the human face of customer experience technology

BEST PRACTICE WEBINAR

The Human Face of Customer Experience TechnologyHear the Michigan Office of Child Support Success Story

© 2014, Genesys Telecommunications Laboratories, Inc. All rights reserved.

2

Speakers

Monica BowmanDirector of Operations

State of Michigan, Office of Child Support

Scott KolmanVP of Products and Solutions Marketing

Genesys


3

Agenda

• The significance of Managing Customer Journeys

• Contact Center Evolution to Journey Orchestration

• Michigan Office of Child Support Success Story


4

Companies view

customer experience

as one of their top

priorities

Use customer experiences

as a competitive

differentiator

Forrester: The State Of Customer Experience, Management, 2013

Customer experience is a top driver for many companies


5

Yet Few Companies Deliver an Outstanding Experience

Source: January 21, 2014, “The Customer Experience Index, 2014” Forrester report

53%

Very Poor(0 to 54)

42%

Poor( 55 to 64)

OK(65 to 74)

Good( 75 to 84)

Excellent( 85+)

37%

11%10%

1%


6

$5.9Trillion

of global revenue to play for from customer switching because of poor service

Asia – China & India

North America

Western Europe

Rest of Asia-Pacific

Central & South America

Eastern Europe, Middle East & South Africa

1.7

1.4

1.0

0.8

0.5

0.5

And more than ever, customers are willing to switch as a result of poor customer experience

The 2013 Global Consumer Pulse Research published by Accenture entitled Digital Customer: It's time to play to win and stop playing to lose

Customers who switched companies due to poor service in at least one

industry last year

66%

Feel their service provider could have done

something to prevent them from switching

82%


7

‘Low Effort’ Is Great Customer Experience

88%Of customers with low effort increase spend

Source: CEB

•Of customers with low effort will repurchase

94%

Source: CEB

< 50%Of customer satisfied

with transitions from web to phone

Source: Forrester

Source: Forrester

Only 1 in 3 companies deliver a positive customer experience


8

Fragmented Silos Degrade CX and Increase Effort

Siloed and Fragmented Business and Touchpoints

Delivered with Fragmented and

Incomplete Solutions

Chat

CRM

ACD

SFA

Social

Mobile

WebCust Svc

IVR

Website

WFO

Website

MobileApp

ContactCenter

BackOffice

Line of Business

Department

Line of Business

Department

+ Bad Experiences=


9

People are at the heart of a CX-Enabled Organization

Training Work ItemsEscalationsOutbound

Automatically Triggered Workflows

Highly Manualand Fragmented

End-to-EndAutomation

Workforce Lifecycle

Continuous WFO


10

CUSTOMEREXPERIENCE CENTER

• Journey Orchestration• Multi-modal, Cross-Channel• Predictive and proactive• Journey-intent routing• Soft switching (egWebRTC)• Continuous WFO• Speech/Text analytics• Journey analytics & insights• CX work item SLAs enforced

CONTACT CENTER

• Siloed Multi-Channel • Interaction focus• Skill-based routing• Manual Quality Mgmt• Complex work mix• Siloed touchpoints• Siloed WFO • Fragmented analytics

CALL CENTER

• Single channel• Interaction focus• Next-up staff• Broad work mix

Contact Center Evolution to Journey Orchestration

Human-Assisted Reach

Self-ServiceReach

Channels

Coverage

Fragmented Silos


11

LeakageDrivers

Focus on individual interactions and channels doesnot guarantee a great customer experience

timeInteraction

Sales Support Back Office Billing

PurchaseJourney BillShipOrderConsider

Interaction Interaction InteractionMoments

of Truth

90% 90% 90%90%Interaction

CSAT

• Poor self-service• Transfers• Repeating Info

• Transfers• Long holds• Repeat Calls

• Transfers• Reschedules• Missed SLA

• Unexpected bill• Repeat interactions• Transfers

Loyalty Leakage

90%

90%81%

73%66%

100%

90%90% 90%

66%Journey CSAT

Average Interaction CSAT Scores

Driving CSAT at the interaction level does not necessarily translate to a good experience across the journey


12

Why Emphasis on Customer Journeys is Good Business

Purchase Journey

Onboarding Journey

Account Change Journey

Customer Satisfaction

20%

Companies focused on the end-to-end journey perform better

Source: McKinsey

Renewal and Repurchase Journey

Problem Resolution Journey

Store/Branch

BackOffice

ContactCenter

MobileAppWebsite

Revenue Growth

10 to 15%

Lower Costto Serve

15 to 20%

State of Michigan, Office of Child Support Success Story


14

Overview

•Tasked with the protection and welfare of children to achieve the permanent well-being and self sufficiency of Michigan families

• One of the oldest Child Support Organizations in the US

• Third highest number of child support cases

• Custodial parents utilize the OCS system for support payments and services

• The Michigan Child Support Program consists of the Michigan Office of Child Support, the Prosecuting Attorneys and the Friend of the Court Offices

• The program has over 2300 workers, including 105 case workers that handle case intake


15

What Triggered the Change?

• Cultural Challenges – increase in child support caseloads forced us to focus on quantity in addition to quality, requiring OCS to rethink our service model

• Inefficient Systems – blocked employees from doing great, meaningful work

• Client Needs – some customers are reluctant users of services and need both financial and emotional support; partners and customers could not reach a Support Specialist when they called

• Employee Reluctance – employees view themselves as social workers not call center agents


16

Key Challenges

Pain Point Business Impact

Increased Service Delays

Significant service delays including:• High call volumes• Long hold times• Unreturned calls

Excessive Complaints

Complaints escalated to state legislators and the governor’s office concerning unresponsive case workers, delayed case adjustments and delays in payments

As custodial parents in the public OCS systems were required to file for child support, delays in case establishment meant bills, rent, food and other needs

were not being paid


17

Architecting the Solution

• “Top down” and “middle up” approach

• Focus was on worker relief, worker mobility and customer effort

• Identified critical failures within the existing customer service strategy and impact on operations

• Developed formal business case utilizing OCS facts and figures

• Created a shared vision that encompassed all relevant parties in customer care environment


18

Business AssessmentInsights

Key Findings Details

Enterprise Voice Channel did not exist

Silos of relationships – lack of consistencyMultiple separate call handling techniques in use

Workers were Unable to Handle Case Load Volumes

Allowed calls to roll over directly to voice mailProcess had calls answered by non-qualified personnel who were unable to provide resolution = low First Call Resolution

Voicemail Created IntensiveEffort

Average of 90 minutes/day/Support Specialist retrieving, transcribing and cleaning out voice mail messages

No Visibility or Insight Customers -- Unaware of who called, why they called, or how could be helped.Employees - No insight into worker activity or resolution

High Customer Difficulty Customers assumed responsibility to contact their case worker with antiquated technology that made this extremely difficult


19

The Solution

Identify

Authenticate

Security

Telecommuting

Lansing Detroit

Virtual Environment

How may I help you?

Natural Language

Presence & Visibility

CTIScreen-pop

Attached-data

System of Record

BridgesMiCSES

Analytics

Real-time& Historical

DataReports

Performance

State Standard – IVR and Routing Platform

GuidedSpeech


20

Realizing Business Results

• Formally launched in January, 2014• 40% increase in productivity and

output• Reduction in call volume from 26,000

to 16,000 a month• Escalations are now virtually non

existent • Moved to functional teams (e.g.

foster care) to provide pool of skilled experts

• Happier, more motivated employees• Happier and more satisfied

customers


21

Cloud Hybrid On-Premises

Customer Service

Mobile MarketingTelemarketing & Sales

eCommerce Payment & Collections

Genesys Customer Experience Platform

Store/Branch

Directto Rep

BackOffice

ContactCenter

MarketingPromotion

MobileAppWebsiteVoice IVR Social


22

Building a Customer Experience Driven Contact Center Featuring Kate Leggett from Forrester Research

How to Map your Customer Journey to Deliver an Effortless Multichannel Customer ExperienceAnalyst Webinar Featuring Jason Andersson from IDC

Why Your Multi-vendor Contact Center is Detrimental to Business Growth. Hear the VISA Success Story

Key Technologies to Ultra Modernize Your Contact Center in 2014

On Demand Webinars

http://go.genesys.com/2014_Q2_NA_LW_ForresterCXdrivenCC.html?cid=701U0000000VUoE

http://go.genesys.com/2014_Q2_NA_LW_CCM_IDCHowToMapCustJourney.html?cid=701U0000000VZgP

http://go.genesys.com/CCM_MultiVendorCC.html?cid=701U0000000VVYk

http://go.genesys.com/W_LW_KeyTechnologies-UltramodernizeCC_FormPost.html?cid=701U0000000VOp4


23

[email protected]

@Genesys

#GWebinar

Engage With Genesys!

Genesys Blog

mailto:[email protected]

http://www.twitter.com/genesys

https://twitter.com/hashtag/gwebinar

http://www.genesys.com/about-genesys/webinars

http://www.genesys.com/about-genesys/webinars

http://www.linkedin.com/company/genesys

http://www.linkedin.com/company/genesys

http://www.slideshare.net/Genesys/

http://www.slideshare.net/Genesys/

http://www.facebook.com/genesys

http://www.facebook.com/genesys



http://www.youtube.com/genesys

http://www.youtube.com/genesys

https://plus.google.com/110706703681494816266?rel=publisher

https://plus.google.com/110706703681494816266?rel=publisher

http://blog.genesys.com/