flow for holistic view
- 15. People Process Technology Our Recommendations Reduce Cost to Serve: Increase FCR [4] RECOMMENDATIONS • Process standardization • Implement Succeed • Capture standardized processes • Upgrade training materials • Implement “Guidance System” • Improve execution speed • Improve accuracy • Improve thoroughness • Reduce training times • Upgrade KB effectiveness • Implement Seeker/Sage KB tool to improve implicit help • Guidance system reduces training requirement • Walk through complete customer experience flow • Improve staffing efficiency • Increase agent utilization • Consolidate queues for increased efficiency and job variety/motivation • Review team structure for flatter organization and competitive ratios
- 16. People Process Technology Our Recommendations Reduce Cost to Serve: Optimise Processes [5] RECOMMENDATIONS • Reduce complexity • Step by step guidance through best-practice processes • Decision support integrated into guidance system • Reduce system swivels • Fully automate information retrieval repetitive processes (validation) • Open applications to proper window and account • Improve throughput / AHT/ASA • Eliminate / reduce after call work logging (30% not-ready)
- 17. People Process Technology Our Recommendations Reduce Cost to Serve: Call Deflection [6] RECOMMENDATIONS • Increase Customer Education / Self-help / call deflection • Increase call reason granularity feeds via proactive deflection initiatives • Workflow control enforces Web and other deflection suggestions to customer • Explore automated chat for most commonly asked questions • Explore possible IVR deflection strategies
- 18. People Process Technology Our Recommendations Widen Competitive Advantage RECOMMENDATIONS • Implement quicker issues resolution to increases CSAT • Implement faster scaling to better respond to demand • Increase cross-training to allow load balancing across a larger agent pool
- 19. People Process Technology Treatment Engine - Collections RECOMMENDATIONS Chronically Late >60 Days Loss Likely Erroneous Default 60 Days Long High Long Term Forgetful 45 Days Short Term Medium Medium Dispute 30 Days Low Short Low Prompt 15 Days Behavior Delinquency Risk History Revenue Customer Profile Treatment Rules Engine with Intelligent Routing Approach Treatment Options Channel Tone Timing Frequency Remedies Direct Mail Strong 2 Days Daily Reminder Email Moderate 5 Days Semi-Weekly Workout Voice Blast Light 10 Days Weekly Adjustment Live Agent 20 Days Bi-Weekly 3rd Party Workout Agent 30 Days Monthly Write-Off
- 20. People Process Technology Treatment Engine - Collections RECOMMENDATIONS
- 21. People Process Technology Treatment Engine - Retention RECOMMENDATIONS Obsolescence Complaints Wireless Anniversary Renewals High Media New Offering Svc History Data Medium Inquiry Referrals Svc Issue LOS Wire line Low Event History Mix Revenue Customer Profile Proactive Rules Engine with Intelligent Routing Approach Retention Strategy Channel Timing Action Frequency Direct Mail Periodic Renewal 10 Days Upgrade Email Anniversary -60 20 Days Up-Sell Voice Blast Anniversary -30 30 Days Credit Live Agent Anniversary -15 60 Days Adjustment Physical Visit Event 90 Days Discount
- 22. People Process Technology Treatment Engine - Retention RECOMMENDATIONS
- 23. People Process Technology Indicative Savings Summary