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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: • • • 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 • • 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 • 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 • • More than 850,000 offers presented • Generated $1,700,000 in incremental sales in 2003 • 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 • 14% increase in sales units per CSR Continental Airlines • • 8% increase in e-tickets 22% increase in vendor transfer program Bank of America • 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 • Reduce policy terminations due to nonpayment • Two full-time agents only able to call 10% of at-risk customers Implemented EnvoyWorldWide • • • 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’ • • Tightly integrate web self-service with CRM • • • 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