Transcript Analytics/personalization present offers in context of service call

From Tactical to Strategic:
Contact Centers Evolve to Help
Meet Corporate Business
Objectives
John Ragsdale
Research Director, CRM
Forrester Research
The Contact Center is
poised to become one
of the most strategic
businesses in the
enterprise…
. . . but not without organizational change
and embracing new technology.
“Turn Your Contact Center Into a Profit Center”
“Turn Your Contact Center Into a Profit Center”
“Turn Your Contact Center Into a Profit Center”
Yadda, yadda, yadda . . .
 Traditional CRM and e-service vendors
have focused on:
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Technology to deflect calls
Technology to streamline agent activities
Downsizing and outsourcing
New Drivers for Contact Center as Profit
Center
 It’s no longer about acquisition, it’s
about retention
 Marketing taking ownership of customer
interactions to protect brand
 Viewing service interactions in context of
overall customer experience
 Legislation, consumer control, harder to
gain access to the consumer
Enabling Technology
 Analytics/personalization present offers
in context of service call
 Quality monitoring derives business
intelligence from captured interactions
 Tools enabling marketing to extend to
multi-media service channels
 More intelligence in agent assisted and
self-service
Enabling Technology
 Analytics/personalization present offers in
context of service call
 Quality monitoring derives business
intelligence from captured interactions
 Tools enabling marketing to extend to multimedia service channels
 More intelligence in agent assisted and selfservice
 Objectives
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Increase revenue generated in call center
Provide value not matched by competitors
 Challenges with Inbound Sales
•
CSRs resistant to the idea of selling during a
customer service call
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Sales efforts frequently took the focus away
from the caller’s purpose, impacting quality
of service
•
CSRs handling calls for more than 300
magazines
cannot remember complex offers and
qualification criteria
 Results
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More than 850,000 offers presented
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Generated $1,700,000 in incremental sales in
2003
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Able to do up-selling without impacting the
quality of service provided
•
Impact on call length much lower than
More than 100,000 offers accepted – 8.5%
accept rate
originally expected
•
Offer extension is a good control tool for call
wrap-up
Barriers to Blending Service/Sales
 Philosophical view of service
as separate from sales
 Traditionally contact centers
are driven solely by agent
productivity metrics and costs
 Some existing metrics are in
conflict with revenue goals
 Training - Agents refuse to sell
or very bad at selling
Invest in Agent Training
 Pitney Bowes
•
14% increase in revenue from tech support
calls
 Adelphia
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14% increase in sales units per CSR
 Continental Airlines
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8% increase in e-tickets
22% increase in vendor transfer program
 Bank of America
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Grew contact center sales by 20%
Enabling Technology
 Analytics/personalization present offers in
context of service call
 Quality monitoring derives business intelligence
from captured interactions
 Tools enabling marketing to extend to multimedia service channels
 More intelligence in agent assisted and selfservice
Agent
Activities
Customer
Channels
Quality Monitoring Enables Business Optimization
Web
Email
Mail
Technical
Support
Order
Processing
Fax
Phone
Complaint
Tracking
In
Person
Fulfillment
Account
Management
Captured
Interactions
Agent
Activities
Customer
Channels
Quality Monitoring Enables Business Optimization
Web
Email
Mail
Fax
Technical
Support
Order
Processing
Phone
Complaint
Tracking
 Product feedback: quality, usability, pricing
 Missing products, features, services
 Process feedback: too complex, too lengthy
 Reaction to corporate news or events
 Reaction to announcements
 Reaction to promotions or campaigns
 Competitive product information
• Competitive pricing information
In Person
Fulfillment
Account
Management
Captured
Interactions
Agent
Activities
Customer
Channels
Quality Monitoring Enables Business Optimization
Web
Email
Mail
Fax
Technical
Support
Order
Processing
Phone
Complaint
Tracking
• Product feedback: quality, usability, pricing
• Missing products, features, services
• Process feedback: too complex, too lengthy
• Reaction to corporate news or events
• Reaction to announcements
• Reaction to promotions or campaigns
• Competitive product information
• Competitive pricing information
In Person
Fulfillment
Account
Management
Product
Planning
Market
Intelligence
Sales Strategy
Visual Mapping: Audentify
Enabling Technology
 Analytics/personalization present offers
in context of service call
 Quality monitoring derives business
intelligence from captured interactions
 Tools enabling marketing to extend to
multi-media service channels
 More intelligence in agent assisted and
self-service
Upsell/Cross-Sell for the Web
 Marketing
messages
in context
of selfservice
questions
Enabling Technology
 Analytics/personalization present offers
in context of service call
 Quality monitoring derives business
intelligence from captured interactions
 Tools enabling marketing to extend to
multi-media service channels
 More intelligence in agent assisted and
self-service
Proactive Service and Support
 Convenience overrides paranoia
 Just in time knowledge delivery:
notifications and alerting
 Underlying search technology improving
 Adding intelligence for predictive
problem solving
Proactive Service and Support
 Convenience overrides paranoia
 Just in time knowledge delivery:
notifications and alerting
 Underlying search technology improving
 Adding intelligence for predictive
problem solving
BellSouth FastAccess.com
50% to 75% of customers call each month
Typical connection time: 30 to 40 minutes
High churn factor: 20% to 30%
Proactive Service and Support
 Convenience overrides paranoia
 Just in time knowledge delivery:
notifications and alerting
 Underlying search technology improving
 Adding intelligence for predictive
problem solving
Case Study: Electric Insurance
Challenge
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Reduce policy terminations due to nonpayment
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Two full-time agents only able to call 10% of
at-risk customers
Implemented EnvoyWorldWide
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Integrated to back-office/billing system
Now reach 100% of at-risk customers
Same success rate as with live agents
Proactive Service and Support
 Convenience overrides paranoia
 Just in time knowledge delivery:
notifications and alerting
 Underlying search technology improving
 Adding intelligence for predictive
problem solving
NEC Europe
 Snapshot
 Project Goals
• 1.3 million customers with 7
• Decrease the complexity
million computers across
of current support
Europe
processes, cutting costs
and increasing customer
• Over 1 million calls annually
satisfaction
• 250 agents in five multi• Implement technology to
lingual contact centers,
streamline problem
located in France, Italy,
diagnosis and resolution
Holland, Spain and
process
Scandinavia.
• Improve self-help options
on the Web
NEC Europe
 Solution: Kaidara
 Results
• Guided search using
• 8% of total issues resolved
dynamic induction,
via web self-service,
which prompts for
deflecting over 100,000
specific details to
issues a year
correctly diagnose a
• Reduced time in creating
problem
and maintaining content
• Implementation
• 10-15 % increase in agent
complete in three
productivity
months
• Shorter hold times for
• Six agents trained as
customers.
authors, spending 50%
• Higher agent quality scores,
of their time on adding
agent job satisfaction and
and editing content
customer satisfaction scores
 Recommended ‘best practices’
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Tightly integrate web self-service with CRM
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Single system for both customers and agents.
Technology supports, not replaces, process
change
Leverage the system for multiple channels
Promote self-service to encourage customer
adoption
Proactive Service and Support
 Convenience overrides paranoia
 Just in time knowledge delivery:
notifications and alerting
 Underlying search technology improving
 Adding intelligence for predictive
problem solving
Future: Anticipating Customer Needs
“My ice maker
is overflowing.”
“I’m due for a
service call.”
“I’m set on 10 degrees
and freezing the
milk.”
“My door
seal is loose. I’ve
called for repair.”
“I’m empty.
I’m contacting
PeaPod!”
“My plug isn’t
grounded. My warranty
is not valid.”
“Oh, snacking
at 2 a.m. again?”
The Web Refrigerator
Stake Your Claim on Customer Experience
 Find a champion at the VP or C level
 Inventory all existing customer data and
figure out ways to leverage it
 Metrics, metrics, metrics
 Strong training programs can help change
long-held attitudes