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© 1996‐2015 COPC Inc. All rights reserved. Confidential and proprietary information of COPC Inc.
Transforming the Customer ExperienceAn “outside‐in” focus
Ian Aitchison, CEO Asia Pacific Region
January 2015
Presented by:
© 1996‐2015 COPC Inc. All rights reserved. Confidential and proprietary information of COPC Inc.
• It comes from a 2012 book by Harley Manning and Kerry Brodine called, “Outside In. The Power of Putting Customers at the Center of your Business”.
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What do we mean by an “outside‐in” focus?
© 1996- 2015 COPC Inc. All Rights Reserved. Confidential and proprietary information of COPC Inc.
Customer Experience
• What contributes to the customer’s perception of their experience?
Perception of product quality
Perception of value
Perception of customer care Cu
stom
er Satisfaction
Contact Centre
Store
Website
The Customer Experience
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© 1996- 2015 COPC Inc. All Rights Reserved. Confidential and proprietary information of COPC Inc.
Customer Satisfaction Improvement
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• Improved issue resolution by 15 points
• Improved CSAT by 18 points
• Improved DSAT by 10 points
• Call volume reduced by 18 million, resulting in cost savings of $53 million Total Project ROI: 10X in cost savings
© 1996- 2015 COPC Inc. All Rights Reserved. Confidential and proprietary information of COPC Inc.
Business Impact of Customer Experience
Custom
er Satisfaction
Reduce price sensitivity
Reduce customer attrition
Increase referrals
Increase repeat purchases
Increase revenue / Decrease costs
Increase Profits
5
© 1996- 2015 COPC Inc. All Rights Reserved. Confidential and proprietary information of COPC Inc.
Business Impact of Customer Experience
• Reduce unnecessary and repeat contacts
• Simplify plans
• Retain and attract customers
• $1.7 Billion dollars per year in savings (including reduction in credits, reduced calls, customer retention)
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Six Disciplines of Customer Experience Mgt
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Customer Understanding Practices
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1. Solicit feedback
2. Collect unsolicited feedback
3. Gather input from employees
4. Conduct observational research
5. Analyse customer insight
6. Document customer understanding
7. Share with employees
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The Three Most Common Metrics
Effort required to resolve issue
Promoters and Detractors
Overall and with Attributes
© 1996‐2015 COPC Inc. All rights reserved. Confidential and proprietary information of COPC Inc.
Customer Satisfaction Measurement
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© 1996‐2015 COPC Inc. All rights reserved. Confidential and proprietary information of COPC Inc.
Net Promoter Score: Methodology
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Customer Effort Score: Impact
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Easy
HardHow likely is the customer to recommend?
RecommendAgainst
RecommendFor
A customer is much less likely to recommend the greater the effort that is
required of them in the call
(Fielding, Horizon2, 2012)
© 1996‐2015 COPC Inc. All rights reserved. Confidential and proprietary information of COPC Inc.
Five examples of customer effort reduction
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1. Don’t make customers have to give their details more than once
2. Reduce the number of call‐backs from the letters you send
3. Multi‐skill your front‐line agents and reduce transfers
4. Improve processes to increase issue resolution
5. Increase authority of agents to resolve issues
© 1996‐2015 COPC Inc. All rights reserved. Confidential and proprietary information of COPC Inc.
Collect customer complaints
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© 1996‐2015 COPC Inc. All rights reserved. Confidential and proprietary information of COPC Inc.
51% of all quality failures occur on 4 call types (13% of call types)
Customer Care: Quality Fail by Call type
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© 1996- 2015 COPC Inc. All Rights Reserved. Confidential and proprietary information of COPC Inc.
Analyse Customer Insight
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Opportunity for business to make systemic changes
Opportunity for Operations to improve
Findings of Potential Issue Resolution Improvement:
© 1996‐2015 COPC Inc. All rights reserved. Confidential and proprietary information of COPC Inc.
Customer Satisfaction Measurement
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© 1996‐2015 COPC Inc. All rights reserved. Confidential and proprietary information of COPC Inc.
Impact of FCR on CSat
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© 1996‐2015 COPC Inc. All rights reserved. Confidential and proprietary information of COPC Inc.
Customer Journey Mapping
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© 1996‐2015 COPC Inc. All rights reserved. Confidential and proprietary information of COPC Inc.
Customer Journey Mapping
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© 1996‐2015 COPC Inc. All rights reserved. Confidential and proprietary information of COPC Inc.
Measurement Practices
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1. Define a Quality Framework
2. Define subsets of customer experience metrics
3. Measure customers’ perceptions
4. Collect descriptive metrics
5. Analyse customer experience metrics
6. Model the relationship between drivers
7. Share with employees
© 1996‐2015 COPC Inc. All rights reserved. Confidential and proprietary information of COPC Inc.
Quality Framework
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© 1996‐2015 COPC Inc. All rights reserved. Confidential and proprietary information of COPC Inc.
Implementation
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• How can I implement a customer experience strategy into my contact centre?