cx architecture: 5 steps to transform customer …...omni-channel customer engagement strategies...
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CX Architecture: 5 Steps to Transform Customer Insights
Etech Global Services – Booth #504Workshop | Monday, September 16th
Jim Iyoob, Chief Customer Officer, Etech Global Services
Shawndra Tobias, AVP, Customer Experience, Etech Global Services
Manny Marrero, Sr Manager - Digital Strategy, Get A Room
Jim IyoobChief Customer Officer
936.371.2640
about.me/jiyoob
@jiyoob
facebook.com/jim.iyoob
linkedin.com/in/jimiyoob
www.etechgs.com | Confidential 2
• What is Customer Experience • The Only Differentiator - Customer Experience
• Customer Experience vs. Customer Service• Developing your Employees to Deliver Effortless Customer
Experience• Human Intelligence Meets Artificial Intelligence
• Recognizing The Power and Value of Customer Experience Through Human Intelligence
• Case Study• Fun and Prizes – Q&A
Agenda
MISSION
Etech is a servant leader organization providing superior customer experiences and innovative solutions which enable our clients to build stronger brands, strengthen customer relationships, and gain market share.
VISION
To make a remarkable difference for each other, our customers, and within our communities.
4www.etechgs.com | Confidential
Nacogdoches, Texas Dallas, Texas Lufkin, Texas Palm Beach, FloridaRusk, Texas
Montego Bay, Jamaica Gandhinagar, India Vadodara, India
Integrity
Valuing people
Team Work
Accountability
Adaptability
Vision
Humility
Communication
Creativity Positive Influence
TeachabilityCourage
24/7/365 · Multilingual
Etech’s Servant Leadership Commitment
JUNE3 Days before the closing of
the Nacogdoches operations, Dilip Barot, Matt Rocco and
the other investors from Etech acquire the asset of the call
center from Bellsouth Saving over 400 much needed jobs
SEPTEMBERIn addition to the headquarters in Nacogdoches, Etech opens its back-office/BPO center in Gandhinagar, India
2002Bell South
made a decision to
divest of its internal call
center in Nacogdoches
Texas
2004Launched
Lufkin center with 325 Seats
and 500 employees
2006Launched
Vadodara, India center with 200
Seats
2008Launched Rusk center
with 100 Seats and 1500 Employees
2010Launched Jamaica
center with 150 Seats and
launched Software and Development
services
2012Launched Dallas center
with 220 Seats
2014Launched Florida center with
150 Seats Etech launched Chat and email product ICE
and software Implementation service
2016Serving 30+
clients & 2000+
employees
2003 2019Etech family reached above 3000 employees and together serving more than 40+ clients
Etech Grew From 400 To More Than 3000 Employees
NO MERGERS NO ACQUISITIONS
Etech’s Journey
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Customer Engagement SolutionsInbound, Outbound, Chat, Sales,
Service & Tech Support
Etech Technology SolutionsSoftware/Application Development
Custom Reporting, WFM
Etech’s Business At A Glance
Etech InsightsActionable Insights for Total Quality
Management to Enhance Operational Efficiency & Customer Experiences
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Top Takeaways
• The need for Human Intelligence and Artificial Intelligence in Customer Experience
• Techniques Applied to Improve Customer Experience through Human Intelligence & Artificial Intelligence
• Deliver 360 Degree Customer Experience With Artificial Intelligence & Human Intelligence
Quiz Your Customer Experience Score
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1. Does your Quality team include CX SMEs?
2. Are your Quality and Training programs integrated?
3. Do you have less than 20 parameters on your scorecard?
4. Are you linking Quality and CX with corporate objectives?
5. Are you utilizing your customers to define world class CX?
6. Do your leaders seek regular guidance from the QA team to improve results?
7. Can you prove your CX and Quality Program produces an ROI?
8. Does your C-Suite describe your QA program as a “Valued Asset”?
9. Do you leverage your QA results when making process changes?
10. Do you have a closed loop feedback process to improve training?
Yes No
Yes No
Yes No
Yes No
Yes No
Yes No
Yes No
Yes No
Yes No
Yes No
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Results Your Customer Experience Score
How Does Your Customer Experience Measure Up?
> 6 Come see us, we’re hiring!
3-5 How we can help you on your journey!
<3 Your Customer called, talk to us!
Yes
Yes
Yes
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1970 1980 1990 2000 2008 2016 2019
Spray and Pray Segmentation Personalization Customization Individualization Internet ofThings
ArtificialIntelligence
Evolution Of Trends
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What is Customer Experience?
-Gerd Leonhard
Customer Experience asusual was often good enough
Good Enough is Dead
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Why The Hype For Customer Experience
Source: Customer Experience 360: Brand Experience Report
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The Only Differentiator - Customer Experience
Product Centric Price Centric Customer Experience
1920s 1990s Now
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of companies with the strongest
omni-channel customer engagement
strategies retain their customers
89%of the companies with weak
omni-channel strategies
-Aberdeen Group
vs 33%
Engaging with customer, Revenue per person
-Rain and Co
40%more
Only 5% of marketers believe
they have mastered the ability to predict
the customer journey and truly understand which
of the CX initiatives are deriving value
-VentureBeat
63% of CX pros say their firm maps
customer experiences
-Forrester
63%
Why Customer Experience Is Important
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of customers will pay more for a better customer experience
of customers feel that the companies are consistently delivering great services
What Companies Believe Is Not What The Customer Perceives
are frustrated by inconsistent experiences across channels
Source - 2011 Customer Experience Impact (CEI) Report
Source - The ninth annual Accenture Global Consumer Pulse Survey
Source - Helprace
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Companies Are Missing The Mark On Experience
51%of Customers
Say more companies fallShort of their expectations
For great experience
67%of Customers
Say their standards forgood experiences are
higher than ever
Why Companies Are Missing The Mark On Customer Experience
Source: Salesforce
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Bad Service Is The Main Reason People StopDoing Business With Companies
Over 60% of customers will move to a competitor due to
bad services
Non-personal, automated services
Wait times are, way too long
Staff aren’t, trained properly
Customers feelunappreciated
Source - Helprace
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The “Moments That Matter”?
60% Of Customer Interactions are voice.
Source: ITProportal
Whenever there is an emergency orneed for specialist advice – this goes to
83%
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Constantly Putting Customer “On Hold” Drives Them To Switch
32% Switched because they’re fed up with speaking to multiple agents
29% Switched because they’re annoyed by incompetent staff
25% Switched because they’re tired of being put on hold
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We Have Arrived At The Year Of Humanity
Emergence of People and Culture
Voice Recognition
Chatbot Rationalization
Newly Energized Executives
Customer Journey Expansion
Analytics Expertise Shortage
Customer Experience Dispersion
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Effortless Customer Service Is The Best Customer Experience
• Cross functional
• Feelings-oriented
• Attracts + retains
• Across the customer journey
• Defines the customer’s perception of the company
• Keep customers returning
• Benefits customer
and company
• Proactive • Reactive
• Single Functional
• Single point in time
• Problem - oriented
• Resolving existing customer needs
• Delivery of a service before during and post purchase
Customer ServiceCustomer Experience
VS
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Development of Employees to Deliver Effortless CX
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Is “Being Sorry” Enough?
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Harnessing AI to Decode True Customer Sentiments
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Recognizing The Power and Value of CX Through Artificial Intelligence
Large knowledge base Evaluate and integrate past observations
Goal directed, focused tasks
Consistent reasoning
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Human Creativity and Imagination
Foresight About Future Alternatives and Risks
Adaptive Dependent
Human Intelligence - The Power and Value of CX
Technology represents the HOW of changeHumans represents the WHY of change
Intuition And Emotion
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VOC Analysis
Customer Sentiment Analysis
Customer Effort Analysis
Insights for Strategic Decision
Coaching Recommendations:
Insights for Improvement
Training Need Analysis
Play Book & Recommendations
Process Recommendations:
Going Beyond Technology & Data to Reach Human Wisdom
Coach & Develop People
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FACT:By 2020, 40% of data analytics projects will relate to CX –Combination of HI & AI
Source: Gartner
FACT:Human Intelligence can not be DIGITIZED or AUTOMATED –making this extremely VALUABLE
Source – Gerd Leonhard
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AI in CX – A Myth or Failure?
I’m struggling to make sense of multiple customer data points... I need to create an
integrated view of all this info
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I need to prioritize the vital few versus the trivial many actions to improve customer
satisfaction, loyalty, and drive business results
I have a lot of data, but not sure if I’m measuring and acting on
the right things at the right time
I need to create an internal environment that nurtures and sustains continuous customer
experience improvement
My strategy for improvingcustomer satisfaction is not
producing the desired results
I’m required to create a business case to justify
resources needed to achieve meaningful progress
Day To Day Struggle
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Listen Like Leaders & How They Have Used AI
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AI Is Nothing Without HI
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Google AI Thinks Otherwise
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Human Intelligence Meets Artificial Intelligence
LEVERAGE TECHNOLOGY
LEARN WITH H.I. SCALE WITH A.I. ENGINEERING THE EXPERIENCE
REDUCE AREA OF FAILURESLISTEN – LISTEN - LISTEN
FIX CUSTOMER ISSUES
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Big Data Anyone?
1%
70%
of customer voice data is actually understood
of feedback (Voice of Customer) is shared via phone calls by your consumers
1% of actual Voice data of VOC is listened to by companies
29%of other VOC is not fully understood due to different systems or lack of tools to integrate all data together
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Visib
leN
ot V
isible
The Iceberg Effect
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Do Your Customers Know Your Scores?
How would you rate this interaction?
CSAT SCORE
EFFORT SCORE
% EASY MINUS % DIFFICULT
AGENT QUALITY
Overall QA score/rating for an agent
NPS / CUSTOMER LOYALTY
% PROMOTERS MINUS % DETRACTORS
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In Today’s World…
QUALITYSCORE
TAGCALL TYPE
CIRCLECOACHING
AGENTFEEDBACK
LIMITEDINSIGHTS
What questions do you have?
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Shawndra TobiasAsst Vice President, CX
936.371.1817
facebook.com/shawndra.tobias
twitter.com/shawndra_tobias
linkedin.com/shawndra-tobias
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5 Steps to Transform Your Customer Insights
LISTEN
IDENTIFY
ANALYZE
IMPROVE
PREDICT
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Said & UnsaidTraditional Approach - Agent Opportunities
High AHT
Dead Air
Incorrect Hold Cross Sell
Call DispositionsReason for Call
LISTEN
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Traditional Approach
Agent Opportunities- High AHT- Dead Air in between- Incorrect Hold Procedure- Reason for Call – Bucketing via call dispositions- Did the agent cross sell / upsell?
Said & Unsaid
Age
nt
Cu
sto
mer
00:00 5:12
LISTEN
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Said & Unsaid
Call Recorded Lack of Empathy Self Service
Age
nt
Cu
sto
mer
00:00 5:12
Dead Air
Negative Sentiment Call Reason
Save Attempt
Channel Switch Competitor Mention Cancel Intent
LISTENCustomer Experience Approach
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What Works!
Customers DisplayedNegative Sentiment
Interactions lacked agent empathy
Self service Was offered
Avg. Duration of Dead Air
FCR Met
25K 40K 35% 47% 3:20 82%
N = 100K Customer Interactions
LISTEN Traditional QA Insights +
where certain call reason mentioned
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Ask The Right Questions
KPI Problem Solving
CompetitionCustomer Effort
IDENTIFY
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What Works!
-6% -1% 4% 9% 14% 19% 24% 29%
C: How Do I?Military/Government
Partner EBereavement
Partner DCall to Add Baby
Web Support Walk-ThruCust. Upgrade
Repeat InformationPartner C
C: FrustrationPartner B
Trying to Use MilesRefund
Channel Switch - EmailProactive Guidance - Do Online
Trying to Use CardUnused Credit
Partner - OtherPartner A
Calling to BookA: Effort Driver B
VoucherApply Credit
Paper Voucher/DiscountProactive Guidance - Education
Ask For SaleA: Effort Driver AA: Effort Driver C
16.3
52.1
Avg Rate Opportunity
Confirmed Conversion Ratebased on this sample
ANALYZE
30%
70%
68%
48%
54%
45%
42%
46%
19%
59%
50%
54%
19%
48%
45%
36%
15%
58%
0% 20% 40% 60% 80%
Angela WS3-Jenkins
Reynaldo Nelson
Chaira Ceballos
Dawn WS3-Turmenne
Vielka Alleyne
Winston Archibold
Provide Rebuttal% Ask for Sale% Create Urgency%
48
After understanding what behaviors drive success – We can cross-train agents to improve performance
31%
55%
44%
48%
40%
52%
0% 10% 20% 30% 40% 50% 60%
Average%
Replicate Successful Skills
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IMPROVE
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Proactive Improvement in:
People:- Agent Performance- Overall Communication- Customer Expectations
Process: - Enterprise Systems- Policies and Procedures- Production and Marketing
Technology:- Self Serve Options- Support Delivery- Service Delivery
Fix What Matters!
IMPROVE
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Industry: Subscription Services
Finding 1: When a customer is offered a subscription service that they do not use, Agent use FREE Trial as a rebuttal 90% of the time
Finding 2: 85% of these customers churn within the free trial period
You have a free 90 day trial
I do not listen to lot of Orange Music
Controlling Outcomes
Population Analytics
Predictive Analytics
Prescriptive Analytics
What happened?
What will happen?
How can we make it happen?
PREDICT
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APIAI/HI
Structured Data converted intoActionable Insights/Reports
Coaching Recommendations:• Insights for Improvement• Training Need Analysis And
Identification• Agent Handbook
Call Ingestion: Direct API/SFTP
AI or HI Input as Required
Etech Database
Transforming Scores To Insights
=
Data Processing and MappingSQL DB Upload
Client Process Recommendations:• VOC Analysis• Customer Sentiment Analysis• Customer Satisfaction Drivers• Insights for Strategic Decision
API Integration
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Effectiveness Rating Evaluated 170k +
calls on scorecard to give detailed output
using AI
Manny MarreroSr Manager - Digital Strategy
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https://www.linkedin.com/in/manuel-marrero-952461184/
214-253-6816
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Getaroom® was created to offer you the very
best values at hotels and other types of lodging
in major destinations worldwide. Getaroom®
was founded by the former CEO and President of
Hotels.com, Dave Litman and Bob Diener,
respectively
We understand that finding the right hotel is
important to you and getting a great value can
mean more savings for you to enjoy your trip.
Who Are We
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Etech Relationship
• Started with QA in 2015• RTA, WFM• Fraud• Back Office• Call Center Sales & Customer Service
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How GAR uses Etech’s data?
• New Booking/Sales• Customer Service/Rebooking/Retention• Case Study – Sales Behavior Analysis
Goal: 30%
57
MTD Conversion: 29%
25
39
37
73
41
05
32
34
22
33
32
78
34
53
37
63
35
63
40
19
30
76
21
96
35
02
34
27
31
88
31
63
33
36
29
90
22
37
30
82
31
04
30
36
30
38
30
47
25
15
19
97
31
04
31
43
28
37
28
62
31
44
10
92
14
95
15
75
10
09
87
8
14
18
14
09
14
96
15
45 16
29
11
88
10
11
15
25
14
46
13
62
12
65
14
63
10
46
87
0
13
23
12
69
13
44
12
37
12
42
99
0
88
9
13
84
13
37
12
63
12
00
13
11
30%
28%28%24% 28%
30%29%
28%
30%29%
28%
31%30% 30% 30%
29%31%
26%28%
30%29%
31%29% 29%
28%
31% 31%30%
31%30% 30%
0%
5%
10%
15%
20%
25%
30%
35%
0
1000
2000
3000
4000
5000
6000
Non-converted Calls Converted Calls
• Etech filtered the total volume of 168,771 calls using the “ Number of Adult – Verification” Category to determine the potential sales calls
• Total Call Volume Represented in the Graph: 135,495• Total Calls Converted: 39,511
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Understanding the Whole Population
LISTEN
58
Isolation Forest - AHT
Average Handle Time (mins)
% o
f C
alls
ab
ove
15
Min
ute
s p
er a
gen
t
*Each individual dot represents an agent
Common (inside the box)Average % of Calls above 15 Mins per agent: 14% -30%AHT: 8.58 – 12 Mins
Anomaly/Outliers (outside the box)
Average % of Calls above 15 mins per agent: > 30%AHT: > 12 Mins
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0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
4.00 6.00 8.00 10.00 12.00 14.00 16.00 18.00
Site 1 Site 2 Site 3
LISTEN
59
• Co-efficient Value shows a correlation between the observed outcomes and the observed predictor values. The value of co-efficient is always between +1 and –1. The closer it is to +1 the stronger the correlation.
• This Analysis statistically proves the hypothesis that Asking for Sale, Providing Rebuttals, & Creating urgency are directly correlated to the conversion on an Enterprise Level and can be used to fuel a predictive model
10816
10816
271830%
30%
40%
Crucial Behaviors & Success Probability
Ask for Sale Urgency Objection Handeling
Inner Circle: Total Population
Outer Pieces: Success Percentage
of the Behavior
Co-Efficient Value: 0.9435
Statistical Success Rate: 30%
Statistical Success Rate: 40%
Coefficient Value: 0.7029
Co-Efficient Value: 0.7152
Statistical Success Rate: 30%
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Behaviors by the Numbers
IDENTIFY
Objection Handling
60
Total Call Volume : 135,495
Sale, 39511No Sale, 95984
54
34
9
10
98
2
16
76
0
14
01
5
15
06
2
24
32
7
15
96
7
27
01
52
18
42
93
48
83
64
49
29%25%
31% 31%32%
27%
Benchmark , …
0%
5%
10%
15%
20%
25%
30%
35%
0
10000
20000
30000
40000
50000
60000Call Outcome - Vendor Wise Analysis
Potential Sales Calls Sold Conversion % BenchmarkVendor 1 Vendor 2 Vendor 3 Vendor 4 Vendor 5 Vendor 6
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IDENTIFY
No Sale Break Down – Enterprise Level
61
No Sale Calls Vs Crucial Behaviors – Asking For Sale
Vendor 3 lost $552,000 in
potential sales by not asking for
sale on 80% of the No Sale
calls
Vendor 1 Vendor 2
Vendor 3
Vendor 4
Vendor 5
Vendor 6
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The Drill Down
ANALYZE
Vendor 3, 20 %
Vendor 1, 38%Vendor 4, 49%Vendor 2, 50%Vendor 5,,52%
Vendor 6, 59%
Vendor Wise Comparison - Asking for Sale on No Sale Calls
62
Behavior Optimization
Primary opportunity was derived based on the impact that behavior will have on the conversion
Asking for Sale - Impact Bucket
Creating Urgency - Impact Bucket
78%
78%
76%
74%
71%
65%
65%
62%
61%
57%
56%
56%
56%
55%
53%
51%
49%
45%
32%
22%
22%
24%
26%
29%
35%
35%
38%
39%
43%
44%
44%
44%
45%
47%
49%
51%
55%
68%
Kemar Morrison
Tevin Daniels
Adrian Samuels
Tennica Powell
Demar Tomlinson
Shanese Anderson
Lionel Reid
Shelly Whyte
Conroy Field
Akeem Lawrence
Trevaun Hamilton
Matthew Brown
Sydonnie Martin
Cleon Dougherty
Georgina McIntosh
Shekera Bicarie
Malik Thomas
Samantha Campbell
Jardine Lawrence
Ask for Sale
65%
62%
52%
50%
0%
35%
38%
48%
50%
100%
SteveWilliams
SanoyClarke
DeanoMaine
TashayCampbell
SamuelEllis
Create Urgency Didn't Create Urgency
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Playbook
ANALYZE
63
Drive Quick Improvement
Creating Urgency functioned as
a successful rebuttal for the top 3 objections
Lowest price rebuttal was successful 23% of
the times when customers objected to the price being offered
2%
7%
7%
15%
26%
36%
2%
3%
8%
13%
23%
30%
1%
3%
4%
8%
14%
19%
Holiday
Stay onPhone
CheckOther
Property
FreeCancellati
on
LowestPrice
Urgency
Successful Rebuttals Against the Top 3 Objections
Consult withsomeone
Rates too high
Call back later
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Discounted rates: 198
IMPROVE
64
Drive Quick Improvement - Practical Application
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IMPROVE
Rebuttal Tactic Scenario Practical Application 1 Practical Application 2 Practical Application 3
Creating Urgency
Callback LaterWe only have limited rooms left, I do not guarantee for the availability when you call back
Only 2 rooms left and it is possible that you do not find availability when you call back
I would rather hurry up and book before it sells out instead of calling back
PricingWe only have 2 rooms left on this rate and this is the cheapest that I can get
On this rate, I only have 1 room leftI only have 1 room available on the most discounted rate
Consult SomeoneWe have 90% occupancy at the property, I can wait online when you consult with your husband/wife
We only have 2 rooms left, and cannot guarantee the availability while you consult with your husband/wife
Can you quickly consult with your husband/wife, as the rooms are getting booked so quick?
Lowest Price
Callback LaterThis is the cheapest limited rate we are running and you might not get the same rate when you call back
This is the most discounted rate that we have which is for a limited time period and I do not guarantee that you will get it when you call back
This cheapest rate is for very short period and you might not get it when you call back
PricingIt is the cheapest rate that you will get around the entire area
We give 25% discount on the normal rates which is the cheapest that you will get for this room
We give highest discounted rates compare to the normal AARP & Govt./Military discount
Consult SomeoneI can wait over the call when you consult as you might not get the same rate available
This is the lowest rate that you might not get again if you do not take it right now
You would rather like to hurry up and get this lowest rate instead of consulting with someone
Free Cancellation
Callback LaterYou can book it now and call back if you change your plan as it is free cancellation
I would rather suggest you to make the room safe instead of calling back as it is free cancellation
There is no cancellation fee, you can call back if you change the plan and get full refund
PricingI can also offer you cheaper price with free cancellation
You can book the room and cancel it anytime getting full refund if you find cheaper rate anywhere else
This is the refundable rate and you can cancel anytime if you find cheaper than this anywhere
Consult SomeoneYou can also make the room safe and cancel at any time with getting full refund after consulting
It is free cancellation, so you can cancel it without getting charged after consulting
I also have refundable rates specially for you as you want to consult with your husband/wife before booking, you can cancel anytime if you change your plan
23106
24261
26572
30038
34659
29196
30656
32116
33575
35035
$2,163,200
$2,367,702
$2,480,400
$2,593,180
$2,705,797
$2,000,000
$2,100,000
$2,200,000
$2,300,000
$2,400,000
$2,500,000
$2,600,000
$2,700,000
$2,800,000
10001500200025003000350040004500500055006000650070007500800085009000950010000105001100011500120001250013000135001400014500150001550016000165001700017500180001850019000195002000020500210002150022000225002300023500240002450025000255002600026500270002750028000285002900029500300003050031000315003200032500330003350034000345003500035500360003650037000
Current Improvement 5% Improvement 10% Improvement 15% Improvement 20%
Asking forSale
CreatingUrgency
Revenue
65
Predictive Model: Successful Behaviors Increase Revenue
Present Rate
$2,367,702
+5% Improvement
+10% Improvement+15% Improvement
+20% Improvement
$2,480,400
$2,593,180
$2,705,796
By Improving Asking for Sale and Creating Urgency on an
enterprise level by 20% in
the sample set of 44,374 calls, our predictive model forecasted an increase of
$542,597in the revenue
Note: This model is based on the data collected in the month of July. These analysis will be run quarterly to ensure we have enough data to observe any new patterns or see any visible deviations from the last output. www.etechgs.com | Confidential
Service
PREDICT
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Key KPI & Revenue Impact
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Results
33%Revenue Growth
22%Decrease in Hold
Time
31%Additional Call
Handled
2%Increase in Conversion Rate
8%Increase in Effectiveness Score
The 2% increase in conversion resulted in more than $542K in
incremental revenue and is about a 2000 basis point improvement
8%Increase in
Effectiveness Score
2%Increase in
Conversion Rate
3%Decrease in
Cancellation Rate
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SO What??!
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What Happens When We Don’t Evolve
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Top Takeaways
• The need for Human Intelligence and Artificial Intelligence in Customer Experience
• Techniques Applied to Improve Customer Experience through Human Intelligence & Artificial Intelligence
• Deliver 360 Degree Customer Experience With Artificial Intelligence & Human Intelligence
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Customer Experience Change – Exponential or Gradual?
The changes are COMBINATORIAL – Human Intelligence and Artificial Intelligence together amplifying on creating a PERFECT STORM of change to customer experience. -Gerd Leonhard
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The Crystal Ball has Arrived
The New Way To Work Is to Embrace TechnologyBut Not To Become it.
-Gerd Leonhard
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In a world driven by tech…Your people matter more than ever.
Job looks the same butyour customer expectations have changed.
Machine Learning Is Lost Without People
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Record your Calls Capture Metadata Define ObjectivesMeasure Effectiveness
Monitor & Evolve Ongoing Refinement
We Focus On CX, YOU Decide ToolsIMPLEMENTATION STEPS
Paper Form Excel
Artificial Intelligence & Human Intelligence
TOOLSVolume, Commitment to Customer Experience
DECIDING FACTORS
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Every customer call contains thousands of business-changing data points.
Stop guessing.Start acting.
Visit us at booth #504
Contact: [email protected]
Want a copy of deck www.etechgs.com/presentation
www.etechgs.com/ebook