Contact Center is a Gold Mine for Customer Experience Improvement Company-wide

How to Make Your Contact Center

a Strategic Goldmine

for the Enterprise

Lynn Hunsaker, Customer Experience Optimization Strategist, ClearAction

Page 2© 2010 Focus, Inc. All rights reserved.

1. Customer Experience Enables Paychecks

Discover Customer Needs

Create Solutions &Deliver Superior

CustomerExperience

ReceiveRevenue Streamsfor Salaries, etc.


NeedAwareness

NeedExtinction

InitiatingSituation

ConsideringNeeds

IdentifyingAlternatives

EvaluatingAlternatives

InitialAssessment

AdditionalInformation

Decision Process

SalesContact

Word-of-Mouth, AdsSocial Media, Website

OrderingActivities

FulfillmentActivities

Problem ResolutionCross-Sell, Community

Initial UseExperience

Integration withOther Solutions

Familiarization& Learning

Adaptation,Extension,Disposal

Usage Steps

Customer Experience is More Than Touchpoints

CircumstanceCircumstance


Keep Customer Viewpoint Foremost

59%

75%

Our Service isAbove-Average

Your Service Left Me

Somewhat to Extremely Dissatisfied

Source: Accenture, Delivering the Promise, 2007

DesiredOutcomes

What Customer BuysMeans-to-an-End

Your Solution


Root Causes of Dissatisfaction & Contacts

Customer20-30%

Employee20%

Company40-60%

Wrong expectationsCustomer error

Fails to follow policyAttitude

Products & services don’t meet expectations

Marketing miscommunicationBroken processes

Source: TARP Worldwide


2. Service is a Window to Customer Experience

Why Do Customers Contact You?

How to Close the Loop with Customers? Desired Outcome

Eliminate

Automate

Simplify

Improve

Leverage

How to Predict,Prevent & Delight?


3. Re-Frame Contact Center Roles

Customer

Company

Value

Irritant

IrritantValue

(Learn,operating costs,

revenues)

(Do not wantthe interaction)

(Do not wantthe interaction)

(Save money,get support & advice)

Simplify & ImproveOperations

“X broke when I tried to ___”

Leverage &Spend More Time

“I want to buy ___”

EliminateRoot Causeor Develop

“How do I ___”

Automate forSelf-Service orProactive Alerts

“Where can I get ___”

22%

40%

10%

28%

Source: “The Best Service is No Service” by Bill Price & David Jaffe


TotalCosts

Money

Time

Energy

Psychic

TotalValue

Product

Service

Personnel

Image

NeedAwareness

NeedExtinctionCircumstance

Outcome A Outcome B Outcome C Outcome D

Solution A

Solution B

etc.

Va

lue

Qu

otie

nt

Circumstance

Ideal

Desired Outcomes

Undesired Outcomes

Value Quotient =

Focus on How Customers Judge Value

Desired Outcomes


Balance Contact Center Goals

ImproveCustomer

Experience

IncreaseRevenue

ReduceCosts

Metrics: translate customer expectations to tactical execution

Too much of a good thing can be disastrous


Product & Service

Quality

Transparency

& Honesty

Do Company Priorities Reflect Trust-Builders?

#2#1

#3 Communicates frequently

#4 Treats employees well

#5 Good corporate citizen

#6 Prices fairly

#7 Innovates new products, service or ideas

#8 Top management

#9 Financial returns

Source: Edelman 2010 Trust Barometer


4. Address Entire Customer Experience

DesiredOutcomes

Product Service

Business Model

Affinities Convenience

Policies Processes

Culture

Means-to-an-End

Firm’s Solution

TotalCosts

Money

Time

Energy

Psychic

TotalValue

Product

Service

Personnel

Image

NeedAwareness



Contact Center Change Agent Opportunities

PoliciesProcesses

Culture

Affinities

Convenience

Product

Service


Contact Center Data vs. Formal Survey Data

Customer Customer

Company Company

Complaint

LogsSales/Service

ReportsSurveys/Win-Loss

Reports

CRM

Database/

Social Media

Panoramic View of Customer Experience:Need

AwarenessNeed

Extinction


Help Everyone Own the Customer Experience

Sales

Service

Operations

Manufacturing

Channels

Engineering

Finance

Human Resources

Legal

Marketing

Quality

Safety

Suppliers

Partners

Facilities

Information Technology

Purchasing

etc.

DesiredOutcomes

TotalCosts

Money

Time

Energy

Psychic

TotalValue

Product

Service

Personnel

Image

NeedAwareness



Name of

Stakeholder

Change

Role

Contribution

Required

Costs

of

Change

Benefits

of

Change

Involve in

Shared

Vision

Keep in

Mind

Ongoing Change Management


Customer Experience is Everyone’s Job

Department: __________________

Our RoleIn Outcomes

Our InternalCustomers’ Roles

In Outcomes

Our Possible Detractors to Outcomes

• Inconsistency:

• Overload:

• Waste:

Our Possible Value-Add to Outcomes

• Time:• Place:• Access:• Form:• Features:• Ease:

• x• x• x• x

• x• x• x• x


Motivate Resolution & Prevention

Stream Relevant

Listening Data Segments

to ALL Departments

Good news is no news,No news is bad news,

Bad news is good news!

Make it Easy

for Employees to Accept

Customers’ Constructive Feedback

Handle Complaints

Systematically Like ‘RMA’

RMA = Returned Materials Authorization Process

APPLIED MATERIALS

CUSTOMER FOCUS MEASURES WORKSHOP

Execution andFeedback Plans

Voice of theCustomer

Improvement ActionPlans to Benchmarked

Targets

Customer SatisfactionMeasures

Customer Focus

Measures

Customer Perceptions

Customer Focus Measures(Internal - Leading Indicators)

1.

2.

3.

Action Plan(Include Program Name, Owner, Completion Date)

1.

2.

3.

4.

Customer Feedback(Voice of the Customer)

1.

2.

3.

Customer Satisfaction Measures(External - Lagging Indicators)

1. (Satisfaction Index)

2. (% Deterioration)

3 (% Improvement).4. (Competitiveness Index)

APPLIED MATERIALS

Title of Action Plan

M1 M2 M3 M4

Actual & Target

Deadlines

1.) __________________________________________________

2.) __________________________________________________

3.) __________________________________________________

%

Owner

Problem Statement:

Goal:

Owner:

Action Plan:

Make Action-Planning Easy &

Motivate Follow-Through


1%

Reduction

of Negative

Word-of-Mouth

1%

Increase

of Positive

Word-of-Mouth

0.41% Revenue Growth 0.14% Revenue Growth

Higher ROI by Acting on Customer Feedback

300% ROI on reducing negative buzz

compared to increasing positive buzz

Source: London School of Economics Advocacy Drives Growth study

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