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Document Sample
Achieving Competitive Advantage
Through Contact Center Benchmarking
TPPA Marketing & Customer Service
Annual Conference
San Antonio Texas
March 4, 2002
About Our Team
Strategy
Organization/Staffing
Market Measurement
R. W. Beck & Partner Communications
Implementation
Technology
Internal Measurement
Competitive Expertise for Customer Service
Keys to Customer Satisfaction
and Loyalty
Three factors directly contribute to Customer Satisfaction
Service
Quality
Customer Willingness to
Product Satisfaction Switch
Offering & Loyalty Pressure to Opt in
Price
Customer satisfaction directly impacts community
pressure to opt in and customer retention.
Competitive Strategy
Competitive
Strategy
Service
Quality
Differentiation
Strategies
Customer Willingness to
Product Satisfaction Switch
Offering & Loyalty Pressure to Opt in
Price
Service is a value-oriented differentiation strategy
that can work well in local markets.
Using Customer Service
to Gain Loyalty
This utility’s excellent service produced strong customer loyalty
as evidenced by the low inclination to switch to another electric
provider if choice were available:
Influence of Current Service on Electric Customer Loyalty
Overall Service Grade
‘A’ Grade ‘B’ Grade ‘C’ Grade
Percentage of Business Customer
who would not switch to another utility 73% 57% 42%
Percentage of Residence customers
who would not switch to another utility 76% 58% 42%
Base: All commercial respondents, n = 400
All residential respondents, n = 403
Question applied to all electric customers.
Excellent Service is worth an additional retention
of over 30% of customers over average service.
Customer Service Impact
Learnings from other industries:
Customers are five times more likely to leave you
because of poor service than they are for product quality
or price
Seventy percent of customers change suppliers
because of poor service
Customers who receive poor service tell 14 other
people -- customers who receive good service only tell
one other person
It costs five times more to obtain a new customer than
to retain an old one
A decrease in customer defections of 5% increases
profits by 25-85%
Implications of Service Strategy
Implementing Customer Service as your COMPETITIVE
STRATEGY is a fundamental change in orientation:
From: To:
Required Function Competitive Tool
Internal Focus Customer/Market Focus
Cost Center Frontline of Customer Retention
and Sales
Cost Minimization Service Value Maximization
Low Priority High Priority
How to Begin
Learn what aspects of customer service are important to
YOUR customers
Market research – the customer viewpoint
Organize to deliver superior service
Process analysis, organization and staffing
Implement the tools to deliver superior service
Technology/communications analysis and improvement
Know the level of service that you are providing
Benchmarking and continuous measurement
Make customer satisfaction the most important
measure of your success!
Details Count
Provide a single face to the customer
Provide anyway, anytime, anywhere customer access
Provide fast response to every interaction
Provide customers with self-service; however, give them easy
access to a human
Resolve every issue on the first call
Personalize every contact
Match customer service delivery to the needs and values of the
customer
Empower and expect employees to deliver world-class service
Design measures, processes, and systems against
world-class standards
Benchmarking your delivery of customer service
at your contact points is essential!
Customer Satisfaction –
A Corporate Imperative
The Contact Center
Has the most customer contact and is the most
important customer-facing organization
However, Normally…
Is functionally focused and operates in a silo
Is considered a cost of doing business
Strives to reduce costs, which lower Customer
Service levels
Has the lowest paid, lowest trained and lowest
empowered employees; even though, it has the
greatest potential impact on customers
Customer Service Migration
Company-Centric Customer-Centric
Continuous Mass
Startup Mass Production Improvement Customization
Phase 1 Phase 2 Phase 3 Phase 4
Organizational CRM -- Customer
Centralization of Functions Specialization “One Stop Shopping”
Imperatives Relationship Management
Culture Consistency Sweat Shop Quality Sales/Learning
Market Leadership
Consolidate Function Efficiency
Objectives Repeatable without Errors Availability
Effectiveness Cross Selling
Customer Retention
Calls/Day/CSR
Fewer Complaints First Call Resolution Customer Satisfaction
ASA
Measures Cost Based
Abandonment
Quality Measures Business Contribution
Talk Time TQM P&L
Blockage
Intra-Organizational
Reengineering
Departmental Intra-Organizational
Manual Single View of Customer
Processes Iterative
Early Automation Automated Workflow
Contacts
Multiple Call Transfers Some Empowerment
Automation
Scripting
CTI
CMS CRM Desktop
PBX/ACD Quality Monitoring Tools
IVR Integrated Applications
Technology 3270
Forecasting/Scheduling
Image
Expert Systems
Paper FAX
Dialers Data Mining
Home Agent
Hourly Team Based Business Incentive Based
Employee Profile Hourly Part Time Unit Incentives Empowerment
High Turnover Some College Continuous Learning
Strategy Reduce Cost Cost Center Alternate Channels Integrated Channels
Order Entry Customer Management Customer Segmentation
Inbound/Outbound
Capabilities Complaints
Fulfillment
Telemarketing Relationship Management
Service Market Research Business Rules Routing
Performance Model
Contact Flow
Customer Access
Customer Satisfaction Customer Interaction Workforce Management
Fulfillment
Measurements Drive Behavior
Measurements
Must Be Aligned
to Desired Outcome
Those I Publish
Those I Watch
Customer Access
What is it?
How fast and easy do I get to the right person or place that can
handle my inquiry
From The Outside Looking In
It Includes? Measurements
• Telephone Numbers • Service Level
• Call Prompting • Abandon Rate
• IVR • Misdirected Calls/Call
• Messages/Music on Hold Transfers
• Voice Mail • % of Calls Handled by the
• Email IVR
• WEB
• Chat
• Video
Customer Access - Benchmark
Speed of Answer
80% of calls within 20 seconds
Abandon Rate < 3%
ASA 5 – 7 seconds
Call Transfers
One soft transfer
IVR (uneducated customer)
No more than 4 menu picks
No more than 2 levels
No more than 30 seconds in the IVR
Always “0” option for an Agent
“9” for repeat of options
Email
Response within 4 hours
Customer Interaction
What is it?
Once a customer gets to the right person or place, how are they
treated and how empathetic, responsive and decisive is the
response
It Includes? Measurements
• Customer relationship • Quality Monitoring
• Problem/question/need – Call Handing
identification – Technical
• Analysis/decision making of • Call Handle Time (AHT)
the resolution – Talk Time
• Commitment to action – After Call Work
• IVR/Email/etc. Applications • Number of people for
resolution
Customer Interaction - Benchmark
Quality Monitoring
Random call and screen navigation monitoring
Minimum 10 calls per month
Evaluation of
Call Handling techniques – 50%
Technical skills – 50%
One-on-one feedback within 24 hours
Rating System with goals and targets
Part of employee evaluation system – 35%
Average Handle Time (AHT)
Averages – driven by call type
Look for high and lows
Identify Stars and training/performance issues
Number of people to resolve and issue
First Call Resolution
One soft transfer
Fulfillment
What is it?
Keeping commitments to customers. Completing the transaction
after the customer hangs up.
It Includes? Measurements
• Sending/Faxing material or • First call resolution
information • Number of times a
• Making adjustment to customers has to call to get
account as promised resolution
• Service Rep/Sales Rep • Satisfaction with the
showing up when scheduled resolution
• Calling back as promised
Fulfillment - Benchmark
First Call Resolution
Customer perception
Direct correlation to customer satisfaction
Number of times a customer has to call to get resolution
One time !!!
Workforce Management
What is it?
Get agents to be where, behave as and do the things you want
them to.
It Includes? Measurements
Agent behavior and • Adherence to schedule
performance • Customer availability
• Compliance to schedules • Handling a call
and work rules • Waiting for a call
• BIC – Bodies in Chairs • Quantitative Measures
• Incentives • Qualitative Measures
• Training • Attendance
• Expectations • Employee evaluation
Workforce Management - Benchmark
Customer availability -- Occupancy (working on a call or
waiting for a call ) – 90%
Adherence to schedule – 95%
Performance Evaluation
Qualitative 35%
Quantitative 35%
Adherence 20%
Other 10%
Customer Satisfaction
What is it?
The customers’ perception of the organization and are they
satisfied enough to purchase from the organization again or
recommend it to someone else
It Includes? Measurements
• Other contact centers set • Overall satisfaction with the
customer expectations interaction
• The entire call flow process • Resolution on 1st call
• How other internal • Loyalty
organization/groups service
customer.
Customer Service - Benchmark
External Survey – Satisfaction with the Recent Contact
Monthly/Quarterly
Keep to five questions or less
Driven by a recent contact
Key Survey Questions
Overall how satisfied with the interaction?
Was your issue resolved on the first call?
If you have a choice, would you select us or recommend us to
someone else?
Excellent or “A” rating in the 65% - 70% range
Other Important Questions
Acceptable wait time to answer
Number of calls to get resolution
Number of people talked to
Usability of the IVR
Satisfaction with the resolution
10 Steps to a “World Class”
Contact Center
1. Develop a “Vision”
2. Set “World Class” Performance Standards
3. Develop performance measuring systems
4. Implement Customer Satisfaction Surveys
5. Implement a Quality Monitoring Program
6. Link business results to Contact Center performance
7. Freely publish team/group/organization/business results
8. Communicate and train employees, plus get feedback
9. Link results to team/group/organizational
incentives/performance
10. Continuously review and adjust
In Conclusion
You are in a competitive market
Customers have many more choices
Differentiating your company with product or price will
be difficult
Customer loyalty is driven by customer service
Profits significantly increase with a reduction in
customer defections
98% of customer contacts are through the contact
center; to your customer, it is your company
Customer expectations are not set by your competition
but by every other contact center
Establishing a world-class contact center is the most
effective way to drive customer loyalty
Questions and Answers
For more information:
Wendy Warner
R. W. Beck, Inc.
Denver, Colorado
Direct: (303) 299-5345
wwarner@rwbeck.com
Patricia Cruz
R. W. Beck, Inc.
Austin, Texas
Direct: (512) 795-9007
pcruz@rwbeck.com
Doug LoPresti
Partner Communications, LLC
Direct: (203) 985-3450
dlopresti@partnerc.com
