inline client experience measurement oct8th
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INLINE CLIENT EXPERIENCE MEASUREMENT Using analytics and insight to measure your client experience as it happens
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Inline Client Experience Measurement Using analytics and insight to measure your client experience as it happens
Evaluate Assess customer
experience across channels and operational
Tools and Analytics
Instrument channel activity and operational
processes
Take Corrective
Action Address Process or Customer Issues
Continuously Improve
and Refine Refine and Improve
Operational Processes and
Channel Performance
Determine Thresholds / Triggers for Intervention
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Inline Client Experience MeasurementCapturing and Applying Significant Insights
Truth CountsUse real data to create insights.
QuantitativeUse data and insight to change the discussion. No feelings or impressions permitted – what did the client actually experience?
QualitativeRelate conversations and surveys with customers to the operational inline measures.
Iterate The Results Iterate the development and keep upgrading the value of the insight.
Blend and Relate Many SourcesMeasure end to end and top to bottom.Change the control, risk and verification paradigm through ETE process design
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Inline Analytics – How to Think About It Real-time or near real-time measurement
ObservationAnalyze customer experience at
various points of interest or relevance in the process
Set Thresholds and Triggers
Know what is normal and not normal behaviour and relate it
to the desired business outcomes
VisualizationVisualize the dashboard
compared to the thresholds and triggers
Engage Senior and Operational
Leaders to Change the Dialogue
Use the Dashboards results to drive a better client
experience, improve controls and manage costs
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Inline Client Experience Measurement After Sale Action FulfillProcess Commitment Passive InterestResearchSTAGES
Inline Metrics
Operational
Execution
Impact
Length of time on each screen.
% queries that lead to sales
Attrition % Anti-
selection %
Click through rates
Segment Orders by Channel
Risk Scores by Channel
Volumes by Channel
Rework metrics
Cycles and effort metrics
Hand off and drop metrics
Third Party Metrics Cost per metrics
Pull Through %
Follow up Survey.
Track next best action
Insight How long do people stay, if they come? What % result in a sale?
When do people leave and why?
Error rates by segment, risk score and channel. Change the design, think ETE.
Rework cycles and times by segment, channel and risk category
Who delivers well, who does not and what is the relative cost?
Which way is best to communicate with the client, what do they prefer?
Channel Entry
Research
Social Media
Web Research
Place an order
Evaluate channel effectiveness
Determine where to invest
Identify how to save lost customers
Errors and rework understood
Business cases are fact based
Client irritants are understood and action can be taken
Provide insight back to the front line near real-time
Monitor and relate social media comments to internal capability
Segment attractiveness understood
Process transformation opportunities are self evident
Ongoing measurement trending through time
Take the next best action which depends on what is best for the client
Measure the
impact
When things go wrong
How did third
parties do?
What is the cost per metric of a good and
bad case?
Engage clients after
the sale
Follow up in their channel of
choice
webweb
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Measure What People Actually Do vs. What They Say They DoSTAGES 1. Research and Passive Interest 2. Commitment and Process 3.Fulfill 4. After Sale Follow
up
Client Experience Routes
Initial Contact
Follow UpSecond Contact
Compare CompetitiveOffers
Track Key Stokes And Points of Contact
Third party
Call
Walk in
Telephone
Online Understand Clients Better
Understand segment performance
Understand peer groups
Analyze prospect performance
Frontline Metrics
Know Which Employees Did What and When
Inline Insight Into Actual Processes
Vary by Channel
Vary By Product Type
Vary By Segment
Measure Third Parties
Make Operating Model Improvements
Assess SaleModel Effectiveness
Assess Training and Support Model
Understand Employee Performance Better
Identify underperformers Identify top performers.
Paper Based Fulfillment
Records and Book of Record
E Fulfillment
Look ETE To Identify Upstream Issues
Change the dialogue Create transparency
External Metrics
Credit Bureaus
Appraisal Services
Lawyers
BPO Metrics
Additional Sales
Follow up calls
DESCRIPTION
STAGE GOAL
Know what customers did when and why
Know what front line employees did, and when and how processes performed .
Know how operations processes and employees performed
Follow up, communicate and measure third parties
ETE Process ManagementMetrics
ETE Process ManagementMetrics
Measure Third Partiesand Service Providers