Contact Center 09 – Not Just Surviving But Thriving In A Down Economy

© 2009 RightNow Technologies, Inc.

Contact Center ’09 – Not Just Surviving but Thriving in a Down Economy

Presenters:Donna Fluss, DMG ConsultingStephen Bell, RightNow


Introducing Our Keynote Speaker

Donna Fluss, President of DMG Consulting– 25 Years Experience in CRM and Contact

Centers

Author of our give away book: The Real-Time Contact Center

Customer-Focused Strategy, Operations and TechnologyCopyright 2009 DMG Consulting LLC 33

Contact Centers: Thriving in Good and Challenging Times

Donna Fluss, PresidentJanuary 2009

Customer-Focused Strategy, Operations and Technology


Customer-Centric Business Trends

• The recession will dramatically impact the role of contact centers• Customer churn plagues most industries (5% to 30% annually)

and is a greater issue during recessionary times• Internet-based social networking has given customers a vehicle

for spreading good and bad news in the click of a mouse• Generation Y’ers with an inseparable connection to technology

will change the way business is conducted in the next 3 to 5 years.

• Contact centers are converting to revenue generators• Analytical solutions are bridging the gap between the contact

center and sales, marketing, operations and the executive suite• The contact center is becoming the primary source of enterprise

customer analytics• Contact centers are increasingly viewed as essential corporate

players


2009 Contact Center Mgt. Challenges

• Increasing productivity and reducing costs• Retaining customers• Generating revenue• Providing an outstanding & branded customer

experience• Increasing use of self-service systems• Reducing agent attrition• Identifying reasons customers call or email• Migrating to virtual environments• Improving perception of contact center• Preventing outsourcing

2009 Goals


Reducing Agent Traffic with Self-Service

Touch-Tone IVR

Speech-Enabled IVR

Web Self-Service

BENEFITS

Productivity Improvements


Revenue Generation

Outstanding Customer

Experience

Branding


Revenue Generation

Outstanding Customer Experience

Branding

Complex Activities


Reducing Agent Staffing Costs with WFM

Real-Time Adherence

Forecasting

Scheduling

Intra-Day

Agent Self-Service

Reporting

Administrative

Multi-Skill Support

Multi-Channel Forecasting

Performance Management

Long-Term/Strategic Planner

Contact Center Value-Added Modules

Optional Modules

Core Modules

Workforce Management Solution


Proactive Customer CareP

oor

Out

stan

ding

Low HighProfitability

Cus

tom

er E

xper

ienc

e

Product Recalls

Surveying

Welcome callsLoyalty Calls

Special Occasion Calls

Subscription Services

Travel AlertsAppt. Reminders

Early-Stage Collections

Warranty/Service Contracts

Sales Announcements

Broadcasts

Late-Stage Collections

Telemarketing

Fraud Prevention

Call Backs

Political Campaign Calls

Reorder RemindersShipment Notification

InstallationScheduling

Product RecallsService Notification


Enterprise Role of Contact Centers

Inquiries/problems/transactions

RevenueGeneration

Sales & Mktg. Opportunitiesand Challenges

General Co.Feedback

CustomerAnalytics

Contact Center

Channels

Calls eMails SelfService

Mobile(self-service)

Blogs Rss Feeds

BulletinBoards

IM/Chat Video

ExecutiveSuite

Business Units

Sales Marketing Operations Fulfillment MFC


The Challenge: Taming Unstructured Data

Take

Unsolicited Feedback

Blogs

Community Forums

Wikis

U

nstr

uctu

red

Com

mun

icat

ions

• Phone

• E-mail

• IM/Chat

• Mail

• Fax

• SMS

• Survey

• Video

• Web

Capture

Structure

Analyze

Take Action

The ChallengeHow to:

Contact Center


Analytics is the Answer

Analytics ApplicationsPred

ictive a

nalytics

Speech analytics

Real-time

analytics

Quality sc

ores

Customer

feedback

Performance

management

Customer value

analytics

Web analyticsv


It’s Time to Change Corporate Culture!

Corporate Lobotomy


Customer-Focused Strategy, Operations and Technology

DMG Consulting LLC, 6 Crestwood Drive, West Orange, NJ 07052tel 973.325.2954 | cell 973.493.0120 | fax 973.325.2071 | [email protected]

Thank You!


Contact Center ’09 – Not Just Surviving but Thriving in a Down Economy

Stephen Bell, RightNow


Agenda

2009: Focus on Retention and Cost ControlThe Customer Experience ImperativeTechnology Strategies to Achieve Both Goals8 Steps


2009: Focus on Retention and Cost Control

Major strategic Call Center priorities for 2009?*

COST REDUCTION

CUSTOMER RETENTION

Improve Business Intelligence

Acquire New Customers

Environmental Issues

1

2

3

4

5

* “CRM in the Contact Center” Datamonitor September 2008

“Technology investments that increase customer retention and protect revenue or help reduce inventory and operational costs will move to the forefront.“

- AMR's 2009 Customer Management Market Outlook

Cost reduction and customer retention are enterprise top priorities


The Customer Experience Imperative

“80% have quit doing business after a negative experience…

20% will never return.”*

“99% are likely to recommend your business after a positive customer experience.”*

* Harris Interactive, “Customer Experience Report,” March 2007

“In 2009, the spotlight will remain on customer experience. Our analysis shows that good customer experience is highly correlated to customer loyalty, but customer-facing touchpoints at many organizations are clearly broken”

- Forrester Research, Trends 2009: Customer Relationship Management


Cost Control Measures

Typical contact center cost control measures:• Improving agent productivity• Moving customers to self-service (web, voice)

“The most significant imperative for contact center managers is to offset your high operational expenses by automating more customer transactions”.

- Forrester Research, 2008 Contact Center Technology Trends, August 08

“2009 Recommendations: Push more of your customer support activities to the web. Build out basic self-service capabilities”

- AMR's 2009 Customer Management Market Outlook


The Experience/Cost Dilemma

Spend money to improve the customer experience

OR

cut costs and risk losing customers


Technology Strategies to Achieve Both Goals:

• Deliver a superior customer

experience

• Reduce costs


Billing

Delivery

Inside Sales

Order Processing

Customer Support

Management

Outside SalesField Service

Customer Isolation• Impersonal relationship• Inconsistent customer view• Poor communication• Inconsistent experience across

channels• No service differentiation

Typical Customer Experience

Phone

Email

Web

Chat

Agents have siloed view of customer:• departmental silos• information/knowledge silos• channel silos


Service/Support

Shipping/Receiving

HumanResources

Sales

Finance/Administration

Sales/Marketing

SalesManufacturing

Engineering/Research

The Ideal Customer Experience

Phone

Email

Web

Chat

• Customer sees only one enterprise Consistent experience across channels

• Agent is aware of total customer relationship but sees only the information they need (in context)


Contact Center Technology Strategies

Knowledge FoundationCustomer Self-ServiceUnified Multi-channel Agent DesktopProactive Customer ServiceSoftware as a Service (SaaS)


It Starts With a Knowledge Foundation

Knowledge is the key to a great customer experience -right knowledge, right place, right time.


Customer Self-Service

Web Self-Service:– Provides automated 24x7 online answers to customer

questions, deflecting higher cost live calls– Leverages online communities so your customers can

help augment your support staff

Speech-Enabled Voice Self-Service:– Provides automated 24x7 answers to customer

questions via the telephone, deflecting higher cost live calls

“Contact center managers looking to automate customer interactions should focus on Web integration with the contact center and speech self-service applications”.

- Forrester Research, 2008 Contact Center Technology Trends, August 08


Case Study: Overstock.com

FCR rates have improved 10% while call handle times have been reduced by 25%

Email volume is down 72%

Estimated $1,000,000 in savings per month from contact center reductions

The Overstock.com NetPromoter score has seen nearly a 7x improvement while customer satisfaction scores have jumped 10%

RMA and Teradata database integrations bolster contact center efficiency

High-value customer insight consistently delivered to decision-makers in multiple departments


Unified Multi-Channel Agent Desktop

All channels centralized:– Voice, Web, Email, Chat, and Co-Browse

Seamless integration between web and contact center Information/knowledge centralized:– Customer information– KB answers to customer inquiries– Disparate enterprise information (ERP, order status, etc.)

• Desktop Add-in Framework– Computer telephony integration (CTI)

“The unified agent desktop aims to bring all relevant information into one user interface, to make agent–customer interactions more seamless and reduce hold time for customers.”

- “CRM in the Contact Center” Datamonitor September 2008

Empowers your Frontline Agents and Managers:


Unified Multi-Channel Agent Desktop

Contextual, guided interactions:– Contextual workspaces - presents relevant information to

agent at right time in context of the conversation and agent need

– Agent scripting –codifies customer interaction best practices and drives cross-sell, up-sell opportunities

– Guided assistance –troubleshooting decision trees allow agents of all skill levels to rapidly and consistently resolve customer issues

Empowers your Frontline Agents and Managers (cont.):

© 2009 RightNow Technologies, Inc.© 2008 RightNow Technologies, Inc.

Comprehensive system that enables contact center staff to view complete service histories across all channels

Incidents can be quickly routed and/or escalated to the right person

Powerful knowledge base enables Nikon staff and customers to find approved, up-to-date, and relevant answers

50% reduction in call response times (30-second savings per phone incident—multiplied by tens of thousands of calls per month…)

70% reduction in email response times

Responsive interactions drive customer satisfaction scores above 95%

Case Study: Nikon

http://www.nikon.com/index.htm


Proactive Customer Service

Benefits:– Gather actionable customer insight– Uncover unmet customer needs– Prevent downstream costs

Technologies:– Event-triggered notifications (email marketing)– Proactive chat– Customer feedback– Analytics– Leverage your customers – forums/communities


Case Study: Black and Decker

Product management, manufacturing, and other departments gain rich, actionable customer insight

Real-time feedback saves company thousands of dollars in product returns

Estimated more than $250,000 in annual savings achieved through self-service

Voice application paid for itself in 90 days

Software-as-a-service enables new users anywhere to be added right away

http://shop.skechers.com/index.jskx

http://shop.skechers.com/index.jskx

http://www.blackanddecker.com/

http://www.blackanddecker.com/


RightNow On Demand Contact Center Platform

Faster deployment, speed to valueModularAugment what you haveNimble/right-sizing for:– Seasonality– Outsourcing fluctuations– At-home agents

Highly configurableOperational vs capital expense

“Globalization, rapid market change, a changing workforce, and regulations have turned the desire for more agile and usable applications into a business imperative.”

- Forrester Research, Trends 2009: Customer Relationship Management

The SaaS Advantage


Case Study: GameFly

On-demand model enabled implementation of multi-channel contact center in three weeks

Headcount growth rate kept well below business growth rate

Customer issues quickly resolved by phone, email, and web

http://www.gamefly.com/

http://www.gamefly.com/help/HelpRNRedir.asp?dest=learn




8 Steps to Great Customer Experiences

1 Establish a knowledge foundation

2 Empower customers

3 Empower frontline employees

4 Offer multi-channel choice

5 Listen to your customers

6 Design seamless experiences

7 Engage proactively

8 Measure and improve continuously


Question & Answer Session

With Donna Fluss & Stephen Bell


Additional Resources

RightNow Eight Steps Video: http://www.rightnow.com/resource-video-8-steps.php

RightNow Eight Steps Strategy: http://www.rightnow.com/strategy-eight-steps.php

DMG January 2009 Newsletter:http://visitor.constantcontact.com/manage/optin?

v=001mXHD3JkBT2glWS3ohsviYfKcrJzcTd6n