interactions 2012 v0.2
DESCRIPTION
Some overall thoughts on future trends in interaction managementTRANSCRIPT
Interactions 2012 JW Marriot Hotel, Indianapolis
A brief look at trends including:
•A consultants perspective
•The IP Call Centre and IP Telephony space.
•Predictions for the short and long term
•Directions for consolidated vs. distributed call centres,
•Multimedia and its value
•Use of social media
Page 1
APAC wide trends across the customer interaction space – a consultants view
Presented by Steve Mitchinson
Associate Director, Limebridge Australia
Some general observations
Customers expectations are moving faster than most service providers can adapt
Traditional contact centres are designed around “process” not “experience”
Too few understand the dynamics/opportunities of CC “supply & demand”
Current work allocations models don’t work in this complex environment
The customer's key requirement is to get through to an informed individual
85% percent of customers happy to transferred to an expert
A rethink of recruitment practices & profiles – the changes in complexity have significant training and recruitment implications in order to meet the different requirements of the different channels.
To be an expert in connected digital world all you need is a browser
Ill considered social media strategies – maybe you don’t all need to be in the middle of the dance floor
Page 2
The Journey – are we there yet? Call Answering to Conversation to Interaction to Customer Intimacy
Page 3
Steps Triage Containment Quality
Service
Function
Neutral
Location
Neutral
Integration Media Neutral
Integration Interaction
Mgt
Technologies PBX/Key
system
ACD Skills
based
routing,
IVR,
Predictive
Dialers,
CTI, Call
recording
Call blending
& scripting,
integrated
front office
applications,
data mining,
multi-
skilling,
quality
monitoring
Network-
based
routing,
distributed
switch/CTI,
distributed
workforce,
remote
agents,
advanced
management
and tools
Workflow
transaction
recording,
ERMS,
integrated
front
office/back
office,
integrated
management
Web
enabled,
web chat,
response,
speech
recognition
, video
Workflow
transaction
recording,
ERMS,
integrated front
office/back
office,
integrated
management
Strong
process re-
engineering,
change
management
and
knowledge
management
emphasis,
cultural
transition
Capabilities Answer
the
phone
Answer calls
efficiently,
control costs,
call queuing
Route
calls to
most able
agent,
once call
that’s all
focus,
improved
service
Collect and
use
information
about
customers
at point of
contact,
defensive
revenue
generation
End of
distance
impediments,
improved
resilience,
efficient
support for
the global
business
Integration,
control,
efficiency,
understandin
g and
support for
more
complex
transactions
Customer
choice of
contact &
media;
emphasis
moves to
the
transaction
not the call
Integration,
control,
efficiency,
understanding
and support for
more complex
transactions
Pro-active
revenue
generation,
customised &
optimised
response to
every contact
Phases Call Handling Call Centre Contact Centre Cloud/BPO
Are we there yet – obviously not
Page 4
Customer Expectations They are not what they used to be
1. Remember me
2. Recognise & respect my value to you
3. Know me - recognise and identify my needs
4. Connect me to the person/solution best able to assist me – now
5. Provide me with (an integrated) choice
6. Help me – be proactive, partner with and educate me
7. The customer's key requirement is to get through to an informed individual – research by BT suggests 85% percent of customers are happy to transferred to an expert
How can you achieve this more readily?
Page 5
Contact Centre of the Future
Page 6 Source: Peppers and Rogers May 2012
5 Ingredients That Support Great Interactions
Page 7
Management
Processes
People with the skills, knowledge, motivation and support to deliver effective service
What To Look For
Customers
An approach to culture and leadership that creates engagement, motivation & effectiveness Reports & Measures that drive improved outcomes
Employees
Systems The systems and tools are in place to deliver effective outcomes The systems and tools in place are being exploited
Processes that are efficient and make optimal use of resources & systems Processes that empower and allow staff to meet or exceed customer expectations
The voice of the customer is understood and used to drive business improvement An integrated channel strategy exists
IP Telephony and the Cloud Benefits to engagement
Win the hearts and minds of your employees and you will win the hearts and minds of your customers
Linda Simonsen, CEO, Future People May 2012
We must :
Attract, engage, and retain employees in order to attract, engage, and retain customers
To deliver this you must provide agents with Empowerment. You can only provide effective empowerment if you have:
1. An integrated suite of easily accessible and easy to use tools (or set better than your competitors)
2. Up-to-date and relevant customer insights so that staff can complete meaningful and effective interactions with customers.
3. More powerful management tools to guide your decisions and performance- in real time
Page 8
The move to IP Telephony It has taken a while but....
International Data Corporation (IDC) recently forecast IP Telephony market growth of 95% over the next five years in the APAC region
As traditional technology reaches the end of its lifecycle companies are looking to control upfront costs and many are finally realising that IP telephony services are an attractive option to:
Control up front costs but more importantly to better enable business functionality
Improve disaster recovery capability
Reduction in floor space and associated overheads , through hot desking and tele-working – often refereed to as our “our green initiative”
Productivity growth, through the introduction of new functionality
integration with other applications, such as CRM or Outlook to improve both productivity and customer focus
Page 9
The growing acceptance of “the cloud”
Page 10
A recent Accenture report suggested that Cloud has reached a “tipping point” The Australian Outsourcing Report 2012 (May) suggests 35 percent of organisations are now considering cloud computing when making the decision to outsource, and 15 percent have adopted cloud computing at an enterprise level as part of their outsourcing strategy. As major enterprises adopt it, the “security fears” will dissipate. Because the cloud typically lowers costs smaller enterprises gain technology advantages typically enjoyed only by larger companies at a fraction of the cost – improving their competitive position. We see examples of cloud computing changing the structures of businesses and markets and helping get new products to market much faster. Coupled with the flexibility of smaller enterprises this suggests cloud computing my well change many industries.
Remember a time when newspapers dominated news dissemination and classified advertisements
– how things have changed! The same debate is now focussed on retailers
The lesson from newspapers and retailers is that when an opponent – regardless of how small –
gains a significant advantage, you ignore it at your peril.
What do we see driving these trends
•Ever increasing customer expectations that place increasing pressure on companies to deliver consistent, timely and effective outcomes time after time
•Service providers need to be more responsive
•The goalposts for each of those requirements shifts constantly- in the customers direction
• Customers now make the choice of channel – not the provider (65% will switch between channels)
•Respect for the customers time is finally being recognised
•Increased and often global competition means you don’t get a second chance
•The increasing cost and complexity of “owned infrastructure” is often the limiter
Page 11
The Phases of Outsourcing From cost decision to strategic decision
– BPO 1. 0 – Lift & shift
– BPO 2.0 – Business Process Improvement
– BPO 3.0 – Cloud Opportunity
– BPO 4.0 – Big Data & Multi Media
Page 12 Source: Martin Conboy, www.thesauce.net.au
Social Media Or .....Social Confusion
Page 13 Source: http://www.businessinsider.com/
22/5/2012
In SmartCompany’s survey on business tech use, one statistic that stood out was that less
than 30 per cent of businesses were happy with their returns on social media.
Fabio
Removing the Barriers Organisations are starting to understand the benefits of integration
Enterprises are now starting to understand the barriers that stand in the way of achieving the desired outcomes.
•The inflexibility of premise-based contact centre systems- increases in demand or a need to add new functionality can take weeks ( or even months if Capex is involved)
• Organisational silos that exist internally between different data, systems and processes can be overcome more easily
•Knowledge gaps – too many IT Depts/CIO’s are now “behind the curve”
•Artificial walls that exist between retail, contact centre and back office
•Ongoing negativity towards outsourcing of work (jobs) as the best “cost reduction” option
•Costs of ownership – CC investments are often low in priority
Page 14
The cost effective integration of various systems via cloud based services can quickly provide a richer, cross channel view of customers and their value, status, preferences and history. This “single view of a customer” empowers staff to deliver the interactions customers expects or more importantly demand
Getting it right
Far too many implementations fail the “partner test”
Enterprises (not MIS managers) need to put in the effort to find a provider and a solution that:
•Acts like a partner
•Focuses on your needs, not their product
•Optimises your business processes for your clients – not to meet their sales pitch
•Minimises the time to deliver and can do it on time and on budget
•Embeds (as opposed to transfers) knowledge into your business
• Effectively reduces risk
• Controls your costs
Page 15
In summary Clients need...
Page 16
A different complexity model
A rethink of recruitment, learning & development
Revised and more meaningful metrics
Contact centre-style queuing and routing capabilities for back office or process work to deliver more effective and accurate prioritisation and distribution of that work activity
Automated escalation functionality that ensures service level goals are met
A presence capability to support work assignment to improve customer responsiveness
Recording solutions that go beyond outdated QM practices – it is also an essential part of ensuring compliance with both best practice business processes and regulatory requirements
Effective real-time monitoring to provide management with the desired level of visibility across all activities to allow more effective interventions
Integrated reporting that provides the ability to manage and respond to each variation
Technology which improves flexibility, ability to respond and enables employees to participate in businesses processes from anywhere in the world.
Solutions that support better outcomes and accelerate competiveness
Page 17
Source:
https://www.mckinseyquarterly.com/PDFDownload.aspx?ar=2975&srid=17
Recommended Reading Minding Your Digital Business – McKinsey Global Survey May 2012
Page 19
LimeBridge Australia
Who we are Limebridge Australia is a specialised consultancy firm that helps it’s clients deliver better sales and service interactions with their customers. We work across all types of customer interaction and have an outstanding track record in delivery of operational improvements that are better for the company and customer. We have a blue chip list of past and present clients who are references for our work and results.
► We improve the customer experience and create 20-40% capacity within four months through operational transformation
► We deliver benefits in all customer contact points including call centres, self service, retail and back office administration
► We start with a targeted diagnostic of 4-6 weeks which confirms the customer benefits, the size of the prize and the changes our clients need
► Our point of difference is that we work with and train our clients people in our methods so that they can improve continuously.
Victoria L27 101 Collins Street Melbourne Vic 3000 T +61 3 9499 3550 E [email protected]
New South Wales L57 MLC Centre, 19-29 Martin Place Sydney NSW 2000 T +61 2 9238 6265 E [email protected]
Western Australia L18, Central Park 152-158 St Georges Terrace Perth WA 6000 T +61 8 6311 4699 E [email protected]
Queensland Level 36, Riparian Plaza, 71 Eagle Street BRISBANE QLD 4000 T +61 7 3121 3058 E: [email protected]