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When your employees struggle, so do your customers. Desktop Analytics uncovers the impediments to customer and employee engagement and effort.
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Mike Garner, Cicero
Desktop Analytics Impact on Effort & Engagement
10 SECONDS ON THE GLORY OF BEING ME
• OPERATIONS GUY – RAN SERVICE AND SALES FOR VZ AND AFNI
• CHIEF CUSTOMER OFFICER @ CICERO
• AND MY OPERATIONS RAISON D'ÊTRE WAS TO ALWAYS BE ANSWERING THIS QUESTION…
“DO YOU KNOW WHAT I HAVE TO GO THROUGH TO…?”
MEASURING, MANAGING & PREDICTING GROWTH
THE KEYS TO PROFITABLE GROWTH:
HIGH CUSTOMER ENGAGEMENT
HIGH EMPLOYEE ENGAGEMENT
LOW CUSTOMER EFFORT
TRUST IS THE FOUNDATION FOR ENGAGEMENT
Passion
Pride
Integrity
Confidence
Customer Engagement - Gallup
CUSTOMER ENGAGEMENT (CE)
• FEELINGS ARE FACTS; PERCEPTION IS REALITY
• GREATER PREDICTOR OF REVENUE & LOYALTY THAN CSAT
• 23% LIFT IN REVENUE PER CUSTOMER WHEN ‘IRREPLACEABLE’
Gallup
ATTITUDINAL & EMOTIONAL RELATIONSHIP STRENGTH MEASURES
Overall, how satisfied are you
with our company
How likely are you to continue to choose,
repurchase or repeat your business with our
company
How likely are you to recommend our
company to a friend or associate
This company is a name I can always trust
This company always delivers on what they promise
This company always treats
me fairly
If a problem arises, I can always count on this
company to reach a fair and satisfactory
resolution
I feel proud to be a customer
of this company
This company always treats
me with respect
This company is the perfect company
for people like me
I can't imagine the world without
this company
Human Sigma
WIIFM IS THE FOUNDATION FOR ENGAGEMENT
Grow
Belong
Give
Get
Employee Engagement - Gallup
EMPLOYEE ENGAGEMENT (EE)
• 18% HIGHER PRODUCTIVITY
• 27% LESS ABSENTEEISM
• 260% MORE REVENUE GROWTH WHEN HIGH EE
• ONLY 43% CAN RELAY ‘WHY DO BUSINESS WITH US’
• HIGH MARKS ON BOTH EE AND CE = 3.4X GROWTH RATE
Gallup
MEASURING THE QUALITY OF A LOCAL WORKPLACE
Know what’s expected of me
Have the tools to do it right
Get to do what I do best every
day
Recognized in the last 7 days
Someone here actually cares
@ me
Someone here encourages my development
My opinion seem to count
My job matters Our Purpose
matters
We’re all committed to
doing quality work
I have a best friend here
Progress discussed every
6 months
Learned and grew this year
Human Sigma
“DO YOU KNOW WHAT I HAVE TO GO THROUGH TO…?”
ARE WE EASY TO WORK FOR?
ARE WE EASY TO WORK WITH?
AND NOW… CUSTOMER EFFORT SCORE
OBJECTIVE: CALLBACKS WITHIN 14 DAYS.
70% SAID THAT 2 OR 3 CALLS REGISTERED AS "MODERATE-TO-HIGH" EFFORT
30% GAVE THAT RATING FOR THOSE THAT MADE ONLY ONE CALL.
SUBJECTIVE: CUSTOMER SURVEY QUESTIONS
“HOW EASY WAS IT TO FIND X OR DO Y?”
COMPANIES THAT CAN TRACK CUSTOMER EFFORT, ESPECIALLY AT THE CUSTOMER, ISSUE, AND AGENT LEVEL, ARE MUCH BETTER POSITIONED TO SOLVE FOR CUSTOMER EFFORT.
SOURCE: CEB AND CONTACT CENTER COUNCIL
CUSTOMER EFFORT SCORE
High
Low High
Predictive Power forPurchasing
Predictive Power forIncreased Spending
CSAT
NPS
CES
“The Customer Effort Score outperforms the Net Promoter Score and customer satisfaction measures in predicting behavior.” – Harvard Business Review
96% ‘high effort’ are more disloyal
9% ‘low effort ‘are more disloyal.
HOW CUSTOMER SERVICE PERFORMANCE AFFECTS LOYALTY
0
1.75
3.5
5.25
7.0
Average Loyalty Score
Below Expectations
MeetsExpectations
ExceedsExpectations
Source: Harvard Business School
THE COST OF TRYING TO EXCEED EXPECTATIONS
Expectations Not Exceeded
ExpectationsExceeded 11-15% More
15-20% More
6-10% More
+20% More
Customer Reporting ServiceExceeded Expectations
The Cost of Exceeding Expectations (Versus Meeting)
Source: Customer Contact Council research.
And yet…20% of Satisfied leave28% of Dissatisfied stay
EFFORT MATTERS!
Neutral
More Loyal
More Disloyal
75%
12%
219%
45%
40%20%18%
Effort: +1 Contact to Resolve
Rep: Generic Service
Effort: Repeating Info
Effort: Perceived More Effort
Effort: Transfers
Effort: First Contact Resolution
Moments of Wow: Teaching Customer
Source: Customer Contact Council research.
87%
342%
Satisfaction
ImprovedExperience
with the Rep
ReducedCustomer
Effort
Provided“Momentsof Wow”
• Rep confidence• Rep concern• Rep listening ability• Ability of rep to understand customer• Rep understood mood• Service personalization• Certainty of follow through
• Number of transfers• First contact resolution• Perceived additional effort to resolve
• Service organization’s knowledge about customer
Source: Customer Contact Council Research
MITIGATE RISK BY IMPROVING THE EXPERIENCE
Loyalty
ImprovedExperience
with the Rep
ReducedCustomer
Effort
Provided“Momentsof Wow”
• Number of transfers• Repeating information• First contact resolution• Number of contacts to resolve• Perceived additional effort to resolve
• Teaching the customer• Service personalization
Source: Customer Contact Council research.
AND DRIVE LOYALTY BY REDUCING EFFORT
NUANCES OF CUSTOMER EFFORT
• MARK MILLER – JD POWER & ASSOC.
• THE HARD STUFF IS HITTING THE CENTERS
• EASY STUFF IS GOING TO THE WEB OR IVR
• HIGHER EFFORT
• PROBLEMS AND COMPLAINTS
• HIGH TECH, TRAVEL, LEISURE AND SHIPPING
• LOGISTICS & COMPLEX TECHNICAL ISSUES
• PHONE, EMAIL AND CHAT
• MULTIPLE CONTACT METHODS, REPEATING INFO, X-FERS, CUSTOMERS PUT TO WORK (FORMS, FAXING, ETC…)
• LOWER EFFORT
• CHECKING STATUS OF AN ACCOUNT - MAKING A PURCHASE - GENERAL INQUIRY - WEB INTERACTIONS
Source: CEB and CCC
LOW EFFORT ORGANIZATIONS…
1. DON’T JUST RESOLVE THE CURRENT ISSUE – HEAD OFF THE NEXT ONE
2. MINIMIZE CHANNEL SWITCHING BY INCREASING CHOSEN CHANNEL ‘STICKINESS’
3. USE FEEDBACK TO REDUCE CUSTOMER EFFORT
4. EMPOWER EMPLOYEES TO DELIVER LOW-EFFORT EXPERIENCE
Source: CEB and CCC
“DO YOU KNOW WHAT I HAVE TO GO THROUGH TO…?”
ARE WE EASY TO WORK FOR?
ARE WE EASY TO WORK WITH?
WHERE ALL THE INFORMATION & PROCESSES INTERSECT
CRM
Procedures
Processes
Tasks
Knowledge Management
Softphone
Internet
Intranet
Salesforce ClicksTabbingData Entry
Disposition
Wrap-up
Customer Look-up
Chat
Websites
Product Details
Tickets
Customer HistoryService
Details
Surveys
Siebel
!
HOW CICERO DISCOVERY WORKS
Store/PublishCapture Analyze
Data• Collected in a
Database• Shared Network Drive• Publish/Subscribe
Reporting & Analytics• Real time, Historical• BPMS, BAM, BI• WFM, Analytics
Desktop Activities• User Activities• Process Events• Application Data• Network Data
Desktops Laptops Database Web Service 3rd Party Reporting and Applications
Reporting
WHAT IS CICERO DISCOVERY?
DESKTOP ACTIVITY INTELLIGENCE™
ProcessesPeople Technology
How employees actually work
Steps, sequence and points of failure
System, application usage and
responsiveness
BOTTLENECKS = HIGHER EMPLOYEE & CUSTOMER EFFORT
Simple Claims Process
Bottleneck: 48% of the Claims are in this step at >21 days. Drill down with Business Process and Data Monitors to find out Why?
Application Response: Employees wait for screens to refresh while navigating application.
Training: Employees are not following steps using best practices.
MORE MANUAL WORKAROUNDS = MORE CONTACTS TO RESOLVE
Create Case Assign Case Customer Lookup
Active Contract
Expired Contract
Website
Phone
Troubleshoot Problem
New Contract Sub Process
YES End
NO
Contract Status?
Purchase Contract?
Dispatch Sub Process
UNRESOLVED
RESOLVED
RESOLVED
Simple Customer Service Inquiry
Logical Process: Check x. If y, do z. In that order. Every time. Automation opp for parallel processing, no missed steps & faster Root identification.
Manual Process: Employee searches 3 different customer databases for status and contract details.
Missing Process: CRM not updated consistently after technician completes work.
SAMPLE EFFORT & PRODUCTIVITY VIEWS
Current Step Number of ClaimsApproved 4Rejected 1Submit 5Review Credit 5Check Fraud 6Review 2
TAG VALUABLE DATA TO INTERACTIONSANALYZE
CollectionsCustomer IDStatusResponseOutcomeFollow-up ActionPromise DatePromise AmountDollars CollectedForecast DateForecast %
InsurancePolicy NumberClaim IDClaim StatusClaim ValueDate of AccidentDuration of ClaimPolicy Effect. Date# Lines of BusinessClaims History
HealthcareAccount IDPatient NamePhysician NameDiagnosisInsurance Coverage
Mask/MutePatient Private Info.
SalesCustomer IDOrder IDOrder TypeOrder ValuePayment Method
Mask/MuteCredit Card Info.
ServiceAccount IDAccount TypeCustomer IDStatusDisposition CodeComments
Mask/MuteCredit Card Info.
Public Safety & SecurityIncident IDIncident TypeIncident LocationIncident Severity
SupportCase/Ticket #Case TypeCase StatusCase SeverityCustomer StatusWarranty StatusPurchase Channel
TradingOrder TypeShare QuantityCustomer IDPortfolio TypeStock SymbolOrder SourceShare PriceOrder Amount
Collections Optimization
CLASSIFICATION OF HIGH VALUE INTERACTIONS
RepeatCalls
CancelledAccounts
UpsellAttempts
First Contact Resolution
NewOrders
Automated Interaction Assembly
Customer Defection
CallProcesses
CallTypesHandle Time Optimization
Sales Acceleration
PCI-DSS Compliance
ANALYZE
CancelledOrders
LongHolds
InstantPayments
High HT& No PTP
MultipleTransfers& Holds
Late FeesWaived
CreditsIssued
QuickHang Ups
IncompleteSales
PROCESS INTELLIGENCE
The workstation is a gold mine – for measuring GET, GIVE & EFFORT> Capture practically any business data or action for more surgical
process improvement - even across users and departments
> Tag specific work processes for task time measurement and bottleneck isolation
> Capture specific customer intent, data changes and account actions for Big Data /marketing input
> Define workflow and other milestones
‘HOW’ MATTERS
• 60% OF ALL REPEAT CALLS ARE PROCESS OR TRAINING DRIVEN – BUSINESS PROCESSES ARE NOT IN PLACE TO MEET THE CUSTOMER’S NEED, AND AGENTS HAVE NOT BEEN GIVEN THE TRAINING (OR TOOLS) REQUIRED TO MEET THE CUSTOMER EXPECTATIONS THAT HAVE BEEN SET BY MARKETING OR ELSEWHERE IN THE BUSINESS.
• SOURCE: FROST & SULLIVAN
31
BT & THE HENSLEY B SCHOOL STUDY
• BT – CONSUMER DIVISION; 40% REDUCTION IN CHURN WHEN VIEWED AS ‘EASY TO DO BUSINESS WITH’
• “CES PROVIDES ACTIONABLE DATA THAT CAN BE USED TO HELP PREDICT BEHAVIOUR AND DESIGN CUSTOMER EXPERIENCES, AND IN THAT SENSE IT'S MUCH BETTER THAN NPS…”
• “THE GREAT THING ABOUT THAT IS THAT IT THEN BECOMES VERY ACTIONABLE, FOR EXAMPLE IF IVR IS RATED AS TWO (ON SCALE OF 5) YOU CAN QUESTION WHETHER IT'S REALLY WORKING FOR CUSTOMERS. YOU CAN ASK WHY AND YOU CAN DO SOMETHING VERY PRAGMATIC ABOUT IT. SO IT’S A GREAT TOOL TO GAUGE CUSTOMER REACTION TO NOT ONLY THE CHANNELS BUT THE CHANGES WITHIN THOSE CHANNELS.”
THANKS & A PROGRAMMING NOTE
• NEXT 2 THURSDAYS @ 11:30AM EASTERN
• CONTACT CENTER USE CASES
• BACK OFFICE USE CASES
• QUESTIONS OR LIVE DEMO REQUESTS
• WWW.CICEROINC.COM
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