customer experience strategy & operations transformation

Customer Experience Vision & Strategy Architecture 1Marcel Barrera MBA |BSBA | COPC © Registered CSP Coordinator

Typical Gap Analysis • Capability Gap Assessment • RecommendationsFuture State Recommendations • Strategic Solutions • Operating Model

Agenda

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Typical Gap Analysis

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Gap Analysis – Customer Engagement & Operations Many Organizations find themselves lacking in the capabilities noted because of operating models, non customer centric approaches, and a focus that a call center is a “COST CENTER” only.

1.0 Technology & Data Management

2.0 Knowledge Management

3.0 Quality Management

4.0 Performance Management

Current State Ideal Future State


• CRM Application is not customer centric and creates inefficiencies

• Minimal Data available for customer interactions

• Data fringes drive reaction and prevent proactive engagement

• Tribal Knowledge Model currently deployed

• Lack of KM tool increases training costs and ramp times

• Lack of KM driving productivity and efficiency issues

• No QM software currently deployed • Calls not currently stored (PCI) Compliance concerns • Unable to conduct qualitative

analysis and call correlation analysis

• No Agent scorecard used to drive metrics

• No formalized coaching process utilized

• Reporting for CSAT and Quality is non-existent

• Multiple Misaligned KPI’s

• Utilize SFDC as a universal customer experience management tool driving a 360 view of the customer

• Rich Analytical Datasets • Single Source of truth to drive simplicity

and access to information

• Knowledge Mgmt. tool which is connected to SFDC and IVR providing rich support at the agent level

• Live updates to content to remedy customer fires and understand where knowledge gaps exist

• Call recording with speech analytics driving into real time concerns

• Call data which provides insight into training, business, and process gaps

• Ability to view performance of contact center anywhere/anytime

• Scorecard for agents, supervisor, and business providing performance and focus points

• Engaged employee based coaching model with funnel based feedback loop

• Single Source of Truth For True Performance

• Gamification Driven Culture 4

Lagging Peer Parity Leading Non-Existent Emerging

Gap Analysis – Customer Engagement & OperationsDepending on the targeted business outcomes; it may make sense to be at peer parity in some areas and excel in others to differentiate against the landscape of competitors.

Lagging Peer Parity Leading

5.0 Training & Development

6.0 Workforce Management

7.0 Customer Analytics

8.0 Ecommerce Experience & Digital Strategy



• No training lead currently available • Minimal product knowledge and

education surrounding products • No repository of individual learning • No self-guided training software

pinpointing agent knowledge gaps

• Senior CS Representative who onboard’s all agents

• Rich Curriculum which can be accessed any time

• Intelligent software which drives training during off-peak times

Non-Existent

• No software to forecast supply and demand

• No true insight into productivity • Inaccurate representation of

efficiency, utilization, and occupancy • No ability to effectively schedule

• Deep WFM capabilities to meet customer demands

• Ability to balance offline and phone queue work

• Insight into back-office workloads to balance efficiency and effectiveness

• Minimal insight into customer pain-points

• No call correlation to customer satisfaction

• Inability to validate pain-points to business processes

• Call coding and case management show high level details

• Emerging datasets provide factual impacts to service

• Ability to calculate AMPR – Average Minutes Per Resolution

• Little marketing campaigns • Minimal Web Analytics • Content Management is ineffective

and no rhyme or reason for layouts • Account Management is non-

existent • Single customer number for all Ecom

customers

• Targeted Customer Marketing • Interactive product pages • Content Mgmt. which aligns to

Industry benchmarks • Dermatologist based

recommendations driven incremental revenue

• Cross-sell upsell capabilities 5

Emerging

Strategy ArchitectureProposed Solutions

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Goal: Utilize a platform which provides a 360 view of the customer.

1.0 Technology & Data Management – Capability EnhancementHigh performing businesses utilize systems which enhance the customer experience and deliver insight into customer analytics. With many tools utilized the customer experience is convoluted and data is distorted.

Solution:• Leverage SFDC© in the contact center to simplify interaction

management and enhance the data available surrounding our customers and business

• Create a data warehouse which contains the following elements: - Customer Sales Data & Account History - Account Portfolio Data : RFM (Recency, Frequency, Monetary Value) - Customer Interaction History: Contact Reasons, Escalations,

Aggregate Data- Purchase History : Correlated and aggregate data which feeds

campaigns and sales agendas Gained Capabilities • Accelerated Reporting: Integrated view of marketing and account

details improving speed and accuracy of data • Improved Productivity: Simplicity of SFDC will improve order

accuracy and provide agents real time information • Improve FCR (First Contact Resolution): Single source of truth

feeding real time account updates and improved access to information

Risks• Potential Revenue Stream Impact • Lack of insight into customer pain points • Reactivity to issues continues• Inability to quantify results, actions, and workflow • No visibility to customer aggregate data to improve

brand affinity and loyalty • Increase in Customer DSAT Roadblocks • Legacy CRM Sunk Cost • Cap Ex• Resource Allocation

Rewards• AOV (Average Order Value) • CSAT (Customer Satisfaction)• FCR (First Contact Resolution)• Cost• Response Time

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1.0 Technology & Data Management – Capability EnhancementRich CRM applications drive revenue and experience in tandem producing predictable consistent measurable results

• Analytics provides us the insight to guide our sales strategy• Businesses learn how to better predict and support their

customers

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2.0 Knowledge Management As a leading practice contact centers deploy rich knowledge management systems which integrate with the IVR and CRM applications. This reduces customer effort and increases customer satisfaction.

Goal: Provide a consistent and predictable customer experience with one voice

Solution:• Utilize technology to deliver a consistent customer

experience and drive resolution with rich resources and integrated solutions

• Deploy a solution like Moxie© which integrates with SFDC to reduce the need for customer to provide redundant details

• Create a KM Capital System which contains the following elements.- Blog Information on frequent peer assistance questions - Live update capabilities to address large scale customer issues - Correlation capabilities of customer contact reasons - Publish articles and content to customers - Decision Tree based Call Triage Process With IVR and CRM

IntegrationGained Capabilities • Reduce Training Ramp Times • Understand agent knowledge gaps • Provide & Communicate Consistent Policies, Procedures,

Timeframes etc... to customers.

Risks• Longer training resulting in poor customer experience • Repeat contacts to resolve same concerns repeatedly • Inconsistent Process For Call Triage • Increase in Customer DSAT Roadblocks • Cap Ex• Resource Allocation• Software Development Protocols

Rewards• CSAT (Customer Satisfaction)• FCR (First Contact Resolution)• Reduce Cost to Serve• Reduce Training Expense

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2.0 Knowledge Management Knowledge management drives positive interactions and improves speed and accuracy to provide a predictable customer experience . The goal is interaction consistency; utilize a system which leverages where agents and customers need help.

• Knowledge management brings the necessary information to agents based on customer selected options in the IVR.

• Agents can query and determine which tools and resources are need to resolve the call

Did the customer return their product with an RMA #? Please select yes or no…

I am going to post and see if anyone else is having this problem

Knowledge Management brings Speed & Accuracy together to drive efficiency and effectiveness

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3.0 Quality ManagementHigh performing contact centers have robust quality reporting, analysis, and surround call handling with robust coaching capabilities. Improving interactions will drive improved FCR and CSAT which correlate to NPS.

Goal: Identify gaps in agent skills while promoting a positive customer experience

Solution:• Utilize a tool through a wide variety of vendors like Verint©,

Nexidia ©, Aspect©, or IEX© to help us manage and drive customer experience improvements

• Utilize Real Time Speech Analytics to surround global pain-points and update the Knowledge Management tool

• Require the following capabilities - PCI Compliant software and recording capabilities - House Quality Form - Agent Scoring Data and Correlation Analysis across teams - Progressive call analysis which provides trends of callers and

agents - Screen capture and capabilities to audit processes and L’Oreal

norms are followed Gained Capabilities • Improved Reaction Speed to Global Customer Issues • Ability to quantify agent training gaps • Accurate scoring and aggregate results of team performance • Protects the business from FTC and FCC litigation • Insight into other areas of the business

Risks• FTC & FCC Litigation • Repeat contacts to resolve same concerns repeatedly • Inconsistent Processes Followed • Extremely Re-active business • Decrease in CSAT Roadblocks • Cap Ex• Resource Allocation• Software Development Protocols

Rewards• CSAT (Customer Satisfaction)• FCR (First Contact Resolution)• Improved Business Processes• Brand Loyalty & Affinity

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3.0 Quality ManagementWhile interactions are improved, gained marketing capabilities are a vital component of effective quality management. Insight through analytics helps businesses engage customers differently

Marketing

• Understand where and when products come up in conversation • Know what is driving dialogue with the business and improve

marketing communications • Improve Brand Affinity & Loyalty through correlation analysis

Sales

• Reach out to customers immediately follow escalations and issues to improve relationships

• Insight into global customer concerns to address during client visits

• Deploy with your salesforce and find opportunities for closing sales

Operations

• Designate e-learning sessions based on scores to improve agent skills

• Centralized Agent Scorecards • Understand and react quickly to efficiency impacts • Call segmentation analysis to improve all areas of contact

handling process

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4.0 Performance ManagementTo improve agent skillsets and drive the overall consistency of performance delivery contact centers deploy robust performance management tactics. Scorecards and gamification are critical to drive agent ownership.

Goal: Plateau and deliver consistent performance at all levels and areas of the contact center

Solution:• Utilize 1.0-3.0 to drive performance and produce the analytics

needed to determine our pain-points as an operation • Utilize software to deliver areas of focus week over week

driving agent accountability Deliver a scorecard for Customer Service from agent-director

• Utilize gamification to promote and align incentives to results, ensure same company for Quality Mgmt is utilized for PM

• Create a coaching model for contact center employee’s which contains the following elements: - Agent Driven Dialogue - Empowered Ownership of Results & Development - Continuous Improvement Model ( Up-skill & Peak Performance)

Gained Capabilities • Accountability with factual datasets • Ability to incent and drive results • Cross-functional deployment for Credit Dept. • Automated Alerts to notify management (through software) of

pain-points which need to be addressed • Predictability of Results

Risks• Misaligned merit review process • Inconsistent Performance Delivery • Lack of insight into performance impediments • Misalignment of team and business goals

Roadblocks • Cap Ex• Resource Allocation• Outside Software Requirements

Value• CSAT (Customer Satisfaction)• FCR (First Contact Resolution)• Improved Business Processes• Consistency in Performance Delivery • Reduce DSO

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4.0 Performance ManagementGamification is a leading practice in driving engagement and productivity within contact centers

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5.0 Training & Development High performing contact centers utilize technology and highly integrated tools to produce crisp training; reducing ramp times, and continuously developing its workforce . Do so has a positive impact to FCR and CSAT.

Solution:• Utilize Knowledge Management Reporting & Quality Reporting

to determine training and development gaps • Target agents and their specific pain-points rather than blanket

training • Utilize a web-based tool (VPI©) with the ability to create a

robust learning library • Deploy a program for contact center employee’s which contains

the following elements: - Personalized Assignments - Training during off-peak intervals- Deliver training directly to agent desktops

Gained Capabilities • Systemic Tracking of Training Completion • Enhanced view of training gaps to close during onboarding • Verified testing results to improve individual performance and

aggregate data for larger onboarding gaps • Cross functional deployment for Credit Dept.• Algorithm based scheduling

Risks• Unquantifiable Training Gaps • Inconsistent Performance Delivery • Attrition • Inability proactively identify impacts to development

Roadblocks • Cap Ex• Resource Allocation• Software Development Protocols

Rewards• CSAT (Customer Satisfaction)• FCR (First Contact Resolution)• Cost to Serve • Productivity & Revenue Stream Stabilization• Turnover

Goal: Deliver training quickly and develop our workforce based on individual performance gaps

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5.0 Training & Development A business focused on its development of its workforce improves KPI’s and drives sustainability throughout the contact center.

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Search and query to determine what

events occurred in calls

Reporting to deliver aggregate analysis of

key learning gaps

Know what areas get the most usage

Training drives better engagement, ownership of

results while targeting customer issues

Drive KPI’s that Matter

• CSAT• FCR• DSO• Revenue

6.0 Workforce Management To drive productivity and effectiveness leading call centers utilize workforce management software to forecast demand, ensure adherence, and optimize workflow’s.

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Solution:• Utilize software from Cisco© , Aspect ©, or IEX© which will

help to transform and optimize the workforce• Integrate WFM application with ACD telephony to gather rich

data sets and produce forecasts and adherence modeling• Same software used for QM | PM | WFM – ONE TOOL • Utilize software which provides the following elements

- Forecasting Demand - Forecasting Offline Back-office Work - Scheduling /Schedule Adherence Reporting - Ability to produce IDP| IWP- Agent shift swap

Gained Capabilities • Ability to align supply and demand with an accuracy of 90%+• Sustainable and predictable forecasting • Measure metrics that are standard industry requirements• Ability to react and adjust staffing based on demand• Insight into back-office workflow and productivity • Granulized accuracy to meet customer expectations• Agents driving shift swaps and staffing

Risks• High Occupancy • More Abandoned Calls • Over Utilized Labor • Inaccurate forecasting


Rewards• CSAT (Customer Satisfaction)• FCR (First Contact Resolution)• Cost to Serve • Turnover

Goal: Drive agent yield and workforce optimization to meet customer demands

Agent Yield - Defined as the true productive minutes an agent provides the business. Total minutes in a month is 9,600 (40 hours x 60 minutes x 4 weeks). High performing businesses can get 6,000 productive minutes from their agents.

6.0 Workforce Management High performing contact centers utilize Workforce Optimization to align budgets, staff, and planning while improving customer experience .

18Productivity analysis occurs with rich datasets and robust reporting systems

7.0 Customer Analytics Customer centric and revenue focused businesses utilize customer analytics to improve customer experience and improve AOV ( Average Order Value )

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Solution:• Cross pollinate data from the contact center and marketing to

develop a full view of the customer with software like SAS© • Integrate IVR, CRM, Marketing, Quality Analytics, Web, and

Sales data to correlate data and drive organic growth • Develop predictive analytics capabilities driving the below:

- Visualize Social Networks to improve targeting - Understand buying habits - Product Awareness & Relevant Offers - Contact Prevention & Proactive Communications

Gained Capabilities • Precision Demand Forecasts • Pin-point customer frustration to interactions and products • Design aggregate customer profiles for targeted marketing • Follow customers from channel to channel seamlessly • Correlate what we are branding against what customers are

feeling. • Omni-channel approach towards customer interaction and

revenue

Risks• Reduced profitability • Inconsistent customer experience • Poor Branding • Stagnate growth


Rewards• CSAT (Customer Satisfaction)• Revenue • Cost to Serve • Brand Affinity • Marketing Accuracy

Goal: Improve customer experience and revenue while retaining profitable customers

7.0 Customer Analytics Customer analytics is not only the future of marketing; it is an absolute in closing gaps between perception vs. reality of how you’re branding and connecting with our customers.

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Predictability • Get in front of

customers to improve engagement and revenue streams

• Predict when customers will contact the brand or interact

Segmentation• Know key levels of data

to aggregate customers and target offers with specificity

• Develop Loyalty & Value based segmentation for differentiated services

Growth• Drive growth and

revenue through targeted acquisition campaigns

• Improve Cross-Sell & Upsell capabilities on the web and in the CC

Omni-channel• Provide customer

interactions on the channels they want

• Deliver a consistent customer experience from channel to channel

Customer Journey Analytics & Modeling

8.0 Ecommerce Experience & Digital Strategy High performing businesses have Ecommerce account for 30-40% of their revenue-stream!

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Risks• Narrow revenue stream • Inconsistent customer experience • Poor Branding • Stagnate growth


Rewards• CSAT (Customer Satisfaction)• Revenue • Cost to Serve • Brand Affinity • Marketing Accuracy • Reduced AR

Goal: Improve Ecommerce revenue and develop robust self service capabilities and support our digital future

Solution:• Develop the website to allow B2B customers the ability

manage invoices, payments, and overall account • Utilize services like Omniture© to provide robust web analytics • Utilize services like CheetahMail© or SilverPop© to drive

targeted email campaigns • Utilize email tools like Kana© to improve our E-experience• Explore the following analytic tools to drive revenue and

customer experience: - Google Analytics ©|Google Website Optimizer © - Optimizely © - Facebook Insights ©- Twitalyzer © Gained Capabilities • Self-Service Account Management • Billing & Invoice Engagement • Web Analytics • Targeted Customer Marketing

8.0 Ecommerce Experience & Digital Strategy Email Campaign Management systems can be leveraged not only to sell and market product, but also for billing and invoice engagement driving reductions in open AR.

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• Aggregate & Segregate customers to deploy rich content emails targeting their wants and needs

• Create automated email blast campaigns with specific services, products, or billing queries

• Receive rich reporting and analytics which delivers

• Email Campaigns drive revenue and can enhance customer experiences through propagated marketing techniques from 20-70%!

• Deliver reductions in AR through seamless contacts and lower cost channels making customer pay quickly reducing DSO!

• Send Package Tracking Details and new promotions

• Embed links for accounts to self-serve and manage orders

8.0 Ecommerce Experience & Digital Strategy As a leading practice businesses utilize “Email Management Tools” to drive engagement, productivity, and increase self-service capabilities.

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Email Management Systems Advantages

• Auto Response – In the retail world

businesses can respond to 30-40% of emails with automated responses generated from systems.

• Productivity Analysis – Know workloads, timing, and forecast against demand

• Contact/Traffic Analysis – Know who is emailing the most and create automation to address top contact reasons

• Response Time Analysis – Ability to know aging, response times, and course correct via coaching and templates.

• Email Queues – Create queues to manage traffic

Drive customer experience and digital

engagement with qualitative measured

interactions

8.0 Ecommerce Experience & Digital Strategy Leading practice businesses can predict revenue and grow their customer base year over year by 5%-10% guaranteed.

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Digital Transformation drives revenue

Strategize

Analyze

Optimize

• Leveraging data we can improve how we engage our customers

• Our Marketing Strategy and Customer Experience model is optimized driving higher conversion

8.0 Ecommerce Experience & Digital Strategy Digital Transformation will improve your ability to engage customers on all channels with universal messaging and introduce new ways to engage your customers.

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Gamification can drive a 20% lift in

social sharing!

Consumer Operations Modeling Differentiation

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Customer Experience Operating Model Organizations which focus on an experience based model vs. sales model are more likely to retain customers longer than competitors. Businesses aligned to customer outcomes, understand impediments on the customer journey, and remove them to drive a seamless buying and interaction experience.

About the Strategist!

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• Telco Contact Center Assessment – Provide guidance and operational evaluation to determine root cause drivers impacting call center performance. Provide benchmark data related to performance indicators for Telco’s. Evaluate vendor performance and engagement. Develop strategies to improve WFM, Coaching, Vendor Management, Customer Experience and Agent Desktop.

• Telco DSL Sales & Strategy Transformation – Assist Vendor in identifying root cause issues to poor sales performance. Improve dialer strategy and outbound calling sales process. Create and drive leaderships to optimize floor management. Improve system utilization and client engagement for front line management teams. Improved CSAT scores via scripting and coaching model.

• CRM & Cloud Based Analytics – Assisted in the design of the agent desktop and championed the usage of SFDC to provide a 360’ view of the customer. Utilize IT resources to help create data to produce predictive analytics for customer behavior, purchase cycle, and consumer life cycle.

• Technical Support Contact Center Assessment – Drive quality management and support strategies for large technology company’s consumer products line of mobile technologies and touch screen products. Evaluate management and conduct robust training to improve floor management and agent capabilities.

• Satellite TV Sales and Service Strategy – Provide support to leadership and conduct call driver analysis for service calls. Improve sales execution and contact center operations training protocols. Created customer pulse feedback channel for contact center to vocalize concerns related to channel line-up, technician concerns, costs, contracts, and retention strategies.

• Shared Services–Drive solutions for client centered on integrating solutions which improve efficiency, productivity, customer experience, and maintains high performance. Developed policies, procedures, and training documents which establish baseline activities and support clients vision. Strategize and provide affinity driven contact solutions for long term customer experience goals.

• Contact Center Consolidation - Consolidated contact center operations and outsourced customer service department. Trained and mapped out technology needs, human capital, and training timelines. Created processes and new customer service methodology to improve customer experience during transition. Completed for Telco and Nutraceuticals organizations.

• Customer Experience Design– Successfully created CSAT program and FCR capability for large scale retail platform. Led the project with IT resources to ensure accuracy of data and analytics. Promoted NPS as a viable solution to improve e-com experience. Deployed omni-channel seamless experience strategy.

Marcel is a strategy architect and customer experience champion. His 16 years of Multi-Channel Contact Center experience includes developing brand loyalty/affinity processes, improving contact center operations, training and development, customer analytics, Workforce Management, Vendor Management, and Call Center Consolidations. Marcel has directed and implemented customer experience programs and developed metrics to optimize the customer journey. Marcel’s industry experience includes Health Care Shared Services, Nutraceuticals, Consumer Packaged Goods, Luxury Goods, Technical Support, Pharmacy Benefit Management, Satellite TV, DSL, POTS, and Mobile Technology Support.

Marcel holds an MBA from University of Phoenix and a BS in Business Administration from University of Phoenix. Marcel is also a Certified COPC © Registered CSP Coordinator, and certified in Human Resource Management.

Background Selected Relevant Experience

Marcel Barrera Marketing, Sales, Customer Experience, and Contact Center Strategist

• Customer Service Strategies• Contact Center Assessments • Sales Strategies• Contact Center Operations• Workforce Management • Cost Per Call P&L Design• Agent Desktop Applications• Customer Self-Service Solutions• Customer Journey • Customer Experience• Analytics

Telco | DSL | TV Luxury Technical Support/

Help-Desk Nutraceuticals Pharmacy Benefit

Management Retail Consumer Goods

Functional Expertise Industry Experience