www.brightindex.co.uk copyright © bright uk ltd creating self-correcting customer service...

www.brightindex.co.uk

Copyright © Bright UK Ltd

Creating self-correcting customer service organisationsTwickenham Stadium, July 2015

@MRennstam

www.brightindex.co.uk

You would normally hear me speaking about

how are we doing in three key areas...

www.brightindex.co.uk

PERFORMANCE

STAFF ENGAGEMENT

V.O.C.

www.brightindex.co.uk

C-SAT scores over the last 4 years.

aut 10 spring 11 aut 11 spring 12 aut 12 spring 13 Autumn 13 Spring144.25

4.3

4.35

4.4

4.45

4.5

4.55

Average CSAT score 2010 - 2014

Average CSAT scores (scale 1-5) over the last four years.

www.brightindex.co.uk

Creatingself-correcting

organisations.

"All is connected ... no one thing can change by itself."

— Paul Hawken

“Slowness to change usually means fear of the new” – Philip Crosby

“Change is hard because people overestimate the value of what they have and underestimate what they may gain by giving that up” – Belasco & Stayer

“If you do what you’ve always done, you’ll get what you’ve always got” – Henry Ford

V.O.C: a powerful first building block for your self-correcting organisation.

Build a real-time solution enabling you to not just measure C-SAT, but drive it!

ON 4 LEVELS

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Level 1: Self developing agents

Make it accountable

J. Smith | Team | Dept. | Division | Company | Benchmark

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Level 2: Clued up and focused team leaders.

Make it accountable

NP

S

Advisor engagement

Focus where it matters the most

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Level 3: Centre managers driving relevant KPIs.

Measuring metrics in parallel with general

satisfaction (or NPS), will tell you what affects

satisfaction the most.

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How do we drive change in the rest of your organisation?

Contact Centre

Marketing

Product Dev.

Logistics

Anti churn team

Web

CEO

Current top gripes

Top negative customer comments

Resolution Broken processes Lack of knowledge Service quality Third party agreements Broken promises No empowerment

Timeliness Transfers Queue length and info Hold lengths

Systems Personal details wrong Customer history wrong

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Verbatim mining and CEO sessions.

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Cover the whole customer journey

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What about costs?

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The power of linking data

Cost per advisor 40k / 270 days = £148 / 90 calls and 60 calls.

C-SAT

Co

nta

cts

pe

r d

ay Teams with £1 lower

cost per call, yet scores higher on CSAT.

Move 500 advisors in red to green = £12M cost saving annually!

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AHT

Product Knowledge

V.O.C. 2.0: Mix with C-SAT with performance stats

Why does Bob spend 60 seconds longer per call compared to Mary?

And at the same time, customers score Mary’s competence higher!

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Rec

ogni

tion

(em

ploy

ee)

Engagement (customer)

V.O.C. 2.0: Mix with C-SAT with Employee scores

These team leaders score much higher on ”Recognition” by advisors AND (thus) customers find their advisors much more engaged.

Benchmark performance

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How do we find our strategic sweet spot? Q

UA

LIT

Y

EFFICIENCY

Public Sector

Logistics

RetailUtilities

Service DesksTelecoms

Bright Index

InsuranceTravel

Retail banking

Premier Banking

Best Practice

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DO start monitoring Social media, however..

ContactBabel

Excluding communities / FAQ

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Resolving issues on the first attempt, by channel

Target response time – email

Actual response time – email

24 HOURS!

20 HOURS!

© OVUM

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Monitor & Manage the three key areas.

Build an organisation that keeps improving regardless

of management changes.

www.brightindex.co.uk

Mats Rennstam

mats@brightindex.co.uk

www.brightindex.co.uk

Further reading:www.brightindex.co.uk/Research

- You CAN prove the value of customer service!

- Best Practice for Customer Satisfaction Surveying

- Bright warns good customer service may be too good!

- Five steps to achieving a 30% C-Sat increase

- Proving contact centres’ contribution to the business

- Is self-service for you?

- Focus on what matters, and where the money is!

www.brightindex.co.ukwww.goldstandard.cc

www.brightindex.co.uk

Copyright © Bright UK Ltd

Contact Centre Trends & Raising the gameWhere are we at present and how do we raise the game for the entire industry?

@MRennstam

www.brightindex.co.uk

C-SAT scores over the last 4 years.

aut 10 spring 11 aut 11 spring 12 aut 12 spring 13 Autumn 13 Spring144.25

4.3

4.35

4.4

4.45

4.5

4.55

Average CSAT score 2010 - 2014

Average CSAT scores (scale 1-5) over the last four years.

www.brightindex.co.uk

Do we make it easy for our staff to help customers?

Knowledge

Recognition

Performance

Engagement

General satisfaction

Support & Processes

50% 55% 60% 65% 70% 75% 80% 85%

Bright Employee Index results for 2013 - 2014

Percentage of agents that said “the technology in place

hinders me helping the customer”

UK Benchmark62%

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Other drivers..

<26 <36 <46 <56 56+ <26 <36 <46 <56 56+Empathy Knowledge

1

2

3

4

54.6 4.6 4.7 4.7 4.7

4.5 4.5 4.6 4.5 4.6

Agent C-SAT v Age

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Other drivers..

Female Male Female MaleEmpathy Knowledge

1

2

3

4

5 4.69 4.60 4.55 4.47

Agent C-Sat v Gender

Benchmarking performance

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Speed to answer, within 20 seconds

Highest: 98.00%

Lowest: 25.00%

Sector Lowest Highest

Finance 55.0% 89.4%

Retail 53.0% 98.0%

Telecoms 47.0% 86.7%Spring 2013 Autumn 2013 Spring 2014 Autumn 2014

0

10

20

30

40

50

60

70

80

90

100

Trend

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Speed to answer, within120 seconds

CSAT breaking point for speed of answer.

“the average wait time is now..”

Spring 2013 Autumn 2013 Spring 2014 Autumn 20140

10

20

30

40

50

60

70

80

90

100

Trend

www.brightindex.co.uk

BrightIndex™

Highest:

Lowest:

Average response time - email

Definition: Actual response time for emails, regardless of opening hours.

Spring 2013 Autumn 2013 Spring 2014 Autumn 20140

5

10

15

20

25

Trend57h

2h

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BrightIndex™

Highest:

Lowest:

Short term absence - advisor

Definition: Average number of days of short term absence per advisor during the period.

Spring 2013 Autumn 2013 Spring 2014 Autumn 20140

1

2

3

4

5

6

7

Trend11.12

0.88

www.brightindex.co.uk

BrightIndex™

Highest:

Lowest:

Lost calls in self service

Definition: Proportion of calls lost during self service in the IVR.

Spring 2013 Autumn 2013 Spring 2014 Autumn 20140

10

20

30

40

50

60

70

80

90

100

Trend65.00%

11.60%

Benchmarking performance

www.brightindex.co.uk

Advisors per Team leader

Definition: Number of advisors divided by number of team leader FTEs

Highest:

Lowest:

22

3

8-15 advisors / team leader =

10% higher ready time

5% higher availability

5% higher FCR

Lower absence

More satisfied advisors

Higher competencySpring 2013 Autumn 2013 Spring 2014 Autumn 2014

7

8

9

10

11

12

13

14

Trend

www.brightindex.co.uk

BrightIndex™

Highest:

Lowest:

Call time per advisor and day (hours)

Definition: Logged call hours / FTE for calls / 110

Spring 2013 Autumn 2013 Spring 2014 Autumn 20140

50

100

150

200

250

Trend337min

56min

www.brightindex.co.uk

Utilisation, Autumn 2014

60%

18%

13%

9%

42%

19%

12%

27%

Bright Index Top performers

Definition: Breakdown of an average workday for a Telephony FTE, based on one day (450 minutes)

Talk Time

Idle

Wrap

Other

Talk Time

Idle

Wrap

Other

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BrightIndex™

Highest:

Lowest:

Training days per advisor

Definition: Average number of days the advisors have spent on training during the period, excluding induction training.

Spring 2013 Autumn 2013 Spring 2014 Autumn 20140

0.5

1

1.5

2

2.5

3

Trend14

0

www.brightindex.co.uk

BrightIndex™

Highest:

Lowest:

Average length of employment

Definition: Average length of employment in years. Permanent employees only.

Spring 2013 Autumn 2013 Spring 2014 Autumn 20140

1

2

3

4

5

6

7

Trend19.00

0.75

Benchmarking performance

www.brightindex.co.uk

BrightIndex™

Highest:

Lowest:

Calls per advisor and day

Definition: Total number of calls handled, divided by working days and FTEs.

Spring 2013 Autumn 2013 Spring 2014 Autumn 20140

5

10

15

20

25

30

35

40

45

50

Trend98.01

8.49

www.brightindex.co.uk

BrightIndex™

Highest:

Lowest:

Average call duration

Definition: Average talk time per call in seconds, excluding IVR and wrap time.

Spring 2013 Autumn 2013 Spring 2014 Autumn 20140

50

100

150

200

250

300

350

Trend753s

129s

www.brightindex.co.uk

BrightIndex™

Highest:

Lowest:

Direct cost per call

Definition: Direct cost (salaries + rent) for your call handling advisors, divided by answered incoming calls.

Spring 2013 Autumn 2013 Spring 2014 Autumn 20140

0.5

1

1.5

2

2.5

3

3.5

4

4.5

5

Trend£19.62

£0.85

www.brightindex.co.uk

BrightIndex™

Highest:

Lowest:

First call resolution

Definition: Proportion of queries resolved in the first call, according to the advisor.

Spring 2013 Autumn 2013 Spring 2014 Autumn 20140

10

20

30

40

50

60

70

80

90

100

Trend99.48%

39.03%

www.brightindex.co.uk

Q&D Return on investment

Metric(per advisor)

Bright Index (cross sector avg)

Top performers Diff. WORTH(500 seat centre)

Annual cost £38,000 £23,000* - £15,000 £7.5M

Calls per day 45 93 + 48 £9.5M

Absence per annum

6 days 0.2 days 6 days £420k

Avg. talk time per day

180 mins 294 mins + 114 mins £4.5M

Attrition per annum

17% 1.3% 16% £400k

£15-20M

*excludes offshore (£6,900).

www.brightindex.co.uk

PERFORMANCE

STAFF ENGAGEMENT

CUSTOMER

How do I think we’re going to significantly raise the game for the

industry?

www.brightindex.co.uk

Mats Rennstam

mats@brightindex.co.uk

www.brightindex.co.uk

Further reading:www.brightindex.co.uk/Research

- You CAN prove the value of customer service!

- Best Practice for Customer Satisfaction Surveying

- Bright warns good customer service may be too good!

- Five steps to achieving a 30% C-Sat increase

- Proving contact centres’ contribution to the business

- Is self-service for you?

- Focus on what matters, and where the money is!

www.brightindex.co.ukwww.goldstandard.cc