customer respond, recover, thrive support · raid response customer support resolution ramp down...
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Respond, Recover, ThriveChannel Islands Advisory digital
transformation webinar series26 May 2020
Customer Support
1© 2020 Deloitte LLP. All rights reserved.
Contents
01
03
02
Introduction
• Introducing your team today
• Recover and Thrive through digital transformation
Q&A
Main Presentation
• Customer Support
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Introduction
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Our digitally themed webinars focus on Recovery as a journey highlighting how having a clear digital strategy in place is more important than ever
1 – Understand the Required
Mindset Shift
3 – Embed Trust as the
Catalyst to Recovery
2 – Identify and Navigate
the Uncertainties and
Implications
4 – Define the Destination, and
Launch Recover Playbook
OUR WEBINARS SUPPORT FIVE IMPERATIVES WITHIN “RECOVER” TO GUIDE THE BUSINESS FROM “RESPOND” TO “THRIVE”
R E C O V E R
R E S P O N D
T H R I V E
3
Future of Work
Understanding RPA, Cognitive &
Intelligent Documentation RPA – scaling and digital roadmap
CBS – Building digital workflows
5 – Learn From Others’ Successes
Cyber Response
Intelligence Services
Customer Support
Future of Work
True Voice
R E S I L I E N T L E A D E R S H I P : B U S I N E S S R E C O V E R Y F R O M C O V I D - 1 9
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Shaping the Future through Digital Business
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Shaping the Future through Digital Business
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Shaping the Future through Digital Business
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Customer Support
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Agenda
COVID-19 – customer support trends and challenges
A Case Study
Rapid Response Customer Support – some context
Operational Challenges, Considerations and Preparation
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Rapid Response Customer Support – some context
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What type of events can drive a spike in customer contactSome examples
System migration
IT outage
Value change of financial products
Complains/ Claims
Data breach
Pandemic
Legal regulatory
Businesses in distress
• Do you have the capacity & infrastructure in place to manage a huge surge in customer calls or emails?
• Can you respond in a timely manner — fast?
• Do you have the geographical reach & channels?
• Can you operate in multiple languages? Who do you have standing by ready to help?
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The importance of supporting your customers in a crisis…
• Developing strong working relationships during the first
quarter with key personnel on the Lender teams
• Transitioning by the end of the first quarter to a dedicated
‘Relationship Manager’ per lender as the first port of call
where human interaction is required
• Lender to BBB – relationship manager as first line of escalation
and vice-versa to agreed liaison individual at lender
• Confirmed senior escalation point at Lender for any major issues
• Early agreement on escalation structure within
the BBB and at Deloitte to support resolution
of time-critical or high-risk issues
Speed of Recovery and Transformation
Your ability to recover and thrive quickly
and effectively is dependent on your
initial customer response.
Reputation
Your reputation is only
as good as your ability
to support in the event
of an incident
Access to services
Customers still need access to
your services.
Often the need is more
pressing.
Customer Support
• Banking / FS
• Healthcare
• Telecoms
• Public Services
• Retail
• Market reputation
• Employees
• Maintaining customers
• Returning to BAU
• Remediation
• Complaints / claims
• Ongoing cost
• Length of response
• Ability to transform / grow for adversity
• Grow customer base
• Preparation for next incident
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COVID-19 – how trends have shifted
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Britain’s call centres are
overwhelmed and
overhauling how they work
Chaos as Three Mobile
call centres shut down
due to coronavirus
Phone lines jammed with
customers calling to request
coronavirus mortgage holidays
Loss of Indian call centres piles pressure on to banks
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Customer Support in a Crisis
A typical response curve
Business day 1 Week 2 Week 3 Week 4 Month 1-2 Month 2+
Critical customer facing incident response period Transition
Time
Acti
vit
y
Rapid Response Customer Support
Ramp down and service transition
Additional long term support as required
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Challenges of responding to a crisisLockdown Challenges
Define and deliver the ‘new normal’ whilst dealing with lockdown cycles and spikes in customer contact
Sources: Multi-surge scenario taken from modelling by Imperial College, Deloitte analysisNote: Position of countries on the curve are based on daily confirmed cases (7 day rolling average, as of 07 April 2020) on https://www.ft.com/coronavirus-latest
~ 4-6 months ‘Lockdown’ Vaccine availabilityPotentially 9+ months of ”adaptive triggering of suppression tactics”
Respond
Recover and ThriveInitial epidemic peak response
Time
Recover & ThriveDefine& Plan
Cyclical surge in demand
Call V
olu
me /
Effort
Required
Example Support
Operational Clear Up
Tech Transformation
Process/supply chain Redesign
Automation Engagement
Execute
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Challenges of responding to a crisisLockdown Challenges
Remote workforce – Customers need to be responded to, while also continuing your BAU, despite the challenges of having a remote workforce
Customers – In a time of such uncertainty, customers are frustrated and want answers now, without waiting for hours on a phone line
Reputation – Failure to communicate sufficiently with your customers will cause them to lose trust in the organisation
Capacity – If you outsource your call centre operations to countries such as India, how can you still operate normally if they are unable to work remotely?
Scale – Can you scale up your capacity to respond to a surge in calls, when many of your staff may have been furloughed?
Languages – Do your customer contact plans consider you may need to communicate with customers in several languages across different jurisdictions?
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A Case Study
18
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A Case Study…
COVID-19 – A Financial Services business
Why was there a surge in customers calling?
What made responding so difficult
Complex and
non complex
Lack of Burst
capacity
New C-19
Products /
Services Calls redirected
Lack of
Processes /
Scripts
Lack of
Technical
InfrastructureCrisis Planning
19
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Operational Challenges, Considerations and Preparation
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Communication
• Postal vs E-mail vs website vs social media etc.
• Notification strategy • Notification messaging and
branding• Standardised FAQs• Notifying internal stakeholders• Impacted customers and all
customers?• Data file transfers to third parties • Notifying vendors, suppliers and
key third parties
Geography
• Call handler languages• Call centre locations• Translation services• Live interpretation services• Jurisdictional laws
Service
• Open hours / days• Support or compensation
offerings• Compensation offered• Dedicated phone line vs
existing support number• Remediation and
complaints handling
People
• Planning• In house vs external
resource• Training• What happens to
business as usual (BAU)?• Authorities to sign off• Shift patterns• Call forecasting and
resource planning• Ramp up and ramp down
plans
Technology
• Scaled telephony platform• Interactive Voice Recording
(IVR) / routing• Call recordings• Workflow / CRM• Chatbot & webchat• E-mail outreach / SMS
Process
• Escalations• Quality Control (QC) and calibration• FAQ improvements post go-live• Internal MI cadence and
stakeholders
Operational Challenges and Considerations…
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What factors do you need to consider when planning for a spike in customer contact…
Flexible trained resource
Scalable infrastructure
Guaranteed Service Levels
Access to additional expertise
1st line call agent support for any
incidents
Readiness planning
Mass Customer Outreach
Technology / Case Management System
Large scale contact centre support
Customer outreach
Fully integrated telephony system
Retained call agents
Chat bots / webchat
Managed response
with quality control
Additional areas of possible expertise:
• Complaints/claims
• Remediation
• Intelligence Services
• Technical response
• Crisis Communications
• Data Analytics
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How do you capacity plan…
Some factors that influence response rates and capacity planning
• Type of incident – naturally, the severity, publicity and context behind each incident type need to be considered
• Outreach method – the method of customer outreach has a significant impact of the response rate.
• Clarity of communication – adherence or not to the FCA clear communication strategy
• Communications strategy – investment of time into the appropriate strategy can significant impact call volumes
• Wider context
• Publicity – the degree to which the public is aware
• Regulatory requirements
• Analysis of customer base – the social and demographic make up
• Scripting, FAQs and processes – impacts length and complexity of training and call duration
• Escalations
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How Deloitte can Support…
Support Additional activities
Quality framework
Transition to complaints /
case mgt
Process
Improvement
Implementation and setup Complaints / Case Management
Operational support functions
Quality assurance
Technical SMEs
MI &Reporting
IT & Tools
Capacity planning
Process improvement
Change & Comms
Facilities & Support
Client OversightFull client control and oversight maintained through strong
governance and regular reporting.
Continuous Improvement Loops | Quality Analysis and
feedback | Process Optimisation
Technical
insight Quality
assurance
Call / Case
handling
Training and on-
going support
Deloitte
Management
Operational Design
Telephony and Infrastructure
set up
Delivery team Onboarding
Supporting
Customers
Quality framework established
Resource Flexibility
Raid Response Customer Support
Resolution
Ramp Down
Efficient Ramp down
Long term
support where required
Our operational support
TechnologyQuality Control
Resources at speed
Infrastructure
• 24/7 incident contact centre
based in the UK
• 6 main operations hubs
across Europe
• Guaranteeing the infrastructure to operate at
scale
• 900+ call agents covering all
major European languages
• Deloitte’s agents live within
24 hours
• Large-scale response in 2–3 business days
• We have strict quality control
and quality assurance frameworks in place which
focus on best customer outcome and root cause
analysis
Access to cutting edge
technology:
• CMS/workflow systems
• Fully-integrated telephony
system
• Chat bots/web chat
Rapid
Response Customer
Support
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For further information please contact
Simeon MossDirector, AdvisoryDeloitteEmail: [email protected]: +44 20 7007 6317
Angus BromheadCustomer Breach SupportDeloitteEmail: [email protected]: +44 20 7007 3046
Steve BarreyDirector, Risk AdvisoryDeloitteEmail: [email protected]: +44 20 7007 7971
This publication has been written in general terms and we recommend that you obtain professional advice before acting or refraining from action on any of the contents of this publication. Deloitte LLP accepts no liability for any loss occasioned to any person acting or refraining from action as a result of any material in this publication.
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