Let’s  Fix  Customer  Service!    

Marty  Marcinczyk  Customer  Experience  Engineering  

Images  and  design  by  

Customers  ARE  “big  deals”  and  we  are  demanding  change  in  the  way  

companies  service  us.  How  do  companies  keep  up?  

Many  organizaIons  are  trying    to  manage  the  360°  view  of  the  customer  

Customer  service  is  falling  behind…  

Globally,  customer  service  organizaIons  are  failing  to  meet  the  needs  and  expectaIons  of  consumers  as  they  adopt  mulIple  contact  channels  and  technologies  to  suit  their  lifestyles.  

Customer  service  is  not  keeping  up  with  consumer’s  dynamic  needs  due  to:  

•  Siloed  cross  channel  interacIons  •  Inconsistent  customer  experience  •  Disparate  and  unmanageable  data    •  AnIquated  call  center  metrics  

 

       

Very  few  companies  have  a  coherent  strategy  for  managing  this  omni-­‐channel  world  without  losing  the  context  of  different  interacIons  and  their  history.      

InteracIon  amnesia  –  silos  &  mulI-­‐experience  

web   Mobile   Social   IVR   chat   agent  front  counter   tech   sales   store  Video  

We  need  to  find  new  ways  to  differenIate  our  services,  and  the  customer  experience  is  a  huge  part  of  that  differenIaIon  

In  fact,  a  redefined  experience  is  part  of  the  “Comcast  Credo”  “Comcast  will  deliver  a  superior  experience  to  our  customers  every  day.  Our  products  will  be  the  best  and  we  will  offer  the  most  customer-­‐friendly  and  reliable  service  in  the  market.”    Our  promise  is  made  real  through:  The  Customer’s  Experience  

“We  want  our  customers  to  be  amazed  with  the  choice  Comcast  offers,  excited  by  the  innovaBon  Comcast  provides  and  saBsfied  with  the  service  and  reliability  of  every  interacBon  with  Comcast.”  

Product  growth  1963  -­‐  Company  founded  with  purchase  of  a  cable  system  in  Tupelo,  MS.    1996  -­‐  launched  first  Broadband  product      1996  -­‐  formed  Comcast  Spectacor    2002  -­‐  acquired  AT&T  Broadband    2005  -­‐  launched  Digital  Voice    2006  -­‐  launched  Business  Services    2010  -­‐  launched  xfinityTV.com  and  xfinty  mobile  app    2011  -­‐  launched  xfinity  home    2011  -­‐  Comcast  and  GE  completed  their  transacIon  to  form  NBCUniversal,  LLC    

Product  growth  1963  -­‐  Company  founded  with  purchase  of  a  cable  system  in  Tupelo,  MS.    1996  -­‐  launched  first  Broadband  product      1996  -­‐  formed  Comcast  Spectacor    2002  -­‐  acquired  AT&T  Broadband    2005  -­‐  launched  Digital  Voice    2006  -­‐  launched  Business  Services    2010  -­‐  launched  xfinityTV.com  and  xfinty  mobile  app    2011  -­‐  launched  xfinity  home    2011  -­‐  Comcast  and  GE  completed  their  transacIon  to  form  NBCUniversal,  LLC    

Customer  growth  

22+  Million  

17+  Million  

8+  Million  

television  customers  

high-­‐speed  internet  customers  

digital  voice  customers  

&  many  more  through  our  other  entertainment  products  

That  scale  means  we  power  a  tremendous  number  of  customer  interacIons  across  the  customer  lifecycle…  

Product Transactions (Daily) •  15M+ OnDemand Views from “30K

Choices” •  7200+ Hours of Linear Programming •  142M+ Phone Calls Completed •  12M+ Voicemail Received •  136M+ eMails Delivered •  And much more…

Customer Service Transactions & Interactions

•  40M/day Customer Billing Transactions •  4M/month Electronic Payments •  Approx 1M phone calls per day •  15k/day truck rolls •  30k/day chats •  11M online customer transactions •  Tens of thousands of social transactions per

month •  And many more…

And  our  customers  are  demanding  opIons  to  interact  at  their  convenience.  

Those  interacIons  come  from  more  and  more  channels,  and  as  technologies  evolve  customers  expect  a  seamless  conversaIon.  The  challenge….  

•  Siloed  cross  channel  interacIons  

•  Disjointed  “conversaIons”  

•  Inconsistent  customer  experience  

•  Disparate  and  unmanageable  data    •  AnIquated  call  center  metrics:  performance  (ex:  AHT)  &  quality  (ex:  FCR)  

   

A  customer  journey…  

Awareness  

AcIvaIon  

Usage  

Maintenance  

Change  Service  

web   Mobile   Video  Social  IVR   chat  agent  Front  counter   tech  sales   store  mail  

repair  

TV  Ad  mailer  

Google  search  

Product  info  

users  

packages  order  

PPV  repair  

E-­‐bill   AcIvaIon  receipt  

Pay  bill  

Pay  bill  

Self  install  

Trouble-­‐  shoot  

Pay  bill  

repair  

upsell  

repair  

upsell  

•  Fully  integrate  systems  through  service,  products,  and  real-­‐Ime  reporIng  to  provide  a  consistent  experience  and  enable  a  blended  omni-­‐Channel  “First  Contact  ResoluIon”/Net  Promoter  Score  (NPS)  metric  

•  Consistent  design  across  all  channels  

•  Consistent  informaIon  available  across  all  channels  and  products  

What  do  we  need  to  do  about  it…  Drive  a  consistent  customer  experience  through  integraIon…  Customers  expect  it.  

Change  our  interacIon  models    to  reflect:  

Partner  with  companies  to  push  the  evoluIon  of  the  experience  

We  sIll  have  a  long  way  to  go…so  what  is  the  answer?  

Customer  Service  &  CommunicaIon  companies  say  SIP  and  CollaboraIon      •   “SIP  is  to  collaboraIon  as  TCP/IP  is  to  the  web”  •   Focus:  CollaboraIon,  MulI-­‐Channel  RouIng,  and  Real-­‐Ime  monitoring  

CRM  companies  say  cross-­‐channel  CRM  •  Focus:  MulI-­‐Channel,  Social,  Intelligent  Content  and  Data  availability  

AnalyIcs  companies  say  Big  Data  •   Focus:  MulI-­‐Channel  AnalyIcs  

The  truth  is...we  need:  •  IntegraIon  of  all  three  •  Blending  of  product  transacIons  and  service  interacIons  

•  Easy  integraIon  to  exisIng  products  •  A  new  blended  NPS  and  “first  contact”  resoluIon  metric  

Thank  You