future proofing the_contact_centre
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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
2
Welcome
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?
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
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
6
What are you being asked to
do...
7
What are you being asked to
do...
8
Source: Tim Pethick, Founder of Nudie Juices
Lets Challenge the Red Dots
9
How do we approach opportunities
10
How does your thinking style
affect your centre’s results
11
How does your thinking style
affect your centre’s results
12
Group Highs & Lows E
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cy re
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Fin
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Te
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Pa
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Cri
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dic
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Go
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- O
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Me
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Reg
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Sa
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Qu
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cri
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co
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Po
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Te
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Rela
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Com
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Custo
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Com
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Cultu
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alu
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Reco
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inn
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En
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on
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Fu
ture
Tre
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New
Co
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pts
Nation
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orl
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sues
Vis
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Pu
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Lo
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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
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3
3
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3 6
6
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9
9 9
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Group Highs & Lows
X X
X X
X
X X
X
14
3
3
3
3 6
6
6
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9
9 9
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Our Group Thinking
15
How could you improve
performance
16
2. How Good is My Operating Model: Agenda
Self assessment
Model alternatives
Processes
Other Dimensions
A case study
17
Operating Model Self Assessment
Processes
Resourcing
Holds
Induction
Transfers
Repeat rate
Hand off rate
Team leader time
GOS management
Measures
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
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
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?
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
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)
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
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
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
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
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
28
Technology – 6th Dimension Speech recognition
Call Recording
Performance
Management and Reporting
CRM/View of customer
CTI
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
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
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
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
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
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
35
Where does my call centre fit?
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
37
Structure Conduct Performance
Industry The Organisation
What drives the need for
change
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
39
Interactive Induction training
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
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
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
43
Moving the Back to the Front
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
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
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
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
48
Get self service working better
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!!
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
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
52
Get self service working better
Benefits:
Reduces call demand
Improves customer satisfaction
Improves staff satisfaction
Reduces costs & lifts revenues
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
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
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
56
Flexible resource pool
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
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
59
Reduce operating hours
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
61
Reduce operating hours
Benefits
Easier rostering
Improved staff engagement
Lower costs
○ Turnover
○ Recruitment
○ Training
○ Outgoings
○ Productivity
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
63
Section 3
Rethinking Customer Feedback
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?
65
The Model Answer
See back of deck
66
Fit for purpose? How will it help with performance Actioned how
Feedback for who?
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?
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
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
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
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
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)
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
74
Bringing it all together - 2
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?
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”
77
Big marketing ideas = big service
issues!
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
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
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
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
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 ?
83
Wrap up and Discussion
For further information please contact
Steve Mitchinson David Jaffe Steve_mitchinson@limebridge.com.au David@limebridge.com.au
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