crm in the contact centre best practices workshop€¦ · “contact centers” have evolved to...
TRANSCRIPT
CRMIn the Contact Centre
Best Practices
Workshop
• Contact Center Trends
– Call Centers to Multimedia Contact Centers
– Customer Expectations
• Who Is on the Cutting Edge?
– CRM Case Studies: USAA, Capital One, and Whirlpool
– Specific Contact Center Best – Specific Contact Center Best Practices
• ‘What makes it happen’
– People: Skills and Training
– Process: How to Move to a World Class Contact Center
– Technology: Not Too Far Out
– Metrics: Support a Learning Organization
“Contact centers” have evolved to replace “call centers” in the lexicon
• Customer pick and choose the way they want to communicate with companies and expect companies to deliver a high-quality customer experience, regardless of what channel they choose
• The Internet has transformed customer support. It adds a real-time communication channel—at greatly reduced costs compared to communication channel—at greatly reduced costs compared to traditional channels
• Companies face new channel management, human resources and technical challenges to provide successful customer centric service
• Most companies believe that the Internet will be the dominant approach to customer self-service by 2007
• The Web allows a company to outsource a significant portion of the customer service function directly to the customer through web-based self-service systems
Telephone becoming a bit player
• I997: 97% of customer interaction at customer care centers was handled by telephone (with email comprising 2% and other Web communications the communications the remainder)
• 2008: Web-based communication comprised 56%, e-mail 30%, and traditional telephone inquiries just 5% of total customer contact
(Source: Forrester Research)
Business drivers for media blending
� Improved reach and scalability of customer service
� The popularity of self-service
� Better customer service load balancing
� Enhanced ability to capitalize on the purchase impulse
� Consumers are flocking to the Internet� Consumers are flocking to the Internet
� Computers don't sell—people do
� Reduced telephone toll costs
� Improved agent efficiency
� Dot-coms must improve service or perish
(“The Multimedia Contact Center: Corporate Façade or Human Face,” The Fletcher School of Law and Diplomacy, Todd Neff, April 2008)
CheckCheckCreditCreditCheckCheckCreditCredit
CreditCreditOKOK
CreditCreditOKOK
Credit CardAuthorizationCredit Card
Authorization
CheckCheckInventoryInventory
CheckCheckInventoryInventory
Place WebOrder
Place WebOrder
Agent HelpAgent HelpCallbackCallback
Agent HelpAgent HelpCallbackCallback
CustomerCustomer
Contact center example
InventoryOrder Entry
Mobile Web
Browser
Cell Phone Call Center
WebSite
InventoryInventoryInventoryInventory
OrderOrderOKOK
OrderOrderOKOK
Voice/DataVoice/Dataand Weband Web
Voice/DataVoice/Dataand Weband Web
CustomerRelationship
Hub
CustomerRelationship
Hub
InventoryInventoryOKOK
InventoryInventoryOKOK
VoiceVoice--WebWebCollaborationCollaboration
VoiceVoice--WebWebCollaborationCollaboration
Customer expectations
• Real-time, intelligent customer interaction• Speed and high quality of service• Integrated solutions – not piecemeal products• Real-time access to their own, and company data• Self-Service• Self-Service• Access to company knowledge bases and the
ability to track and check on status• Immediate and useful response to information
inquires Service and Business Process Trends• 24/7 service
Best practice company’s vision
To provide a consistent customer experience for customer queries and issues regardless of
the customer touch point, and ensure the customer touch point, and ensure appropriate responsiveness
Customer-centric business
• Consolidates all facets of business relationship
• Allows full knowledge of customer relationships
• Integrates CRM and
Web Based Services
• Information/Brochures• Professional Services • e-Commerce
(Auctions,Transactions)• Fulfillment• Self-Help Design and
CRM
• Marketing/Sales/Services• Market Management• Portfolio Management• Campaign Management• Sales Force Automation• Online Services/Support • Integrates CRM and
online customer service
• 1to1 specific audience capabilities
• Fully digital supply/demand chain
• Ordering• Custom Orders• Automatic
Replenishment• Tracking• Billing/Inventory
• Self-Help Design and Customer Services
• Tracking
Enterprise Solutions
• Online Services/Support
Customer-Driven
Integrated CRM
- Individual identification/ relationship
- Single contact number- Full integration w/ all touchpoints- Pre-populated screens- Problem solving/solutions selling
- Needs-based cross-selling- Limited customization- Limited channel integration- Simple collaboration with others
- Personally (pull) customized offers- Back-end integration- Individual identification/relationship - Pre-populated screens/CTI- Single contact number
Specific contact center capabilities
CRM StageCommon Capabilities Not Comprehensive
- Segmented selling/sales- Info differs by segment- Custom offers allowed- Full integration with other
- Individual identification /relationship
- Single contact number- Team support/ links/systems
- Pre-populated screens
- Segmented up-selling- Info differs by segment- Custom offers allowed- Full integration with other
GetCustomers to Buy
KeepValuable Customers Returning
GrowAs Opportunities Arise
Customer-Sensitive
Mass-Driven
- Some segment or target based scripting
- Standard offers- No linkage to web/other channels
- Static content- No specialized centers (win-back, growth)
- Simple collaboration with others
- Some segment or target based scripting
- Standard offers- No linkage to web/other channels- Explicitly states where to buy
- Basic product information- Contact list for more info- Mass offers
• MCI
• Lands End
• SunTrust
• GE
• Wells Fargo
• Thomas Cook
• USAA
• First USA
- Full integration with other touchponts
- Some segment or target based scripting
- Standard offers- No linkage to web/other channels
- Basic information/scripts- One-size-fits-all incentives
- Full integration with other touchponts
USAA case study
More than 3 million customers
– 1998 Revenue: $7,687 million
Services offered
– Property, casualty and life insurance
– Merchandise sales
Point of differentiationInsurance
Fees, Sales
and Loans
12%
Other
8%
1998 Revenue Summary
Point of differentiation
– Extensive database with holistic customer profile
– Integration of call center and database focused
on building learning relationship
Strategic advantage– Leverages customer knowledge to increase share of wallet
– Quality information to meet customers needs
– Controls issues and problems with strong complaint management systems
– Focuses on lifetime value and loyalty
Insurance
Premiums
68%Investment
Income
12%
USAA was faced with a big challenge
• Following dramatic growth in the early 1990’s the company was struggling to listen to existing customersexisting customers
• Calls were not being satisfactorily covered
• Problems were going unresolved
• Retention of customers were becoming a problem
USAA infrastructure
solution• The solution to USAA’s problem relied on the adoption of technology to
re-establish the lines of communication to its customers
– Developed a centralized call center/custom service support center utilizing advanced screen telephones supplied by IBM in 1994
– Began building a data warehouse in 1997 initially to support its property and casualty group
• By linking the two, USAA created a tool with two primary functions• By linking the two, USAA created a tool with two primary functions
– Marketing: Cross selling USAA products and services
– Each customer has opportunity: Process for resolving customer problems/issues
• USAA now has 7,000 customer reps in seven regional call centers with parallel access to product and customer databases on LAN’s within the company, WAN’s, and legacy computer systems
• Regional call centers help to foster the perception of a “local presence”
• Customer contact representatives are specialized by line of business
Process & Process & OrganizationOrganizationProcess & Process &
OrganizationOrganization
USAA: A process change made the
difference
CustomerContact
Rep.
Database
Database
Database
Relevant CustomerInfo. Pulled Up
New CustomerECHO
Complaint/IssuesChanneled to OneCentralized Area
– More than 300,000 complaints, compliments, and suggestions handled with more than 100,000 pieces of customer feedback processed through ECHO
– USAA has a 98% renewal rate
ResultsResults
New CustomerInfo. Added
Member Relations
Feedback Dep’t
Action
AgentActs on feedbackaddressing
customer needLong RangeImplications
Assessed
USAA uses call center for effective
customer interaction
• Call center has flexible database; any data can be inputted
• Each rep has entire customer “picture” on screen
• Cross-selling not based on products, but on customer needs. products, but on customer needs. Customer:
“I just had a baby.
I need more life insurance.”
USAA: “What else do you need?College fund?
Trust information?
How else can we help?”
Enabling processes/tools
• Cross-functional/integrated
– Multipurpose, interactive Web sites includes functions of the more basic service Web sites (content, FAQ, knowledge base and trouble ticket management)
• Combine marketing, sales and service activities
– Ordering, online payments and account inquiries. – Ordering, online payments and account inquiries.
• Integrated with enterprise legacy systems and telephony infrastructure.
– Includes authoring, text retrieval and search engines, scripting, email, email response management systems, tracking and escalation capabilities, workflow, problem resolution, interactive chat/instant messaging, universal queuing, voice over IP, personalization, push technology, security measures, authentication.
Provide call center telesales agents real-time access to enterprise-wide
prospect/customer, market and competitor data
BenefitsBenefits
• Eliminates lost sales due to lack of follow-up
• Increases retention rates
• Increases effectiveness of each sales interaction
• Increased communication of and visibility to sales issues and required sales activities
• More accurate and complete account data at the organization level
Thomas Cook Global Services
Lands End
• Integrated both its financial services and travel businesses into a single call center where customers can have all of their needs met with customers can have all of their needs met with only one call.
• Legacy systems, telephony equipment, and applications were linked, meaning that at the single point of contact for the caller's transaction, operators have access to his or her complete transaction history.
Enabling processes and tools
• Provide real-time availability of customer data (profile data, contract and entitlement information, account data, contacts, org charts, business issues, account plans, order and service history, etc.) for improved account planning and sales interaction preparationsales interaction preparation
– Screen-pop specific targeted customer information to the agent
– Utilize an integrated, enterprise-wide customer database to predict the strategic value of customers
– Electronically distribute and consolidate up-to-date marketing information
• Share best practices across the enterprise
People are the most critical factor in a
world class organization
“The most consistent advice from best
practice contact centers around the
world is to put at least as much money
and attention into the development of
the skills of your people as you do for
your technology.”(Call Center CRM Solutions Magazine)
A media blended contact center
presents host of new HR challenges
• "Handling e-mail, engaging in chat and flying a browser are skills that the typical call center agent simply is not used to exercising and represents competencies that we have never screened before,” says one Rockwell managermanager
• Many call centers making the transition to multimedia find that few voice-oriented agents possess the needed skills—or the desire—required to handle e-mail or other non-voice media: "Don't assume that the ordinary agent will be good at handling e-mail or that they will automatically enjoy the new experience, the manager says, "Also be cautious about impacting voice service levels by adding e-mail demand to the mix.”
• Although one might instinctively believe that a bit more job variety would appeal to agents and improve their job quality, this is not necessarily the case. Said one former call center manager, "In my experience, people are most comfortable doing one function."
New communication channels
require new skills
TelematicsVoice Over
IP
WebTV
People
Skills
Technology
Savvy
Lightning
Quick
Thinking
New Skills Required
• Technology skills to quickly and accurately function and navigate your systems and resources
• The ability to learn software applications quickly
• Multimedia dexterity to simultaneously handle phone, email, Web or fax
• Appreciation for the customer's time in responding accurately • Appreciation for the customer's time in responding accurately completely and quickly to their requests
• Writing skills to explain the status of their request to customers
• Probing and problem-solving skills to resolve more complex issues
• Patience and perseverance in finding information and solutions
• The ability to explain complex processes or steps the customer must take in language that is not condescending or impatient
• Skills in working well as part of a team
Emerging skills required - example
• Current and emerging applications of telematics require expert assistance from live people:
– Provide directions to lost drivers
– Array of safety services
– Route planning– Route planning
– Convenience and entertainment services
• These new services will require even more new skills from contact center agents:
– Traffic updates will require map reading skills
– Emergency assistance will require crisis management skills and emotional stability to handle emotional drivers
– Convenience services such as tips on nearby restaurants or coffee shops will require concierge-type skills
New workforce management skills
are needed
• Forecasting/scheduling contacts (calls, web, e-mails, faxes) and handle times
25%
60%
handle times
• Determine staff requirements
• Track performance
• Centralized Enterprise Resource Management
5%
25%
10%
Network
Overhead
Equipment
Personnel
CHANNEL CHOICES
PR
OB
LE
M S
OLV
ING
Customer feedback
Fulfillment
Product/ Service Development & Offerings
Customer-centric integrated strategy
MA
RK
ET
ING
CO
NC
ER
N R
ES
OL
UT
ION
CR
OS
S S
EL
L
PR
OB
LE
M S
OLV
ING
FE & Call Centers
Order Management
Web siteCUSTOMERS
PROSPECTS
BACK OFFICE
FRONT OFFICEV
AL
UE
Make contact center heart of a
customer management strategy• Employ broader metrics
– Today’s call centers are tactical, frontline operations driven by narrow metrics like call handling times - efficiency
– Contact center is guided by customer-centric metrics like the ratio of proactive to reactive interactions and lifetime value -ratio of proactive to reactive interactions and lifetime value -effectiveness
• Include the contact center in the eBusiness planning process– Pursue both technological and organizational changes
– Appoint a cross-functional team that spans customer service, eCommerce, and marketing, and that reports to the eBusiness organization to set the strategy, priorities and budget for the contact center
Planning and processes
• Establish an implementation road map– Realistic plan
– Implement best-in-class point solutions for email response and chat
– Develop plan for consolidating customer interaction data in 2003, when context server software matures, and migrating to IP-based when context server software matures, and migrating to IP-based solutions in 2005, as virtual contact centers become mainstream
• Incent customers to use lower-cost Web channels– Promote --don’t bury --the customer service link on your Web site
– Reward customers for using lower-cost channels by offering a 5% discount toward future Web purchases when customers use email or self-service to resolve service issues
– Enhance Web site with detailed FAQs and call-back buttons
Technology
• Speech-enabled IVR (interactive voice response) systems– To handle routine transactions and inquiries like order
status, account balance and return policies
– By implementing speech recognition software from vendors like SpeechWorks and Nuance, firms will lower costs by increasing the number of contacts handled through self-service applications while allowing customer service agents to focus on serving complex, higher-value interactions.
• Web-centric architecture
– To present a single face to the customer, companies must leverage the Web ’s power to enable firms to share information and coordinate action across all channels, functions, and parties to the customer relationship
Technology
Live assistance
• Leading B2B sites offer a variety of personalized attention:
– Sun.com or Cisco.com offer live chat with technical staff on their Web sites
– IBM.com has implemented a “teleweb” capability where the user clicks a button and a technical service rep calls within moments
– Sigma-Aldrich is working with Lucent to create an Internet call – Sigma-Aldrich is working with Lucent to create an Internet call where representatives will be able to see what’s on a customer’s screen and provide live assistance.
Intelligent Features– A growing number of B2B sites plan to deploy “intelligent” agents
such as “pop ups,” seemingly live content that responds to apparent needs or provides options to go “live” with a customer service or technical representative. This is based on indexing and profiling of both the current event as well as past visits. The ultimate goal is to provide a portfolio of help options
Virtual applications
• Soon, companies may use wireless CRM systems to send targeted messages to customers:
– A financial institution could notify a customer about a certificate of deposit special when the customer calls in to check stock quotes. If the customer is using a PDA, the special information could be displayed while stock graphics download.
• Companies are breaking ground to establish virtual contact • Companies are breaking ground to establish virtual contact centers:
– IP-based solutions from providers will “virtualize” the contact center by allowing agents to work from any location --including their homes --where there is an Internet connection and a multimedia PC
– Firms like Fingerhut and General Motors are planning to draw on a deeper labor pool and hire lower-cost remote and part-time agents
Level Identify Differentiate Interact Customize
Best of Breed � Linkage between individual customers and their parent div/corp.
� Customer ID/ profile info is integrated company wide (all call centers, web, service centers, etc)
� Robust customer knowledge base enables extensive needs profiling & clustering accessible to TSR
� Help tools simplify TSR recommendations
� Differentiates customers by LTV
� Customer file contains relationship strategy flag
� Issue resolution is closed loop - TSR has real time access to status & can pass to customer via email or fax
� TSR has real time access to inventory, project & proposal status, etc
� Call center utilizes outbound communications w/permission
� Extensive cross/upsell of needs based solution bundles
� TSR can customize services from several dept’s (e.g., Set up billing for the 21
st of the month
instead of the 1st
) � Call center is linked to
interactive Web site for real-time collaboration
Contact center metrics with a CRM focus
relationship strategy flag (Acquisition/ Retention/ Growth)
w/permission real-time collaboration
Advanced � Customers are ID’d before TSR picks up (caller ID system)
� Customer profile automatically retrieved, TSR screen pre-populated w/info (CTI)
� Screen ID’s by value MVC/MCG/BZ status
� Higher level service for MVC’s supported by systems
� Automated system collects needs/reason for call & routes call to specialist
� Call center TSRs are organized by customer needs
� MVCs have dedicated TSR/Team
� Drip irrigation used to collect needs/ preference info – each call builds on the last one
� Collects customer satisfaction feedback
� TSR uses profile matching to compile personalized brochures, info, white paper, etc
� Customer can customize call center services: (e.g. call me every Tuesday morning with the status of my new system)
Basic � 1st
time callers receive registration benefits/ incentives to provide initial profile info
� Existing customers are recognized via PIN
� Customer profiles are accessible after ID/PIN input
� TSR knows some caller preferences (best time to call, preferred mode of contact, etc)
� Call routed by TSR availability/skills
� TSRs trained to handle wide range of issues
� TSRs have access to interaction history
� Call center integrated w/email, fax, web & has 800#
� Hot hand-offs to other groups
� Golden questions asked/answered
� 24x7 TSR availability � Some customized service
options available: pref mode of communication, best time to call
� Has some self-service options
Key Concepts
• Notice the dates on the Best Practice Cases - Leaders have been doing this a LONG time
• Technology is the enabler. People, Process, and Customer Knowledge create the strategic advantage
• No one has put it all together though some have come close
• Best results from those who are implementing their • Best results from those who are implementing their corporate strategy
• Best CRM from those who focus on it as part of their ‘charter’
• Remembering (and using) customer knowledge is critical to growth and retention
• Linkages between touchpoints are critical to customer satisfaction
