future proofing the_contact_centre

83
1 ATA National Conference 2009 Master Class 16th September 2009 Future proofing the contact centre Presented by Steve Mitchinson David Jaffe Associate Director Consulting Director Limebridge Australia Limebridge Australia

Upload: steve-mitchinson

Post on 28-Nov-2014

843 views

Category:

Business


1 download

DESCRIPTION

David Jaffe & Steve Mitchinson share their thoughts on how to future proffe your contact centre, from a presentation to the ATA NAtional COnference in 2009, but still very relevant...

TRANSCRIPT

Page 1: Future proofing the_contact_centre

1

ATA National Conference 2009

Master Class 16th September 2009

Future proofing the contact centre

Presented by

Steve Mitchinson David Jaffe

Associate Director Consulting Director

Limebridge Australia Limebridge Australia

Page 2: Future proofing the_contact_centre

2

Welcome

Page 3: Future proofing the_contact_centre

3

Agenda for the day

A: Introduction

1. My own view: what do I look for

2. Re-invent now - How could you improve your call centre

operating model?

3. More from less – How can I make my call centre more effective

within the business as a whole?

4. Listen harder - How do I use customer inputs to drive sustainable

improvement?

Page 4: Future proofing the_contact_centre

4

Framework for the day

Sales and Service Operations

Contact Centre

Operating Model

P.R.I.S.M.(T) Front Office Back Office

Internet

Feedback/

Listening

Mechanisms

Improvements

Selection and

Prioritisation

Change and

Measurement

1

2

3

Page 5: Future proofing the_contact_centre

5

BEST PRACTICE

Specific activities performed to solve a tough business challenge that 9 out of

10 companies are NOT performing but SHOULD, with measurable results

proving effectiveness

Frost & Sullivan

Source Bain & Co

survey over 300

companies in 2008

Page 6: Future proofing the_contact_centre

6

What are you being asked to

do...

Page 7: Future proofing the_contact_centre

7

What are you being asked to

do...

Page 8: Future proofing the_contact_centre

8

Source: Tim Pethick, Founder of Nudie Juices

Lets Challenge the Red Dots

Page 9: Future proofing the_contact_centre

9

How do we approach opportunities

Page 10: Future proofing the_contact_centre

10

How does your thinking style

affect your centre’s results

Page 11: Future proofing the_contact_centre

11

How does your thinking style

affect your centre’s results

Page 12: Future proofing the_contact_centre

12

Group Highs & Lows E

ffic

ien

cy re

su

lt

Fin

an

cia

ls

Te

ch

no

log

y

Pa

st T

ren

ds

Pe

rfo

rma

nce

Cri

tica

l In

dic

ato

rs

Go

als

- O

bje

ctive

s

Me

tho

ds -

Reg

ula

tio

ns

Sa

fety

Qu

ality

cri

tica

l

co

ntr

ol

tim

ing

Po

licie

s

Pe

op

le D

eve

lop

me

nt

Te

am

s -

Rela

tio

nsh

ips

Com

mu

nity R

ela

tio

ns

Custo

me

r R

ela

tio

ns

Com

mu

nic

atio

ns

Cultu

re - V

alu

es

Reco

gn

itio

n

inn

ova

tio

n

En

vir

on

me

nt

Fu

ture

Tre

nd

s

New

Co

nce

pts

Nation

al W

orl

d is

sues

Vis

ion

Pu

rpo

se

Lo

ng

Te

rm S

tra

teg

y

9 9 8 8 9 9 9 9 9 8 8 9 9 8 9 8 8 9 8 8 6 7 7 8 8 8 9 9

6 7 7 5 7 7 8 6 4 6 6 6 6 6 8 8 7 7 6 8 8 6 4 6 6 4 7 7

8 9 9 9 8 9 9 9 9 8 9 5 7 9 9 9 7 9 9 9 9 8 7 7 7 5 9 8

9 8 6 4 9 8 6 8 6 6 5 7 6 7 5 4 6 7 7 8 9 3 7 5 5 4 8 6

7 7 5 3 9 7 8 5 5 9 8 7 8 5 7 5 2 9 9 5 5 7 7 8 8 6 7 7

9 5 9 7 9 9 9 9 5 5 9 5 5 9 9 9 7 7 7 9 9 7 7 7 7 7 8 8

5 9 5 1 3 5 7 9 9 9 7 7 5 9 3 3 9 9 5 5 5 3 3 3 3 1 9 4

9 9 8 6 9 9 8 6 5 9 9 6 9 6 9 9 5 9 7 9 6 7 9 6 6 7 5 7

5 8 4 5 3 6 5 8 8 3 5 6 5 7 5 5 1 6 5 6 3 3 2 2 1 1 6 6

7 6 3 5 7 7 8 4 2 5 8 6 5 6 6 7 1 8 8 7 3 6 5 5 6 3 7 6

8 7 8 6 6 8 8 6 7 5 8 5 4 6 3 4 6 6 6 5 5 6 3 5 3 3 3 6

6 9 9 5 6 4 6 6 4 9 6 6 8 7 8 6 7 8 7 8 6 9 9 9 9 9 9 9

Page 13: Future proofing the_contact_centre

13

3

3

3

3 6

6

6

6

9

9 9

9

Group Highs & Lows

X X

X X

X

X X

X

Page 14: Future proofing the_contact_centre

14

3

3

3

3 6

6

6

6

9

9 9

9

Our Group Thinking

Page 15: Future proofing the_contact_centre

15

How could you improve

performance

Page 16: Future proofing the_contact_centre

16

2. How Good is My Operating Model: Agenda

Self assessment

Model alternatives

Processes

Other Dimensions

A case study

Page 17: Future proofing the_contact_centre

17

Operating Model Self Assessment

Processes

Resourcing

Holds

Induction

Transfers

Repeat rate

Hand off rate

Team leader time

GOS management

Measures

Page 18: Future proofing the_contact_centre

18

Alternative Models:

Universal Model Narrow Skill Model: Specialist Switchboard Model

Whole of customer

Job variety

One stop shop

Less routing and IVR

Short learning curve

Specialisation benefits

Match people to work

Isolate System needs

Quick answer

No IVR

Accurate routing

Specialisation

Page 19: Future proofing the_contact_centre

19

Are These Symptoms Familiar?

Universal Model Narrow Skill Model: Specialist Switchboard Model

Time to competence

Fumble factor and support

Escalation rates

Low resolution

High transfer rates

Complex to manage

Complex to route

Boredom

Low resolution

Still needs escalation

Delayed queue

Complex to manage

Boredom

Still needs escalation and support

Skills don’t match needs

Page 20: Future proofing the_contact_centre

20

Queue dynamic discussion

Which other industries and situations have to cope with

queues of variable complexity?

How do they do it?

What happens when a complex/long item ends up in

the wrong queue?

Page 21: Future proofing the_contact_centre

21

Complexity Splits

We use a person to split the complexity and fix the pebbles at the same time

Split by complexity we can measure and manage better

Skill matching

Queuing benefits

Once we isolate the processes we can refine them

Results of The Model Arrival Mix

Page 22: Future proofing the_contact_centre

22

Lots of other benefits

Easier to measure/manage

Short time to competence

Obvious career path

Bring work forward and challenge business rules

Supports cross business processes that match customer demand

Complexity Split Benefits Second Wave Benefits

Visibility Effect

(management)

Process Effect(s)

Queuing Effect

(structure)

Page 23: Future proofing the_contact_centre

23

Processes - Symptoms

When do we ID the customer? And should we

Back office magic?

Work instruction mania?

Note mania?

Putting the customer to work

Legacy process

How quickly do we get to a price (on a sale)

How quickly can we spot an exception

Page 24: Future proofing the_contact_centre

24

Integrated Model

24

Structure A contact structure organised around complexity creates capacity, improves training, provides clearer management visibility

Indicators and Incentives Aligned indicators and incentives support a stable model by maximising performance and quality

Management Processes A range of management practices that supports the model, as well as providing clear contact discipline and professional growth.

Resource Effectiveness A more flexible and aligned resource model makes it easier and more efficient to service demand

Processes Best Practice Procedures define the best language, contact flow and steps to ensure more consistent and effective service delivery

Customer Experience Outcomes… …lower wait times, shorter duration, greater resolution, less rework and highly developed and loyal staff.

Integrated Operating Model

Technology How the systems support the processes and structure, deliver data to manage with and enable self service

Page 25: Future proofing the_contact_centre

25

Resource Issues What Opportunities Do We Have?

Within day

Back to structure!

Home agents

Day of week

To come

Induction issues

Flexible resource pool

Page 26: Future proofing the_contact_centre

26

Incentives and Indicators Do you have these symptoms?

Because the quality check says X I

do that on every call…

The strategy is all about service but

they measure me on productivity

By the time I’ve produced my reports

I have to do the next lot….

I’m not sure what I’m measured on.

They keep changing…

The reports show us what

happened yesterday and last month

My measures have nothing to do

with what my team are measured

on

Page 27: Future proofing the_contact_centre

27

Management Where are we spending our most critical resource?

Tasks (75-80% day) Methods (20-25% day) Performance Improvement

Staff Meetings Performance / Development Reviews Recruiting Induction Leave Management Counselling Stats and Reporting Rostering / Workforce Management Skill Gap Analysis Succession Planning Audits Budget Maintenance Site Letters Internal Audit Follow Up E-mails Complaints / Escalations (SQL/ETS/DIRECT) HR Functions (Union/Awards/Forms/Access etc) Stakeholder Liaison Projects Approvals / Sign Off Phone Calls Referrals Meetings Community Liaison Ad Hoc reporting Records Management / Archiving Logging System/Site Issues

Staff Meetings Performance / Development Reviews Training / Up Skilling Coach / Mentor Induction? Performance Discussion Reward and Recognition Audit Follow Up Stakeholder Liaison Change Management Referrals Process change implementation Analysis and Real Time management of people Observe Floor (Dandenong only)

The outcome from methods applied

Page 28: Future proofing the_contact_centre

28

Technology – 6th Dimension Speech recognition

Call Recording

Performance

Management and Reporting

CRM/View of customer

CTI

Page 29: Future proofing the_contact_centre

29

Fit with Technology The technology is there to support the processes and organisation

not the other way round

Illustrative Problems

Technology What Goes Wrong

Speech Recognition Front Ends

Extends navigation Misdirected calls and

transfers

Call Recording Automation of poor

coaching practices Impact as audit trail

ignored

Reporting Reports the wrong metrics Focuses on what not why

CTI Used to create too many

skills Limited resolution and high

transfers

Workforce management

Creates micro schedule management

Lots of after the fact adherence correction

CRM front ends Process and organisation

impacts not exploited Create excessive note

taking

Page 30: Future proofing the_contact_centre

30

Technology Fit When applied correctly technology supports

more effective process and structures

Ways we exploit call centre technology

Technology Our Perspective

Speech Recognition Front Ends

Effective for some types of process automation

Structure can simplify these solutions

Call Recording Enables process redesign as well as automation

support for management

Reporting Helps direct and free up management time

Make incentives and indicators visible

CTI Automates call process and practices front end

Workforce management Planning and forecasting essential but an adjunct to

operational management

CRM front ends Process and structure must exploit the potential

Page 31: Future proofing the_contact_centre

31

Case 2 Large Financial Service Company

All the tools, but no results

Problem: Investments in CTI and recording with limited gains

CTI hadn’t solved the problem of matching work to experience: 45% work was in calls >10 minutes

20% of calls put on hold

Compliance and productivity didn’t improve with recording tools

Solution features

Complexity split structure including no help desk

Processes “leaned” within the centre and across the business

Team leader admin removed

Results

Client reported 50% increase in capacity

Resolution up 15%

Consistent GOS for first time

Page 32: Future proofing the_contact_centre

32

Case 2 Results AHT and GOS Impact

Source: Disguised two site example

Grade Of Service – Monthly

Historical vs. New Model

0.00%

10.00%

20.00%

30.00%

40.00%

50.00%

60.00%

70.00%

80.00%

90.00%

100.00%

Jan

Feb

Mar Apr

May

June

2008 actual 2009 New Model

0

100

200

300

400

500

600

'15/

12'1

6/12

'17/

12'1

8/12

'19/

12'2

2/12

'23/

1215

-Jan

16-J

an19

-Jan

20-J

an21

-Jan

22-J

an23

-Jan

27-J

an28

-Jan

29-J

an30

-Jan

10-F

eb11

-Feb

12-F

eb13

-Feb

16-F

eb17

-Feb

18-F

eb19

-Feb

20-F

eb23

-Feb

Pre Pilot Qld parallel Pilot National

Handle Time In Seconds Pre and Post Pilot

Page 33: Future proofing the_contact_centre

33

Do these ideas work for sales?

Are there orders of varying complexity?

Are “order taking” and “sales activity” blended?

Does post sales work take up time for sales specialists?

Is the sales process optimised or the legacy of history?

Do the incentives and measures motivate the correct

behaviours?

Are the management team getting time to coach

Page 34: Future proofing the_contact_centre

34

3. Innovate your operations

How to do more.... with less

How can I make my call centre more effective

within the business as a whole?

Our Top 5:

Interactive Induction training

Move the back to the front

Get self service working better

Flexible resource pool

Reduced operating hours

Page 35: Future proofing the_contact_centre

35

Where does my call centre fit?

Page 36: Future proofing the_contact_centre

36

Innovating your operations

Customer

Service

Culture

Customer

Service Mission

Products &

Service

Motivation &

Rewards

Systems &

Channels

Management

Support

Performance &

Productivity

Employee Roles

& Expectations

Training &

Development

Page 37: Future proofing the_contact_centre

37

Structure Conduct Performance

Industry The Organisation

What drives the need for

change

Page 38: Future proofing the_contact_centre

38

What drives the need for change

OBJECTIVE Goals the

centre/company wishes

to achieve

TRIGGER The impetus for change

Offensive

From good to great

performance

Expanding to new

markets

Reactive

External Shock

Response to

market of poor

performance

Defensive

Cost Reduction

Revert from a crisis

Pro-active

Outcome of strategic

planning process

Bottom up realisation

benefits can be achieved

Page 39: Future proofing the_contact_centre

39

Interactive Induction training

Page 40: Future proofing the_contact_centre

40

Interactive Induction training

Lengthy inductions don’t work

What are the typical outcomes

Imagine of staff could be taking calls from

day one:

You could identify role sustainability

Create immediate capacity

On job learning by osmosis

Page 41: Future proofing the_contact_centre

41

Interactive Induction training

Benefits Lower staff turnover

Lower training costs

Improved employee engagement

Improved definition of career paths

Case Study

Health fund

>30% staff churn in 6 week induction phase

Changed model <5% turnover of staff in first 3 months

Page 42: Future proofing the_contact_centre

42

Exercise -Interactive Induction

training

What does your current induction look like

What could you do to get people on the

phone by day 2

What contacts could they handle

What changes would you need to make

Training

IVR

Other

Page 43: Future proofing the_contact_centre

43

Moving the Back to the Front

Page 44: Future proofing the_contact_centre

44

Moving the Back to the front Focus on completing activities in the “front”

office, not the back office or elsewhere

Examples

○ Credits

○ Claims

○ Approvals

○ Overdue payments & Payment extensions

○ Renewals

Page 45: Future proofing the_contact_centre

45

What are the benefits

Improved FCR

Lower “Contacts per X”

Reduced costs

Improved staff engagement

Reduced workload

Improved customer satisfaction

Moving the Back to the Front

Page 46: Future proofing the_contact_centre

46

Case Study 1 –Financial Services Eliminated much of the double handling thru an improved

approach to knowledge management and empowerment:

•Reduction in Average Handle Time (AHT) by 72

seconds per call

•Increased completion of number of calls per hour

•Improved 1st call resolution from 91% to 94%

•18% improvement in customer satisfaction

•54% improvement in staff satisfaction

•Reduced training costs

•Higher levels of knowledge retention

Case Study 2 - Government Agency •Changed workflows, lifted empowerment levels

•Eliminated over 7 million manual transactions and

hand offs per annum

Moving the Back to the Front

Page 47: Future proofing the_contact_centre

47

1. What tasks do you currently hand off

• Types of tasks

• To whom

2. What is the workload

• volume

• load

3. What changes would you need to make:

•Processes

•Systems

•Knowledge Management

4. What might get in your way

• How will you deal with them

Moving the Back to the Front-

Exercise

Page 48: Future proofing the_contact_centre

48

Get self service working better

Page 49: Future proofing the_contact_centre

49

Get self service working better

Co-ordinated channel management

Improved access

Make it easier to use

Promote awareness

Internal & External

Incentives

Staff & Customers

Monitor it!!

Page 50: Future proofing the_contact_centre

50

Enterprise

Perspective

C u s t o m e r P e r s p e c t i v e

High Value (learn, cut cost,

increase revenues)

Low Value (We do not want

the interaction)

Low Value (They see no need for action)

High Value (Save money, obtain support & advice)

Simplify or Improve

underlying operations

Exploit or Leverage

and spend more time

Eliminate

Through root cause analysis &

development

Automate or Migrate

Via web, IVR, self service, pro-

active alerts

Get self service working better

Page 51: Future proofing the_contact_centre

51

Company

Perspective

C u s t o m e r P e r s p e c t i v e

High Value (learn, cut cost,

increase revenues)

Low Value (We do not want

the interaction)

Low Value (They see no need for action)

High Value (Save money, obtain support & advice)

Get self service working better

Page 52: Future proofing the_contact_centre

52

Get self service working better

Benefits:

Reduces call demand

Improves customer satisfaction

Improves staff satisfaction

Reduces costs & lifts revenues

Page 53: Future proofing the_contact_centre

53

Get self service working better

Case Studies

• Telco 1 • New self service functions for business customers

• Sends e-mail to “loyal customers” to encourage take up

• Thousands can’t access due to old format account number

• Solution – can only link mobile services to self service – not broadband or

fixed

• So to use “self service” customer finishes up with two separate accounts and

twice as much work to do to maintain account – and no apology

• Member Services & Utility • Both established self help kiosks in retail centres to assist customers

• Internal Network security prevented customers accessing links to associated

businesses & offers

• Customers could not download forms or files as firewall prevented access to

those file formats

Page 54: Future proofing the_contact_centre

54

Get self service working better Case Studies

Telco 2

Established self help functions on web and IVR

connect a service

bar a service

report lost/stolen handset

unbilled airtime

change your details (web only)

make a payment

view your bills (web only)

Renew a contract

Results

• Low churn – 22% versus industry average 30-35%

• Lowest cost to manage in industry - <$4 versus >$6

• Higher customer satisfaction than network and competitors

Page 55: Future proofing the_contact_centre

55

Exercise - Get self service

working better What self service functions do you currently

offer

How do you know how effective they are

How do you compare to competitors

What else could you offer – Top 3

By which channel

What is the volume

What take up could you expect and why?

What would be the ROI

Page 56: Future proofing the_contact_centre

56

Flexible resource pool

Page 57: Future proofing the_contact_centre

57

Flexible resource pool

Means having a pool of staff whose primary

job is “back office” trained in Call handling

so that they can be deployed instantly in

times of need (and vice versa)

It can be via skill set priority or manual

intervention in times of need

Benefits:

Allows you to respond rapidly to unplanned

workloads or “cyclical” workloads

Optimises the customer experience

Improves employee engagement

Page 58: Future proofing the_contact_centre

58

Flexible resource pool

Benefits:

Allows you to respond rapidly to unplanned workloads

or “cyclical” workloads

Optimises the customer experience

Improves employee engagement

Case Study

• Energy Utility – all admin & mgt staff would be

automatically logged into the customer service queues

via “a couple of keystrokes” in case of a major power

failure. Typically 90% of calls for outage reasons so

easy to deal with. Result – still achieved service levels

Page 59: Future proofing the_contact_centre

59

Reduce operating hours

Page 60: Future proofing the_contact_centre

60

Reduce operating hours

Do you need to deliver every service from every

location from open to close?

Possible Approaches

8 to 5 is Ok, but where?

Start one (or more) sites later , finish one (or more) sites

earlier

Save half an hour at the start and/or end of each day

Is it time for a business partner

What is your market doing

Page 61: Future proofing the_contact_centre

61

Reduce operating hours

Benefits

Easier rostering

Improved staff engagement

Lower costs

○ Turnover

○ Recruitment

○ Training

○ Outgoings

○ Productivity

Page 62: Future proofing the_contact_centre

62

Reduce operating hours

Case Study

• ISP

• Multi sites

• Routing rules set by calling area

• Follow the sun

Telco

Rollout of self service

Outsourced after hours work for technical

support

Page 63: Future proofing the_contact_centre

63

Section 3

Rethinking Customer Feedback

Page 64: Future proofing the_contact_centre

64

Why are we looking for

feedback?

Table activity: Please brainstorm one of Topic 1 or 2

Topic 1

Why do we bother with customer feedback processes?

What would we like to achieve using feedback processes?

Topic 2

What mechanisms are available to us?

What are the strengths and weaknesses of these

mechanisms?

Page 65: Future proofing the_contact_centre

65

The Model Answer

See back of deck

Page 66: Future proofing the_contact_centre

66

Fit for purpose? How will it help with performance Actioned how

Feedback for who?

Page 67: Future proofing the_contact_centre

67

Idea 1What else could we do with

quality? How many calls per month are being monitored for

quality?

What aspects from the customer side do we monitor?

Is it a bigger sample than our ”call the customer” sample

What else do customers say?

Do we assess the resolution?

Do we go look for later contact?

What else do customers say?

Does it reflect on other processes?

Should marketing pay?

Page 68: Future proofing the_contact_centre

68

Idea 2 What else are your staff

hearing or could they hear?

1. Interesting Feedback

4. Can’t fix it anyway?

5. They don’t

care

2. Nowhere to put it

3. No-one would action it

Front line staff ignore many customer comments for good reasons

Page 69: Future proofing the_contact_centre

69

Idea 2 What if they were trained

to hear it?

1. Listen

4. Resolve

5. Feed back

2. Aggregate

3. Assign

Front line staff hear the “genuine” Voice of the Customer

Page 70: Future proofing the_contact_centre

70

Idea 3 What is the demand telling

you? Ir

rita

nt

Value Irritant

Simplify Leverage Opportunity

Eliminate Migrate

12% - 14% 5%

25% - 35% 45-55%

Valu

e

Value Irritant Matrix

Au

tho

rity

Pe

rsp

ec

tiv

e

Customer

Perspective

Need to Register my car

Interstate change.

Unregistered vehicle permit.

Need to register my boat, trailer, Motor Bike.

Imported Vehicle, how do I?

Change my OS licence.

I want to check; Stolen, Write Off, Finance I want to book my; Learners, HPT, Driving Test. I want to change, cancel, transfer my booking. Cancellations; What is my refund? Demerit Points - How many do I have? General Information Payment - Rego

How do I transfer? Where's my renewal? Want to add a concession. When is next available? How do I get my licence back? Vehicle in incorrect name. Refund; Paid Twice, paid wrong rego. Payment - Booking Have you got any cancellations?

Roadworthy Enquiry

Can I order xxxx plate?

How do I change my plates?

3rd party declaring driver concerns.

Dob In

Report - Potential Incident

Is this combination available?

vehicle safety fatigue

Report - Incident

Page 71: Future proofing the_contact_centre

71

Idea 3 What is the demand telling

you? Ir

rita

nt

Value Irritant

Simplify Leverage Opportunity

Eliminate Migrate

12% - 14% 5%

25% - 35% 45-55%

Valu

e

Value Irritant Matrix

Au

tho

rity

Pe

rsp

ec

tiv

e

Customer

Perspective

Need to Register my car

Interstate change.

Unregistered vehicle permit.

Need to register my boat, trailer, Motor Bike.

Imported Vehicle, how do I?

Change my OS licence.

I want to check; Stolen, Write Off, Finance I want to book my; Learners, HPT, Driving Test. I want to change, cancel, transfer my booking. Cancellations; What is my refund? Demerit Points - How many do I have? General Information Payment - Rego

How do I transfer? Where's my renewal? Want to add a concession. When is next available? How do I get my licence back? Vehicle in incorrect name. Refund; Paid Twice, paid wrong rego. Payment - Booking Have you got any cancellations?

Roadworthy Enquiry

Can I order xxxx plate?

How do I change my plates?

3rd party declaring driver concerns.

Dob In

Report - Potential Incident

Is this combination available?

vehicle safety fatigue

Report - Incident

Customers don’t get the process

Backlogs for key process

We messed up?

It’s on the site…no awareness or promotion?

Missing functionality

Page 72: Future proofing the_contact_centre

72

Idea 4: Immediate and cheaper

feedback mechanisms Could you get your staff to ask a Net Promoter

Question after a call?

Could they do it only when being observed?

Could you use automated IVR or email?

Opt in? Agent Initiated? Random sample? All of the

above?

Could you use your mystery shop/research to guide

deeper dives?

Could you use automated mechanisms to drive

quality? Why random sample?

Could you make feedback constantly available (e.g.

every page on your site, after every call)

Page 73: Future proofing the_contact_centre

73

Idea 5: Bring it all together

Customer

Jan-07 Feb-07 Mar-07 Apr-07 May-07 Jun-07

01/07/2007

(upto 8th

July)

3848 7677 10532 9369 12899 10739 2780

Yes Repeat Call 53% 52% 51% 50% 50% 48% 50%

No Fresh Call 47% 48% 49% 50% 50% 52% 50%

Resolution 47% 48% 51% 58% 63% 64% 67%

No Resolution 53% 52% 49% 42% 37% 36% 33%

Resolution 71% 72% 76% 80% 82% 83% 83%

No Resolution 29% 28% 24% 20% 18% 17% 17%

Resolution 59% 60% 64% 69% 73% 74% 75%

No Resolution 41% 40% 36% 31% 27% 26% 25%

Positive Rating 4 & 5 65% 66% 68% 69% 69% 70% 71%

Neutral Rating 3 13% 13% 12% 12% 11% 11% 11%

Negative Rating 1 & 2 21% 21% 20% 19% 20% 19% 19%

Positive Rating 4 & 5 62% 62% 65% 74% 81% 81% 82%

Neutral Rating 3 6% 8% 7% 8% 9% 9% 9%

Negative Rating 1 & 2 32% 31% 27% 18% 10% 10% 10%

Positive Rating 4 & 5 67% 64% 67% 72% 78% 78% 77%

Neutral Rating 3 12% 14% 13% 13% 12% 12% 13%

Negative Rating 1 & 2 20% 22% 20% 15% 10% 10% 10%

Mean Avg of Rating 3.8 3.7 3.8 4.0 4.1 4.2 4.2

Positive Rating 4 & 5 65% 66% 69% 70% 69% 70% 69%

Neutral Rating 3 17% 17% 15% 16% 15% 15% 16%

Negative Rating 1 & 2 18% 17% 16% 15% 16% 15% 14%

Mean Avg of Rating 3.7 3.8 3.9 3.9 3.9 3.9 3.9

Q3. Do you feel that your query was fully

understood?

Q4. How would you rate the advisor on

courtesy? (effective 14 Apr 07)

Previously - Was the advisor helpful and

polite?

Q5. How would you rate the advisor

overall?

Q6. How would you rate the call overall?

IVR SURVEY (Overall Contact Centre- Monthly)

Total Number of Surveys

Q1. Have you previously called 3 for the

same reason?

Q2. Has your reason for the call been

resolved? (effective 14 Apr 07)

Previously - Do you think that you will need

to call again for the same reason?

Repeat Call

Fresh Call

Overall

Parameter - Customer Expectiations Modified Questions ImpactRating

Scale

Rating

Scale

Rating

ScaleRank Weights

Service request denied Was the customer's issue resolved? CE Yes No 1 8%

Service request denied Was the customer's issue resolved on the call? CE Yes No 2 8%

quickly resolve my issueDid the advisor control the call in an efficient manner where

required?CE Yes No 3 7%

keep promises that you make Did the advisor follow up on promised actions? CE Yes No NA 4 7%

give me correct information Was correct information provided to the customer? CE Yes No 5 7%

tell me everything I need to know Did the advisor set the right expectations? CE Yes No 6 6%

understand what I am talking aboutDid the advisor understand and identify with the customer's

issue?CE Yes No 7 6%

speak in a way that I can understand Did the advisor speak in a way that was easy to understand CE Yes No 8 6%

own the issue/ don't pass the buck Did the advisor take ownership to resolve the customers issue? CE Yes No NA 9 5%

show concern for my problem Was the advisor concerened and helpful? CE Yes No 10 5%

listen to me Did the advisor listen to the customer? CE Yes No 11 5%

Ask the right questions Did the advisor ask appropriate questions? CE Yes No NA 12 4%

do not transfer meWas a transfer required and if so, was the transfer made to the

correct department?CE Yes No NA 13 4%

keep me informed Was the customer kept informed? (cc affecting) CE Yes No NA 14 4%

Should be polite Was the advisor courteous? CE Yes No 15 3%

I should not have to contact again Is the customer contacting for the first time regarding this issue? CE Yes No NA 16 3%

remember what I mentioned earlier/don't

make me repeat

Was the customer made to repeat information needlessly?

(applicable on repeat call)CE Yes No NA 17 3%

do not place me on hold Was hold required and if so, was it appropriate? CE Yes No NA 18 2%

Maintain my records Did the advisor leave valid notes on the account? CE Yes No NA 19 2%

Ease of finding the right person to talk to Has the customer got to the correct department via the IVR CE Yes No 20 1%

Keep my information secure Did the advisor validate the customer where required? CE Yes No NA 21 1%

have tools/information readily available to

help myselfWas self care available to resolve this query? CE Yes No NA 22 1%

Quickly find the right person to talk to

(within 5 secs)Quickly find the right person to talk to (within 5 secs) CE No NA 23 1%

make me feel special Was there an opportunity to make the customer feel special, and

if so, did the advisor make use of this opportunity?CE Yes No NA 24 1%

Was information available to resolve the

customers queryWas information available to resolve the customers query BE Yes No NA

Communication skills Was the communication effective? BE Yes No NA

Speak positive of our productsDid the advisor speak in a positive way about the products and

services of 3BE Yes No NA

No Weight

No Weight

No Weight

Complaints Call

quality/

Repeats?

?

Marketing

survey Research

Report

Retail

WOCAS

Aggregation

Prioritised

actions

Business

Owners

accountable

Comms:

“You said,

we did”

Operations

Call Centre

WOCAS

Resources

Agreed +

Solution

Build

solution +

make

change

Page 74: Future proofing the_contact_centre

74

Bringing it all together - 2

Page 75: Future proofing the_contact_centre

75

Tricks for New Players

What is the contact frequency?

What customer experience are you creating through

the feedback?

What expectation are you creating for your front

line?

Who do you need around the table?

Do you have time to listen and aggregate?

Will it “rain projects” and how will you sort through

that?

Page 76: Future proofing the_contact_centre

76

Use of feedback case: Vertu

100% owned by Nokia

Over 80,000 customers

37+ countries, 300+ outlets

4 phones in the collection

Prices from $4,000 to $250,000

Over 300 staff. Recruited 70 last year

Over 100 people employed in production

facility at the HQ in the UK

Producing over 1000 phones per week

Strategy “To Build the “Rolex” of mobile phones by doubling sales

revenue during 2006 and ultimately creating a €1bn+ business with a

60% gross margin”

Page 77: Future proofing the_contact_centre

77

Big marketing ideas = big service

issues!

Page 78: Future proofing the_contact_centre

78

Typical Vertu Voices

“I don’t understand the repair quote”

“Why is the charge different to the repair quote?”

“Why have I been charged VAT / tax?”

“Don’t you stock accessories?”

“What accessories do you offer?”

“I thought the phone was still under warranty”

“Why isn’t my phone back from repair by now?”

“How do I set up roaming services?”

“What is concierge and how do I use it?”

“I spoke to someone at concierge but they didn’t call me back”

Customer wanted to buy but wasn’t happy with xxx feature

Marketing material is not available

Not enough display collateral

Page 79: Future proofing the_contact_centre

79

Successes Leatherware

Clarified the scale of a recognised issue. 2-3 complaints/month

Resulted in a change of leather suppliers

Battery performance

Highlighted specific issues that were not understood. Confirmed the

scale of the problem. Ascent phones, 1-2 problems/week

Resulted in a rebuild of the battery management application in the

phone

Page 80: Future proofing the_contact_centre

80

Why Do We Use Feedback Good reasons

Understand and improve agent performance

Understand and improve products and processes

Understand and improve Company performance

Understand competitor products and services

Obtain suggestions for improvement

Monitor and improve change

Other Reasons

Regulated that we must

So we know how we’re travelling

We always have

To show us where to research further or assess performance more

deeply

Page 81: Future proofing the_contact_centre

81

Mechanism List Phone/mail/email/direct

Customer sample phone or email research (periodic sample)

Transaction/event initiated after the fact research (event sample)

Mystery shopping (by others/by you)

Immediate post event feedback( opt in/agent initiated)

At end of contact feedback (how did I go today)

Call quality

Contact demand

What our customers are saying

Customer initiated

Complaints/complements

Regulator

Page 82: Future proofing the_contact_centre

82

Wrap Up

Sales and Service Operations

Contact Centre

Operating Model

P.R.I.S.M.(T) Front Office Back Office

Internet

Feedback/

Listening

Mechanisms

Improvements

Selection and

Prioritisation

Change and

Measurement

Some ideas to fix the PRISM things in your

control ?

Improvements across the business ?

Better ways to listen and act ?

Page 83: Future proofing the_contact_centre

83

Wrap up and Discussion

For further information please contact

Steve Mitchinson David Jaffe [email protected] [email protected]