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Maximizing the Potential of Quality Assurance in Your Contact Center icmi.com | 800.672.6177

Maximizing the Potential of Quality Assurance in Your Contact Center

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Page 1: Maximizing the Potential of Quality Assurance in Your Contact Center

Maximizing the Potential of Quality Assurance in Your Contact Center

icmi.com | 800.672.6177

Page 2: Maximizing the Potential of Quality Assurance in Your Contact Center

©2012 International Customer Management Institute. All Rights Reserved. icmi.com | 800.672.6177icmi.com | 800.672.6177

Follow the conversation @Art_Hall4 #df12 #QAROI

Current Reality

Drivers of Customer Experience

The Financial Impact of Quality Customer Care

Defining the Customer Experience

New Call Monitoring Guidelines and Metrics

Agenda

Page 3: Maximizing the Potential of Quality Assurance in Your Contact Center

©2012 International Customer Management Institute. All Rights Reserved. icmi.com | 800.672.6177icmi.com | 800.672.6177

The voice of the customer is not in your head; it’s the ACTUAL voice of the customer.

• Quality assurance is a critical enabler for ensuring agent compliance and internal conformance

• Drivers of customer experience are usually different from the metrics used to evaluate agent quality. This leads to:

1. A perception disparity between the customer served and the organization serving those customers on the delivery of customer care

2. Agent behavior is usually motivated by the measures in the quality assurance monitoring form which may not be aligned to customer experience drivers

Current Reality

How do you recalibrate your quality assurance program align with customer experience drivers?

Page 4: Maximizing the Potential of Quality Assurance in Your Contact Center

©2012 International Customer Management Institute. All Rights Reserved. icmi.com | 800.672.6177icmi.com | 800.672.6177

Customer Experience (CX) requires the following changes:

• Governance• Cultural• Process• Discipline

Upstream issues cause downstream problems

• Key tenet in CX but limitations exist within traditional quality assurance programs without the right investment in enabling technology

Agents are a key asset in the battle

• Tremendous opportunity for contact centers and support organizations

Drivers of Customer Experience

Redacted: Customer Experience Management: Seven Lessons from the Quality Movement – Enterprise Apps Today August 9, 2012

Page 5: Maximizing the Potential of Quality Assurance in Your Contact Center

©2012 International Customer Management Institute. All Rights Reserved. icmi.com | 800.672.6177icmi.com | 800.672.6177

Industries are making strides in basic customer service transactions but can learn lessons from other industries

Drivers of Customer Experience

CX Dimensions Retail Banking Airlines Hotels Healthcare

Multi-channel Information Access

Mature Mature Mature Developing Developing

Expanded Hours Mature Mature Mature Mature Developing

Price Comparison* Mature Developing Unknown Unknown Developing

Seamless Integration Unknown Mature Mature Mature Developing

Loyalty Programs Mature Mature Mature Mature Developing

Page 6: Maximizing the Potential of Quality Assurance in Your Contact Center

©2012 International Customer Management Institute. All Rights Reserved. icmi.com | 800.672.6177icmi.com | 800.672.6177

The Financial Impact of Quality Customer Care

# Calls to Resolve % Overall Calls # Problems # Calls Offered

1 60% 60,000 60,000

2 20% 20,000 40,000

3 15% 15,000 45,000

4 5% 5,000 20,000

40% 100,000 105,000

Company Assets200,000 customers x $1,000 annual

revenue per customer$200M

Cost per Call 5,000 extra calls x $5.00 cost per call$25,000 extra cost per

quarter

Failure to resolve 15% of calls

Results in a CSAT drop from 50% to 40%$80M protected assets or a

loss of $20M per quarter

Quality & Customer Care Profitability Impact (per

quarter/per annum)….and the survey says

$20,525,000/quarter or $82.1M/annum

Page 7: Maximizing the Potential of Quality Assurance in Your Contact Center

©2012 International Customer Management Institute. All Rights Reserved. icmi.com | 800.672.6177icmi.com | 800.672.6177

Defining the Customer Experience

Develop tactics to close the expected-vs.-actual gap (incorporate VOC and benchmarking)

1a. Review SLAs with hosting vendor1b. Minimize size of graphics to speed page loads

Determine actual customer experience

Determine critical customer touch points (aka, “Moments of Truth”) from customer’s viewpoint

“Interest Me” “Meet My Initial Need”“Keep Meeting

My Needs”

Develop reward & recognitionfor achieving or exceeding expected customer experience

Develop appropriate set of rewards and recognition5

4

3

2

1

1a. Website available = x%1b. Website satisfaction = y2. Recognition factor = z

1a. Website available > 99.99%

1b. Website satisfaction > 4.5

2. Recognition factor > x

1. Marketing web site2. Advertisements

Document Expected Customer experience (incorporate VOC and benchmarking)

Sales Fulfillment ServiceProcess

1. Apply by phone2. Apply by website3. Get notification of decision4. Close financial transaction

1. Account issue raise by phone or email

2. Complain by web mail3. Receive solution to complaint4. Hear about other products5. Take part in surveys

1a. Average hold time < 2 min1b. Application time < 10 min2a. Website available > 99.99%2b. Application time < 15 min

1a. Average hold time < 2 min1b. 1st time resolution > 95%

Page 8: Maximizing the Potential of Quality Assurance in Your Contact Center

©2012 International Customer Management Institute. All Rights Reserved. icmi.com | 800.672.6177icmi.com | 800.672.6177

New Call Monitoring Guidelines

Page 9: Maximizing the Potential of Quality Assurance in Your Contact Center

©2012 International Customer Management Institute. All Rights Reserved. icmi.com | 800.672.6177icmi.com | 800.672.6177

New Quality Monitoring Metrics

Contact Center ROI– Measures the value

creation/destruction of customer interactions

Agent Peak Performance Index– Each agent that a survey is conducted

is scored by the actual voice of the customer

– If the index is falling, it raises a red flag to supervisors/trainers for additional coaching/training

– If the index is rising, it demonstrates which associates are providing customer-centric support

– Agent ROI x Accuracy (QA Score) / % Delight Treating Customers as Valued

Page 10: Maximizing the Potential of Quality Assurance in Your Contact Center

©2012 International Customer Management Institute. All Rights Reserved. icmi.com | 800.672.6177icmi.com | 800.672.6177

Correlate metrics with research or historical information

Interdependent Metrics

  Customer Sat Employee Sat Cost / account Product / house

Customer Satisfaction

NA + 0 ++

Employee satisfaction

+ NA - +

Cost per account 0 - NA +Product per house

++ + 0 NA

Page 11: Maximizing the Potential of Quality Assurance in Your Contact Center

©2012 International Customer Management Institute. All Rights Reserved. icmi.com | 800.672.6177icmi.com | 800.672.6177

Any Questions?

Art Hall

DirectorAlvarez & Marsal Business Consulting LLC3424 Peachtree Road Suite 1500Atlanta, Georgia 30324Email: [email protected]: @Art_Hall4

Page 12: Maximizing the Potential of Quality Assurance in Your Contact Center

©2012 International Customer Management Institute. All Rights Reserved. icmi.com | 800.672.6177icmi.com | 800.672.6177

Please remember to complete your session evaluation!

Thank you for attending!

Page 13: Maximizing the Potential of Quality Assurance in Your Contact Center

©2012 International Customer Management Institute. All Rights Reserved. icmi.com | 800.672.6177icmi.com | 800.672.6177