Transforming the Customer Experience - CCAM© 1996‐2015 COPC Inc. All rights reserved. Confidential and proprietary information of COPC Inc. Transforming the Customer Experience

© 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:


• 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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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


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

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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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© 1996‐2015 COPC Inc. All rights reserved. Confidential and proprietary information of COPC Inc. 7

Six Disciplines of Customer Experience Mgt


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

© 1996‐2015 COPC Inc. All rights reserved. Confidential and proprietary information of COPC Inc. 9

The Three Most Common Metrics

Effort required to resolve issue

Promoters and Detractors

Overall and with Attributes


Customer Satisfaction Measurement

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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)


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


Collect customer complaints

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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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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:


Customer Satisfaction Measurement

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Impact of FCR on CSat

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Customer Journey Mapping

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Customer Journey Mapping

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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


Quality Framework

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Implementation

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• How can I implement a customer experience strategy into my contact centre?


Thank you

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• Ian Aitchison

Documents

Transforming the Customer Experience - CCAM© 1996‐2015 COPC Inc. All rights reserved. Confidential and proprietary information of COPC Inc. Transforming the Customer Experience