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20 Minutes on Desktop Analytics: Driving Engagement and Lowering Customer Effort
The document discusses the impact of desktop analytics on customer and employee engagement, emphasizing the importance of high effort and satisfaction in fostering loyalty. Key findings suggest that customer effort scores are better predictors of behavior than traditional metrics like NPS and CSAT. It highlights the potential for process improvements through analytics to reduce customer effort and enhance service delivery.
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20 Minutes on Desktop Analytics: Driving Engagement and Lowering Customer Effort
- 1. Desktop Analytics Impact onEffort & Engagement Mike Garner, Cicero
- 2. • • CHIEF CUSTOMEROFFICER @ CICERO •
- 4. THE KEYS TOPROFITABLE GROWTH:
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- 7. Overall, how satisfied areyou with our company This company always delivers on what they promise How likely are you to continue to choose, repurchase or repeat your business with our company How likely are you to recommend our company to a friend or associate This company is a name I can always trust This company always treats me fairly If a problem arises, I can always count on this company to reach a fair and satisfactory resolution I feel proud to be a customer of this company This company always treats me with respect This company is the perfect company for people like me I can't imagine the world without this company Human Sigma
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- 10. Know what’s expected ofme Have the tools to do it right Get to do what I do best every day Someone here actually cares @ me Someone here encourages my development My opinion seem to count We’re all committed to doing quality work I have a best friend here Progress discussed every 6 months Recognized in the last 7 days My job matters Our Purpose matters Learned and grew this year Human Sigma
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- 13. 96% ‘high effort’are more disloyal 9% ‘low effort ‘are more disloyal. Predictive Power for High Purchasing CES NPS CSAT Low Predictive Power for Increased Spending “The Customer Effort Score outperforms the Net Promoter Score and customer satisfaction measures in predicting behavior.” – Harvard Business Review High
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- 15. Customer Reporting Service ExceededExpectations Expectations Exceeded The Cost of Exceeding Expectations (Versus Meeting) +20% More 11-15% More 6-10% More 15-20% More Expectations Not Exceeded Source: Customer Contact Council research. And yet… 20% of Satisfied leave 28% of Dissatisfied stay
- 16. More Loyal 12% 87% Moments ofWow: Teaching Customer 75% Effort: First Contact Resolution Neutral 219% Effort: +1 Contact to Resolve 342% 45% More Disloyal Source: Customer Contact Council research. Rep: Generic Service 40% 20% 18% Effort: Repeating Info Effort: Perceived More Effort Effort: Transfers
- 17. Satisfaction Improved Experience with the Rep •Rep confidence • Rep concern • Rep listening ability • Ability of rep to understand customer • Rep understood mood • Service personalization • Certainty of follow through Source: Customer Contact Council Research Reduced Customer Effort Provided “Moments of Wow” • Number of transfers • First contact resolution • Perceived additional effort to resolve • Service organization’s knowledge about customer
- 18. Loyalty Improved Experience with the Rep •Service personalization Source: Customer Contact Council research. Reduced Customer Effort Provided “Moments of Wow” • Number of transfers • Repeating information • Teaching the customer • First contact resolution • Number of contacts to resolve • Perceived additional effort to resolve
- 19. • • • • HIGHER EFFORT •PROBLEMS AND COMPLAINTS • HIGH TECH, TRAVEL, LEISURE AND SHIPPING • LOGISTICS & COMPLEX TECHNICAL ISSUES • PHONE, EMAIL AND CHAT • MULTIPLE CONTACT METHODS, REPEATING INFO, X-FERS, CUSTOMERS PUT TO WORK (FORMS, FAXING, ETC…) • • Source: CEB and CCC
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- 23. Capture Desktops Laptops Desktop Activities • UserActivities • Process Events • Application Data • Network Data Store/Publish Database Web Service Data • Collected in a Database • Shared Network Drive • Publish/Subscribe Analyze Reporting 3rd Party Reporting and Applications Reporting & Analytics • Real time, Historical • BPMS, BAM, BI • WFM, Analytics
- 24. DESKTOP ACTIVITY INTELLIGENCE™ People Processes Technology Howemployees actually work Steps, sequence and points of failure System, application usage and responsiveness
- 25. Simple Claims Process ApplicationResponse: Employees wait for screens to refresh while navigating application. Bottleneck: 48% of the Claims are in this step at >21 days. Drill down with Business Process and Data Monitors to find out Why? Training: Employees are not following steps using best practices.
- 26. Simple Customer ServiceInquiry Manual Process: Employee searches 3 different customer databases for status and contract details. Missing Process: CRM not updated consistently after technician completes work. Logical Process: Check x. If y, do z. In that order. Every time. Automation opp for parallel processing, no missed steps & faster Root identification.
- 27. Current Step Approved Rejected Submit Review Credit CheckFraud Review Number of Claims 4 1 5 5 6 2
- 28. ANALYZE Sales Service Support Collections Customer ID Order ID OrderType Order Value Payment Method Account ID Account Type Customer ID Status Disposition Code Comments Case/Ticket # Case Type Case Status Case Severity Customer Status Warranty Status Purchase Channel Customer ID Status Response Outcome Follow-up Action Promise Date Promise Amount Dollars Collected Forecast Date Forecast % Trading Public Safety & Security Mask/Mute Credit Card Info. Mask/Mute Credit Card Info. Insurance Healthcare Policy Number Claim ID Claim Status Claim Value Date of Accident Duration of Claim Policy Effect. Date # Lines of Business Claims History Account ID Patient Name Physician Name Diagnosis Insurance Coverage Mask/Mute Patient Private Info. Order Type Share Quantity Customer ID Portfolio Type Stock Symbol Order Source Share Price Order Amount Incident ID Incident Type Incident Location Incident Severity
- 29. ANALYZE First Contact Resolution Cancelled Accounts Cancelled Orders HandleTime Optimization Call Types Call Processes Multiple Transfers & Holds Long Holds Sales Acceleration New Orders Upsell Attempts Credits Issued Incomplete Sales High HT & No PTP Instant Payments Late Fees Waived Quick Hang Ups Customer Defection Automated Interaction Assembly Repeat Calls Collections Optimization PCI-DSS Compliance
- 30. The workstation isa gold mine – for measuring GET, GIVE & EFFORT Capture practically any business data or action for more surgical process improvement - even across users and departments Tag specific work processes for task time measurement and bottleneck isolation Capture specific customer intent, data changes and account actions for Big Data /marketing input Define workflow and other milestones
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