crm for customer care centers: laying a foundation for customer … · 2019. 1. 9. · 1 crm for...

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CRM for Customer Care Centers:

Laying a Foundation for Customer Service Success

Many leading analysts project that around 50% of Customer Service CRM deployments fail to meet an organization’s objectives and goals. To ensure the

implementation of a successful CRM solution, it is critical to understand CRM best practices and how to mitigate deployment risks.

Your Presenters

2

[email protected]

Gretchen OpferkewPowerObjectsDirector of EducationCRM MVP & MCT

Kate LeggettForrester ResearchVP, Principle AnalystCustomer Service Innovator

Kate is a leading expert on customer relationship management

(CRM) and customer service strategies, maturity, benchmarking,

governance, and ROI. She is an accomplished public speaker and

frequently presents at events such as CRM Evolution. She has been

published in The Wall Street Journal, Forbes magazine, and industry

publications such as CRM Magazine, KM World, and Destination

CRM.

Previous Work Experience

Kate has extensive industry experience, with more than 10 years of

leadership at CRM and customer service software companies, where

she held senior product marketing and product management roles.

She is also a published author on customer service trends and best

practices.

Gretchen is the Director of Education at PowerObjects, and she

oversees both internal employee development, as well as

customer trainings and community involvement. She is a Microsoft

Certified Trainer and a Microsoft Dynamics CRM MVP who

specializes in training, project planning, analysis, architecture, best

practices, and user adoption. Having worked with Microsoft

Dynamics CRM since 2006, Gretchen has over 200

implementations under her belt.

She enjoys sharing her experiences with users at Convergence and

CRMUG events. She is in her second term on the board of the

CRMUG, and also works with professors and students through the

Microsoft Dynamics Academic Alliance. Her degree is in

Organizational Leadership from Bethel University (St. Paul).

About PowerObjects

PowerObjects was founded in 1993.

We have been 100% focused on CRM since 2008.

Largest Microsoft CRM Practice in the World / Largest Support Desk.

Worldwide Microsoft Partner of the Year in 2012 and 2013

Our staff is diverse – hailing from 17 different countries and

speaking 31 different languages.

We have one of the most widely visited Dynamics CRM

websites in the world- including our blog and our free

online Dynamics CRM guidebook: The CRM Book.

http://www.powerobjects.com/

Minneapolis | Atlanta | Chicago | Cincinnati | Dallas | New York | Omaha | Philadelphia | San Francisco | Seattle | Toronto


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Service Support

Education Add-ons

100% focused on

Microsoft Dynamics CRM

800 CRM customers

250 CRM people across

US and Canada

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Transforming Your Customer Service From

Good to Great

ISLANDS

OF DATA

Email

Baseline:

Companies can rarely measure AHT, CSAT, and other core

KPIs at the Inquiry Type and/or Agent Level.

Automation:

Very expensive and time consuming, little predictable-

repeatable processes in handling inquiries or how

companies manage their customers.

OPEX:

Technology costs are expensive and difficult to manage,

reporting is inaccurate and baselines are not in place.

Revenue Uplift:

Measuring CSAT scores and customer defection is difficult

and bringing concepts like cross-sell and upsell into the

center is challenging.

People• Agents (Center, Home, Overflow, Etc.)

• Call Center Operations, Customer Service

• Business Units, Groups, Skills, Segments

• CIO / Director Business Applications

• Customers, Prospects, Suspects, Partners, Vendors

Process• Call Type Segmentation

• Application Unification & Alignment

• First Call Resolution (FCR)

• Average Handle Time (AHT)

• Agent Onboarding / Retention

• Knowledge Management / Self-Service

• Workforce Management

• Master Data Management

• Enterprise Service Bus

• Call Deflection

• Upsell / Cross-sell

Technology / Automation • CRM

• Agent Desktop

• CTi / IVR

• Systems of Record

• Document Management

• Knowledgebase / Self-Service

• Portals

• Business Intelligence / Analytics

• Business Process Management

• Workforce Management:

• ELearning

• Voice Recording

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Phone

Chat

SMS / Text

Social

Mobile

Fax

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Global Case ManagementInformation:

Provide access to information to make informed business

decisions, real time via multiple devices and access options.

Predictable / Repeatable Process:

Providing the right information, to the right agents at the

right time to provide a superior level of services, in scripted

and guided automated process.

Focusing on Innovation:

Retire old legacy applications in an xRM platform, onboard

agents faster, reducing costs, while at the same time

retaining the right agents.

Revenue Uplift:

During inquiries recommend upsell or cross-sell for

additional products, services, maintenance or contracts

based upon recommendations, or buying history and CSAT

scores.

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Transform Your Contact Center With CRM

For Customer Service Excellence

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Transform Your Contact Center With

CRM For Customer Service

Excellence

Kate Leggett

VP, Principal Analyst, Forrester Research

April 8, 2015

© 2015 Forrester Research, Inc. Reproduction Prohibited

We Still Don’t Do A Good Job At Delivering Positive Customer Experiences

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© 2015 Forrester Research, Inc. Reproduction Prohibited 11Source: The CIO's Blueprint For Strategy In The Age Of The Customer, September 12, 2014

Customers Control The Conversation That They Have With Businesses

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© 2015 Forrester Research, Inc. Reproduction Prohibited 12

Use customer

experiences as

a key

competitive

differentiator

Companies

view customer

experience as

one of their

top priorities

Source: The State Of Customer Experience, Management, 2014 11

© 2015 Forrester Research, Inc. Reproduction Prohibited 13Source: January 21, 2014, “The Customer Experience Index, 2014”

Few Businesses Deliver An Outstanding Experience

53%

Very Poor(0 to 54)

42%

Poor( 55 to 64)

OK(65 to 74)

Good( 75 to 84)

Excellent( 85+)

37%

11%10%

1%

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Good Customer Experiences Are Good For Business

Source: June 27, 2014 “What drives a profitable customer experience”

Retention

loyalty

Enrichment

loyalty

Advocacy

loyalty

The likelihood that a

customer will keep

existing business

with the company

The likelihood that a

customer will buy

additional products

and services from

the company

The likelihood that

a customer will

recommend the

company to

others

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Cost

Customer

satisfaction and

loyaltyRevenue

Compliance

It is increasingly difficult to deliver good customer service as the customer service leader must balance customer needs with business needs

14


Customers Expect Consistent Engagement During Their Journey

Source: May 2014 “Brief: Systems Of Engagement Take Center Stage” 15


Organizations Struggle With A Complex Infrastructure

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Most Business Are A Mess Of Silos

5%

3%

Source: December 2013 Global eBusiness and Channel Strategy Professional Online Survey 17


Organizations Struggle With Poor Data Quality

“What are your organization’s biggest challenges to improving customer management capabilities?”

(Please select all that apply)

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Knowledge Is Everywhere

Email

19

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How do you move the needle on customer service operations?

Service Manager

Customers

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PAIN FREE PROACTIVE

PERSONALIZED PRODUCTIVE

Customer Service Should Be……

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© 2015 Forrester Research, Inc. Reproduction Prohibited 23Source: January 20, 2015 “Channel Management Core To Your Customer Service Strategy

Customers Expect Effortless Service

55% will abandon

online purchases

if they can’t find a

quick answer

For 77%, valuing

their time is the

most important

thing a company

can do to provide

good service

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Customers Increasingly Rely On Self-Service

Help or FAQs

on a company

website

Phone

Email

Chat

Twitter

Source: January 20, 2015 “Channel Management Core To Your Customer Service Strategy23


Text

Email

Web Chat

Phone

IVR Chat

Customers Expect Proactive Service

225


Situation

Profile

Prediction

• Device / Channel

• Location

• Time of day

• Historical past

• Immediate past

• VOC

• Current session

• Likely next steps

Customers Demand Personalized Engagement

25

© 2015 Forrester Research, Inc. Reproduction Prohibited

Twelve Step Process To Success


Forrester’s Framework For Success

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Start With The Customer Service Vision

• Understanding customer

expectations

• Understanding customer

service trends

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© 2015 Forrester Research, Inc. Reproduction Prohibited 30Source: TechRadar™: Contact Center Solutions, Q1 2015

Understand The Depth And Breadth Of Customer Service Technologies

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Assess Your Current Capabilities

Source: October 2, 2014, “Asses Customer Service Capabilities To Pinpoint Opportunities For Best Service30


Pinpoint Quick Wins And Create a Business Case

“Source: Win Funding For Your Customer Service Project. October 23, 2014 31

© 2015 Forrester Research, Inc. Reproduction Prohibited 33“Source: Win Funding For Your Customer Service Project. October 23, 2014

Articulate The Right Business Benefits

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© 2015 Forrester Research, Inc. Reproduction Prohibited 34Source: May 2, 2013, “Quantify The Business Value Of CRM

Write The Business Case

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Source: June 19, 2013, “Define Your Customer Relationship Management Plan” Forrester report

Put Your Strategic Plan And Roadmap Together

335


Put Your Strategic Plan And Roadmap Together

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© 2015 Forrester Research, Inc. Reproduction Prohibited 37Source: December 17, 2014 “Better Governance Leads To Better Customer Service, Yes- Really!”

Focus On Project Governance

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Example of a Governance Structure

Source: December 17, 2014 “Better Governance Leads To Better Customer Service, Yes- Really!” 37


Select The Right Vendor By Evaluating Their Capabilities Via Demos

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Roll Out Your Changes In A Stepwise Manner

Phase 0“Develop the Blueprint”

Sample Phase 1

Revisions

Design

Analyze

& Plan Construct& Deploy

Sample Phase 2“Continue to Implement

New Capabilities”

Revisions

Design

Analyze

& PlanConstruct& Deploy

Sample Phase 3“Support, Enhance

and Extend”

Revisions

Construct

& Deploy

Design

Analyze

& Plan

Customer Analysis/

Segmentation

Develop detailed business

requirements for Wave1

Initiatives

Design unified data model

Develop detailed technology

architecture

Design detailed process/

organizational structure

Implement Wave 1 Quick Wins

Implement & Integrate

Wave 1 Initiatives

Execute Change

Management for Wave 1

Channels

Deploy and train

Support Wave 1 Release

Prepare to extend

Wave 2 possibly includes:

1. Extend Integration of Customer

Channels (web,direct mail,

e-mail, call center)

2. Extend back office integration

3. Integrate site personalization

4. Integrate with data-mining

environment (tools/process)

“Implement New Capabilities”

Formulate

Validate

Mobilize Measure

Measure

Measure

Business/Customer

Strategy

Technology Architecture

Program Roadmap

Business Case

Change Management

Framework

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Measure And Monitor Your Success Using A Balanced Scorecard Of Metrics

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PAIN FREE PROACTIVE

PERSONALIZED PRODUCTIVE

Customer Service Should Be……

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Follow Forrester’s principles for Customer Service Success

Vision

Assess current

state

Justify change

Plan

Select technol

ogy

Focus on

governance

Roll out

change

Measure success

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Thank you

forrester.com

Kate Leggett

VP and Principal Analyst

@kateleggett

PowerObjects’ Point of View:

How to Mitigate Risk

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Success and failure

46

50% of Customer Service CRM

deployments fail to meet an

organization’s objectives

What

makes

the

difference?

Get good perspective

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behaviors

individual targets

software

hardware

business objectives

steps to get thereStrategy

Process

Technology

Scope with vision

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Start with one team or a small

set of requirements, if possible.

Phased Approach

Get to done once.

e

Know the timeframe in which

you can expect results.

Deliver Wins

Measure success.

Remove everything that is not

providing a ton of value.

Simplify

No busy work.

Use a proven methodology

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Evaluation

Process

Plan for

Success

Design, Build

& Validate

Train &

DeployLifecycle

Technology

Plan long-term ownership

50

Don’t think

project

think

garden.

Process

Adoption

Planting is work

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Communication Plan

Maintaining is

work

52

Prioritize

Develop

Test

Communicate

Deploy

Train

Reinforce

Accountability

Build a people network

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Managers

• Act as change agents

• Set expectations

• Coach behaviors

• Measure results

Champions

• Understand technology and processes

• On-board new employees

• Act as go-to for assistance

• Communicate with the technical team

Build a training path

54

Role-based

Measurable

Repeatable

Independent

Motivate teams

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Help individuals know

how they compare to

peers and create

visibility to targets

Celebrate and reward

technology adoption

and behavior changes

that drive business

objectives.

Provide opportunities

to demonstrate

proficiency and to build

knowledge and skills

Achievement

Become a master.

Competition

Create visibility.

Fun

Gamify.

Success or failure?

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Right Strategy

Right technology

Right people

Plan for success

Great solution

Best training

What

is one

key?

Managers are your primary change agents.

Communicate to managers. Provide them with tools to cascade messages.

Make sure they know how to get value from CRM and how to hold their teams

accountable for adopting new processes and behaviors.

Questions & Thank You

www.powerobjects.com

Greg Moser

PowerObjects

Practice Director, Customer Care

612.339.3355 x587

[email protected]


mailto:[email protected]

crm for customer care centers: laying a foundation for customer … · 2019. 1. 9. · 1 crm for...

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