Closing the Back Office Service Gap with Enterprise Workload Management

Closing the Back Office Service GapWith Enterprise Workload Management

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Closing the Back Office Service GapWith Enterprise Workload Management

© 2013, Genesys Telecommunications Laboratories, Inc. All rights reserved.3

Presenters

Keith PearceVP Corporate Marketing

Genesys

Karl WhitelockDirector Global OSS BSS Strategy

Stratecast | Frost & Sullivan


Agenda

• Market Drivers and Business Trends – What is Really Going On?

• What’s the Problem and How do You Close the Gap?

• How Does Workload Management Improve Business Results?

• Q&A

Page 5© 2013 Stratecast | Frost & Sullivan, all rights reserved.

Proprietary and Confidential to Stratecast.

Business Challenge: Real-Time Services are Just Expected

Increased consumer use of smartphones and tablets is pushing service expectations to near real-time. Businesses are responding but not always at a customer-satisfying pace.

The “gap” between expectations and delivery reality is widening.

Increased consumer use of smartphones and tablets is pushing service expectations to near real-time. Businesses are responding but not always at a customer-satisfying pace.

The “gap” between expectations and delivery reality is widening.



Fortune Most Admired Companies in the World – 2013

Some of the top 35 Fortune Magazine 2013 World’s Most Admired Companies are:

Apple Google Amazon.com Coca-Cola Starbucks IBM FedEx Walt Disney McDonalds BMW Nordstrom Microsoft Nike Caterpillar Target Costco Wholesale Toyota Singapore Airlines

One customer’s summary: “This company does things the way they should be done and every time I deviate (even just a little) I am reminded

of how much of a difference there is between them and everything else...”

One customer’s summary: “This company does things the way they should be done and every time I deviate (even just a little) I am reminded

of how much of a difference there is between them and everything else...”



Why Is This Sample of Companies So Appealing to Their Customers?

Provide a High Quality Experience

Deliver Consistency Meet Needs on the

Customer’s Timeframe Keep Customers Informed Continuously Innovate Award Customer Loyalty

As a customer I will provide my loyalty to a company that can produce high quality services and products, provide consistency, deliver on what they say, keep me informed, offer competitive pricing, and use motivated employees to continuously keep my attention.

As a customer I will provide my loyalty to a company that can produce high quality services and products, provide consistency, deliver on what they say, keep me informed, offer competitive pricing, and use motivated employees to continuously keep my attention.



What Customers Expect from Businesses Today

85% of people who have a bad experience tell their friends via word of mouth and through social media. Only 20% talk about a good experience.

85% of people who have a bad experience tell their friends via word of mouth and through social media. Only 20% talk about a good experience.

Pay Attention to Me NOW I Only Want to Explain it Once Don’t Hand Me Off to

Someone Else Understand My Frustrations Deliver Consistency Keep Me Informed

What Customers Want:


Agenda

• Market Drivers and Business Trends – What is Really Going On?

• What’s the Problem and How do You Close the Gap?

• How Does Workload Management Improve Business Results?

• Q&A



Addressing the Needs of Customer Service

Central to a positive customer experience is a work team that can meet customer needs balanced with business priorities and personal commitments. Positive business

performance rests on this key principal.

Central to a positive customer experience is a work team that can meet customer needs balanced with business priorities and personal commitments. Positive business

performance rests on this key principal.

Total Customer Satisfaction Depends on Service Support: What Makes the Difference?

= Revenue

Pay close Attention to Customer Input from all Sources

Analyze Customer Data in as near real-time as possible

Work Tasks performed by One Person can Generate Positive Customer Outcomes while the same done by Another can lead to Very Different Results



How Business Operates – Processes, People and Systems

People

Processes

StartFinish

Regardless of the level of automation involved, people and systems working through defined processes is how business is done. A critical step is often direct human

interaction with the customer for a variety of purposes.

Regardless of the level of automation involved, people and systems working through defined processes is how business is done. A critical step is often direct human

interaction with the customer for a variety of purposes.

Systems



Employee Work Tasks Come from Multiple Sources

The challenge is working to find the right balance between needed resources, the work tasks to be accomplished, and the availably of everyone to get things done. On top of

this is a balance of the workload assigned to one employee verses another.

The challenge is working to find the right balance between needed resources, the work tasks to be accomplished, and the availably of everyone to get things done. On top of

this is a balance of the workload assigned to one employee verses another.

Customer Input Comes From Many Sources

Internal Work is Requested in Assorted Ways

• For Various Business Needs:• Special Projects• Reports• Trend Analysis

• And for Different Reasons:• Requests for Information• Complaints• Need for Help• Exceptions



Why Companies Struggle to Satisfy Customer Demands

From an Employee’s Perspective

A great customer experience carries through from energized and incentivized employees. Easing employee frustration is a big challenge without the right

automation tools to assign and allocate work according to employee dynamics.

A great customer experience carries through from energized and incentivized employees. Easing employee frustration is a big challenge without the right

automation tools to assign and allocate work according to employee dynamics.

Customer requests come from multiple sources

Business priorities, or customer priority is often missing

Work scheduling between employees is difficult creating frustration

Time is wasted to manually keep work tasks organized



The Missing Ingredient – Improving the Employee Experience

CRM and workflow systems are not aware of employee skill level and availability

Adding work requests manually is frustrating

Work task assignments need to be dynamic based on:

• Business Priority• Skill Match• Availability• Already Assigned Work Load• Level of Experience• Customer Deadline

The customer experience is inextricably linked with the employee experience. Prioritization of internal work tasks is the secret sauce in keeping customers satisfied

The customer experience is inextricably linked with the employee experience. Prioritization of internal work tasks is the secret sauce in keeping customers satisfied



Workload Management and Keeping the Customer Experience Positive

Key attributes of an effective workload management solution are:

• Capture and correlate work from multiple channels

• Dynamically push work tasks

• Track external data sources

• Deliver consistent reporting

• Support the needs of multiple industries

Workload management is not always top of mind when it comes to automation of business processes and integration of systems. However, a positive employee

experience, through dynamic work task allocation, keeps customers happy.

Workload management is not always top of mind when it comes to automation of business processes and integration of systems. However, a positive employee

experience, through dynamic work task allocation, keeps customers happy.


Poll Question

• Do You Believe Workload Management Can Make a Difference?

• 1) Yes, We Are Currently Implementing a Solution

• 2) Most Likely, Strategic Planning Is Now Underway

• 3) Not Sure, Still Trying to Understand the Complete Picture

• 4) Not Likely, Other Systems Are Now Doing the Job

• 5) Definitely Not, Workload Management Is Not an Issue In Our Organization


Talking To Your Customer Is Cool Again...


Service Experience AUS CAN UK USNot proactive in addressing customer issues 24% 13% 19% 14%

Not willing to accept feedback and resolve issues 19% 10% 16% 17%

No clear process for providing feedback 23% 16% 21% 18%

Policies that make resolving issues difficult 28% 20% 25% 28%

Policies that limit employees ability to resolve problem 30% 28% 31% 33%

No clear accountabilities and means to contact the bank 23% 16% 22% 17%

Lack of first-call problem resolution 37% 20% 34% 28%

Takes too long to resolve an issue 34% 25% 32% 26%

Inconvenient hours of operation 28% 19% 23% 20%

Difficulty in reaching the right person 35% 24% 37% 28%

Ranking of cause for bad experience:

#1 #2 #4#3

Source: Financial Services Customer Experience Survey, Corporate Executive Board Operations Council, TowerGroup analysis

…But Are You Ready?


Front office

Back office

Customer Experience: Mind The Gap!

© 2013, Genesys Telecommunications Laboratories, Inc. All rights reserved.


Wasted-Unproductive Time

Everyday

Employees processing work in the back office… lose about 17 minutes of every hour of their time…


Poll question

• Where Is Your Organization’s Most Unproductive CX Time?

• 1) Gaining visibility into CX interactions

• 2) Understanding how to predict customer behaviour

• 3) Processing work from front to back office

• 4) Aligning internal departments around the CX


Four Workload Imperatives

1. Do you have the same insights across the enterprise as you do in the contact center?

2. Do you have insight in enterprise workload and volume patterns?

3. How efficient are your teams?

4. Do your schedules reflect the entire service chain? Skills? Availability?

?


Enterprise Workload Management

Implement forecasting and scheduling capabilities across

the Enterprise

2Match workload to

resources

Design your Employee Competency Framework for the

Enterprise Workforce

3Leverage/Develop

Employee Skills

Switch from ‘passive’ to ‘active’ work distribution

1Ensure Deadlines

Are Met


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Front Office IN IN IN

Corporate Systems

Human Resource Management

Customer Relationship

Management

Financial Accounting System

Operations Management

Project Management Voice

Field/ DespatchManagement Back Office

How it is today..

Maria Joanne MaryLiz Alan Sam GeorgeMikeRick Paula Don BillPhil

The People Front Office Management Back Office Field/Despatch


The Role of Genesys..

Genesys

Maria Joanne MaryLiz Alan Sam GeorgeMikeRick Paula Don BillPhil

The People Front Office Management Back Office Field/Despatch

Text 1Text 1Text 1Text 1Text 1Text 1Text 1Text 1Text 1Text 1Text 1Text 1

Corporate Systems

Human Resource Management

Customer Relationship

Management Financial Accounting System

Operations Management

CLIENT SERVICE CHANNELS

© 2013, Genesys Telecommunications Laboratories, Inc. All rights reserved.26 © 2013, Genesys Telecommunications Laboratories, Inc. All rights reserved.

Who’s Using Enterprise Workload Mgt?

Utilities Service Providers Government Telcos Banks Insurers


Customer Engagement Platform


Ask the Experts!

For more information, please visit

www.genesys.comEmail us:

[email protected]

Keith PearceKarl Whitelock

http://www.genesyslab.com/

mailto:[email protected]




More resources on www.genesys.com

© 2013, Genesys Telecommunications Laboratories, Inc. All rights reserved.

http://www.genesyslab.com/

Thank You for participating!

For more information, please visitwww.genesys.com/products

Email us:

[email protected]

http://www.genesyslab.com/products

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Closing the Back Office Service Gap with Enterprise Workload Management