working smarter demand management · 30-sep-2011 2 bell canada: $13b telco 2.4 million high-speed...

30-Sep-2011

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Working Smarter – Demand Management FTA Taxpayer Services – Sub-group

Presenter: Erika Van Noort

National Director, Customer Experience

Bell

September 2011

Agenda

–

Background on Bell Canada

Customer/citizen experience today

Call listening – the reality

Why taxpayers call?

How do other organizations manage demand?

Lessons learned

Speech analytics

Key success factors

The scorecard

p. 2 September 2011 © Bell Canada, 2011. All rights reserved. CONFIDENTIAL

30-Sep-2011

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Bell Canada: $13B Telco

2.4 Million high-speed Internet subscribers

18% growth in past twelve months

Focus on selling VAS on top of access

6.6 Million residential local lines

Local and long distance services

Over 6 billion LD minutes annually

5.6 Million subscribers (incl. Business)

33% national market share


1.8 Million satellite video subs nationwide


VDSL deployment to MDUs; IPTV in pilot

Mobility

Home phone

Sympatico™

Bell TV

24% of households in our territory have 3 or more products with us


Our Goal:

to be recognized by customers as

Canada’s leading telecommunications

company

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Customer experience obstacles


The Customer Experience Index 2011

Figure 2: Three Questions Drive The Customer Experience Index


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Customer Experience Benchmarks


Customer Experience in business

Businesses see customer experience as a necessity:

• 42% of the respondents who said that the economy was changing their

outlooks felt that customer experience would become even more important(4)

• More than 75 percent of consumers say they would give more business to a

company based on a great contact center experience(3)

• Exemplary self-service can achieve higher customer satisfaction and

answer as many as 70% to 80% of customers’ inquiries(2)

• Customers who experience problems that are dealt with quickly and easily

have a repurchase intention rate of more than 85%(2)

• 89% of executives said that customer experience is very important or

critical to their business in 2009(1)

Customer experience is gaining greater attention as a way

to improve the bottom line


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Critical touch points

p. 9

Field

Services

Telephone Mobile

Applications

Access Points Impact Customer Experience:

Retail or kiosks

set up to provide

taxpayers with

in person access

Assist taxpayers

online with their

questions or forms

Access 24/7 to IVR

or live agents for

assistance

You go to your citizens

through a field

services program

In Person Mobile Contact

centre

Taxpayer

Education

Online

Assistance

Chat

Face to

Face

Provide paperless

transaction and

forms options

September 2011 © Bell Canada, 2011. All rights reserved. CONFIDENTIAL

The value of conversation

4 calls/hr

30 calls/day

240 days x 30 calls

= 7,200 taxpayer contacts/year

for each front line person


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Call listening

Manual Call Listening

For those who record phone calls, they are

generally used for:

Agent coaching

Compliance and regulatory reasons


The reality of traditional quality

p. 12

Agent

Process Products

&

Services

Traditional Quality

Analytics

Contact Centre

Enterprise

Agent


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Quality goes beyond agent behaviour

Agent performance is a small portion of caller complaints:

Agent Based – 20-25%

Failure to follow procedures

Knowledge gaps

Behavior issues

Company Based – 55-65%

Product / service deficiencies

Marketing policies

Billing errors

Broken processes

Caller Based – 15-20%

Unrealistic expectations

Caller error

p. 13

Operational Effectiveness

Agent Performance

Caller Experience


Business Intelligence and Analytics

p. 14

Optimization What‟s the best

that can happen?

Predictive Modeling What will happen next?

Forecasting /

Extrapolation

What if these trends continue?

Statistical Analysis Why Is this happening?

Alerts What actions are needed?

Query / Drill Down Where exactly is the problem?

Ad Hoc Reports How many, how often, where?

Standard Report What happened?

Com

pe

titive

Ad

va

nta

ge

Analytics

Access and

Reporting

Degree of Intelligence


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Global impact

All countries are impacted

Callers expect you to be doing the same things as

companies and organizations around the world


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Citizens are impacted by global

issues

The economy

Local and global business issues


Drivers of call volume

Many things drive call volume

The media

Government policy

Election campaign promises

World events


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You have the same challenges

We are all different

Yet, we all have very similar call types due to the

nature of the tax business


Who are your callers?

Do you know who your callers are?

Why they call?


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Reality

Call volume increases

There are many reasons:

More complex calls

New immigrants to your country

Self-service failure

Asked to “call back”

Long wait times - queues


Demand management

How do you manage demand?

In a way that:

Delivers a return on investment (ROI)

Reduces call volume

Engages other parts of the organization

Creates a better caller experience

Makes the tax department easier to do

business with


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Spending cuts

Doing more with less

In a challenging economy we are all finding ways

to do “more with less”

Demand management, when done well, can help to

identify the areas of your business that are costly to

manage


Manual process

Today’s demand management

For most organizations, the process is manual to

code call types. For example:

Drop down menu‟s on the screen for the agent

Paper check sheets

Meetings with front-line agents

Management feedback

Taxpayer complaints on process


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The result

Some large reports

Many organizations compile their manual “call”

data into reports on a weekly or monthly basis.

The challenges are:

They are hard to read

You don‟t have time to read

The report is not “real time”

The data sources are questionable


What if ?

You had a way to know why the

taxpayers are calling?

In real-time

When there is a call spike

To assist with workforce scheduling


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The world today is 24/7

With the world today operating 24 hours a day/7

days a week it is important to:

Know what callers want

Understand why they are calling

Identify what calls can be eliminated

Know the metrics

Determine what calls can be better served by

self service


How do others manage demand?

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Bell Canada’s story

Improving the Customer Experience

Do more with the customer interactions

Assess root cause as to “Why Customers Call”

Determine “value add” vs. “non-value” process

Engage other parts of the organization

Drive the Voice of the Customer

Reduce the “right” calls


They dig deep

They go beyond the primary call type

The goal is to know why the call arrived in the first

place.

What contributed to the call?

Did we ask them to call us back?

Is our website not accurate?

Can they find what they want on the website?

Is our tax return difficult to understand?

If so, what section(s)?


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The banking industry


Customer interactions

The bank believed

That customer interactions were really a source of

business intelligence. They were powerful data

sources – that were untapped.

The idea was to learn:

What customers liked?

What they don‟t like?

What they wanted more of?

How they feel about the bank?

How they behave?


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Organizational benefits

p. 33

Sales

Back Office

Product

Collections Risk

Management

Compliance

Fraud

Marketing

Contact

Center

Demand

Management


Example – credit card services

The challenges:

Hard to determine how much time was spent

on each call type

Other departments were driving call volume

Quality monitoring was not enough to drive

change

Wanted to improve the customer experience


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Some big lessons

Governance is required for success

You need buy-in

The difference in quality vs. analytics

The right skills

Managing expectations

Where and when to use the tool

Sustainability


Governance


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Getting buy-in

Maintaining buy-in is harder than getting it

Everyone needs to understand the impact of “their” decisions on customer experience

The commitment must lead to action and change


Quality vs. Analytics

Distinguishing between Quality and Analytics

Speech at the agent level is only leveraging

30% of the tool‟s power

Finding the right skills to carry

the message forward


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Finding the right skills

Ability to listen without bias

(there‟s listening and then there‟s listening)

Knowledge of business AND objective

Ability to interpret and establish

data relationships

Presentation skills

HR testing/interview process


Managing Expectations

You need time to tune the instrument

It won‟t tell you everything you need to know

Reports alone will not drive change


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Where and when to use the tool

Who owns the tool – marketing or customer service?

Creating the governance for usage and communication

There is “data” and then there is “DATA”


Sustainability

The tool can‟t fix the problem – it can only identify it

Learning goes beyond the tool

Quantifying what you find and then tracking it


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The Bank’s quote:

Simply the most powerful vehicle to drive „the voice

of the customer” to the Executive level”

“And more importantly, to have that voice heard!”


What else we have learned

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Evolutionary Road Map

p. 45

Fragmented

Coordinated

Integrated

Optimized

Single channel with

high volume of calls

All callers

treated alike

Little or no

integration

Silo functions

Limited view of

taxpayer relationship

Stage 1

Customer service

focus

Introduction of

taxpayer segmentation

New communication

channels introduced

Multi-skilled

environment

Stage 2

Citizen

relationship focus

Taxpayer choice

of communication

channels

Additional LOB‟s

integrated into

contact centre

Demand Management

is used in the

organization through

speech analytics

Stage 3

Efficiency and

effectiveness are

optimized globally

Totally integrated

culture and service

care strategy

Caller needs

are anticipated

Organization can

anticipate call volume

patterns and impact of

new programs

Stage 4

Evo

lutio

nary

Deve

lop

me

nt

High

Low


Return on investment

You must have an ROI

Measuring the cost before and with improvements

that are driven by a program is important.

Areas like:

Call volume by call type

Average handle time

First contact resolution

Next call avoidance

Self-service failures


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Demand Management = Analysis

Demand management is about the analysis of your

call and caller data


What is Speech Analytics

The Next Generation of Quality

Speech analytics mines your caller conversations in search of hidden insights, caller needs, wants and

dis-satisfiers to allow you to get to root cause issues. The technology applications used capture

customers conversations and transform them into metadata that can in turn be diced,

sliced and searched.

Speech analytics is seen as one of the up and coming areas of the contact centre that will be

invested in over the next few years as the ROI is enterprise wide.


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What is the Purpose of Speech Analytics

Caller conversations are comprised of unstructured information - it must

be structured in order to be analyzed.

The purpose of speech analytics is to:

Capture the information

Structure the information into searchable data

Analyze the data

Take action on the data


What are the Benefits of Speech Analytics?

Speech Analytics Benefits are Enterprise Wide

Root cause analysis – why taxpayers call

Script integrity

Awareness of operational issues

Real-time taxpayer feedback

Improve overall quality of interactions

Positive impact on FCR

Lower service costs

Reduce low value call

Identify opportunities to move calls to another channel


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Analytics allows us to…

View quality beyond agent behaviour

Share the Voice of the Caller (VOC) with other parts of the organization?

Drive change on processes that impact caller contact?

Truly understand our drivers on FCR?

Define how long our calls should be by call type?

Be alerted to events impacting taxpayers almost immediately


Focused Quality: Supports the Organization

Focused Quality Improves the Effectiveness of…

Quality Management

- Focus QM on the interactions that matter most to the business

Caller Experience Management

- Capture caller experience indicators, supplementing and expanding the breadth

of survey information

Operational Performance Management

- Monitoring taxpayer contacts uncover 10-40% more operational

performance improvement opportunities

Integrated Voice Response and Web Self Services

- Identify which interactions can be self serviced and why some self-service interactions fail


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The Business Case for Speech Analytics

September 2011 p. 53 © Bell Canada, 2011. All rights reserved. CONFIDENTIAL

Source: DMG Consulting LLC – March 2007

The Business Case for Speech Analytics

p. 54

Source: DMG Consulting LLC – March 2007


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Key Success Factors

Have a clear understanding of your needs and how these systems

can best be deployed and leveraged to address them

Where capital is tight or approval challenging, work with a technology vendor for a successful pilot

or proof of concept

Successful implementation, whether for pilot or rollout, is very dependent on effective

and on-going change management

Get the right people involved who will “own” action on the findings

As level of outsourcing increases, develop range of solutions to extend in-house

capabilities to vendor partners

As identifying and responding to all poor customer experiences becomes critical,

develop solutions to achieve this economically


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More Key Success Factors

Understand taxpayer interaction experience and economics

- What is the true cost of calls by call type?

- Spend time looking at all of your quality processes

Ensure that caller and business insight is generated from cross-functional analysis teams

- Collaborative calibration across different stakeholders

- Take an organization-centric view rather than agent-centric view

Continuously identify the “right” improvements to service programs/propositions

from a cross-functional perspective

- How will this improve taxpayer experience?

- Foster single operational view of the taxpayer


Start with a plan!


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Think outside the box!


How would your organization score?

Do you know why taxpayers call?

Is there a way for you to do deep dive analysis on call types?

Do your quality people listen to calls over 30 mins long?

Are you driving taxpayers to self-service in a responsible

way?

Would your taxpayers say you provide a consistent service

experience across all contact points?

Can you refine your processes for a better taxpayer

experience with the call type information you have today?

p.60 September 2011 © Bell Canada, 2011. All rights reserved. CONFIDENTIAL

30-Sep-2011

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Thank you! [email protected]

mailto:[email protected]

working smarter demand management · 30-sep-2011 2 bell canada: $13b telco 2.4 million high-speed...

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