customer experience in the contact centre - nicola collister
TRANSCRIPT
1
Customer Strategy Creators Who
Take unproductive Cost Out, whilst driving Customer Experience in
Nicola Collister
nicola collister
@canxc & @custerian
www.custerian.com
blog.custerian.com
+447971 016587
2
CHAPTER 1
Customer What are key
Consumer Trends we are seeing,
those that impact Contact Centres
& CX
CHAPTER 2
Leadership The real barriers and challenges
that most Contact Centre leaders
are facing, every day
CHAPTER 3
Solutions
The solutions are out there & easier
to attain, it’s about
‘emotionally connecting’ them
together
Customer Experience in Contact Centres
Moving from Contact Centre to Customer eXperience
The Key Consumer trends that are shaping the Customer Contact Market
• A combination of technological, human and global factors will mean that customer contact is looking and will continue to look, very different in the future – cut through the CLUTTER
Increasingly personalised customer interactions
Proliferation of customer channels
Increasing customer service expectations
A shift away from ‘one size fits all’ brand interactions
The rise of influencers – increasing ‘cost’ of failure of poor service
1
2
3
4
5
Customer Expectations
haven’t decreased over time, they
have grown, with new ones added.
But this brings
Complexity & more Content whilst we crave Simplicity &
Emotional Connection
4
1. The challenges faced by Contact Centres Leaders and Colleagues today
The Exec Board
Marketing
Commercial
Operations
HR
Fin
an
ce
IT /
IS
Contact Centre (s)
Business Hierarchy
5
1. The challenges faced by Contact Centres Leaders and Colleagues today
The Exec Board
Marketing
Commercial
Operations
HR
Fin
an
ce
IT /
IS
Contact Centre(s)
Contact Centre (s)
Business Hierarchy
6
1. The challenges faced by Contact Centres Leaders and Colleagues today
• Customer Engagement (any interaction) needs to be at the heart of Business and Service Design thinking – People Centre Design
The Exec Board
Marketing
Commercial
Operations
HR
Fin
an
ce
IT /
IS
Contact Centre(s)
Contact Centre (s)
Business Hierarchy
Customer Engagement
(CS & Marketing)
Operations
Commercial
HR
Fin
an
ce
IT / IS
New Business Echo System
The Exec Board
Key stakeholders
7
The Challenges faced by Contact Centres leaders and colleagues today
• More for less - More = revenue, experience, engagement, results - Less = cost, complexity, time, skilled people
Contact Centre
2. Value of Contact Centres
3. Complexity of Customer Experience
4. Data Insight Action
5. Interactions & Content
What is the no. 1 pressure point you are under / your company is facing?
3%
25%
7%
16%
49%
0% 10% 20% 30% 40% 50% 60%
Increasing interactions and content management
Data, data, data with limited insight and action
Value of the Contact Centre
Structure of the business & focus of Contact centre
Complexity of the Customer Experience (beyond the Contact Centre)
9
CHAPTER 3
Solutions The solutions are
out there & easier to attain, it’s
about ‘emotionally
connecting’ them together
The Case Studies
The Retail company
Value of Customer Contact and Insight driving behaviours
The Logistics company
Role of Contact Centre in end to end journey - investment upstream, savings
downstream
The Utilities company
From a complex operating model to People Centre Design, done with agility
10
Multi channel Retailer
• We made decisions based on ‘CX Jigsaw’ of insight (mystery shops, csat, esat, contacts, complaints, ideas) – focussed everyone on the right things
Contact Centre (s)
The Retail company
Value of Customer Contact and Insight driving behaviours
What the CX focus highlighted
Their challenge
The difference it made
Value of Contact Centre created through use of Insight
UK CATALOGUE & ONLINE RETAILER
18% online to 80% online 500k calls per week
No customer measures Stretch EBITDA target
80% of calls we non-
added value Processes were broken Limited MI & no insight
Reduced costs Grew revenues
cSat +26% eSat +40ppts
• Introduced contact analytics to ascertain contact reasons (across all channels) • Customer Journeys & touch-points mapped with
‘Voice of Process’ measures established
• Contacts allocated across the end to end customer journey & assigned an owner (CX Board) – process failures that drove contact • Costs to serve was established & weekly reports
produced (*PONC), allocated to Exec member • Focus on 5 (big issues) - collaborative teams
aligned to the ‘big issues’ • Progress reported at every communication
opportunity
11
The UK’s largest 2 man Logistics company
• Investment was made into the Contact Centre (systems & people) to reduce effort on the road & by the Customer – they became the eyes and ears for the Customer
Contact Centre (s)
What the CX focus CX highlighted
Their challenge
The difference it made
Role of Contact Centre in the end to end Customer Experience
DELIVERING & INSTALLING VERY
LARGE ITEMS
68% of deliveries were right first time
Cost of delivery x 10
28k inbound calls per week for 30k deliveries- No customer measures Processes were broken
£7m opex reduction
cSat at 98% eSat >
CX Insight for Retailers
• Introduced data quality process overnight before delivery bookings were made by contact centre, at a time to suit the customer • Introduced reminder ‘contact’ the day before
with a diary entry • Call introduced by the delivery colleagues, whilst
on route to the customers – checked what the customer had booked • cSat survey within minutes of the delivery – any
form of concern passed by an instant alert message to the contact centre • Live ‘process’ dashboards – contact centre able
to monitor exceptions
The Logistics company
Role of Contact Centre in end to end journey - investment upstream, savings
downstream
12
The Gas Utilities company
• Reduced their major investments in IT/IS, now have people centred design ethos, delivery in weeks not months/years, building sustainable innovation & cross functional capabilities
• “If a Customer could choose, it would be us”
Contact Centre (s) Contact
Centre (s)
What the CX focus CX highlighted
Their challenge
The difference it made
Thrown away long term strategies and plans – innovation means clear ideas –
to evolve, to try, to fail fast
GAS DISTRIBUTOR WITH MULTIPLE TOUCHPOINTS
They don’t own the customer relationship & yet have multiple touch-
points & contacts
Clear Vision for the Service Design
Agile development My business culture
Superfast & Collaborative CEM system POC in 4
weeks, Phase 1 live in 9
• Highly regulated environment, with long term investment plans and large enterprise operating models • Content that can be created for use of
Colleagues and in Customers • Agile and accelerated delivery across the whole
organisation – including their Exec and support functions • Bringing key stakeholders into the collaboration
such as suppliers, councils, retailers – and soon Customers and Communities
• Self Serve/Intelligent Automation will rapidly augment, then replace non value add activity - Consistent Critical Content
• Could we move to a full ‘APP’ enabled customer service interaction through a ‘portal’ – Content Centre
Value of Contact Centres
Interactions &
Content
Complexity of Customer Experience
Data Insight Action
ContactCentre
Content Server
Service Portal
Availability - Data
Accessibility - Technology
2020 and Beyond … What could the Contact Centre become in the future?
14
nicola collister
@canxc & @custerian
www.custerian.com
blog.custerian.com
+447971 016587 Nicola Collister
Customer Strategy Creators Who
Take unproductive Cost Out, whilst driving Customer Experience in
Thank You