ASPECT CUSTOMER STRATEGY DAY 2012

Transcription

1 ASPECT CUSTOMER STRATEGY DAY 2012 Tuesday 3 rd July 2012 Ettington Chase, Stratford-upon-Avon 1

2 Aspect Customer Panel 2

3 Ian Woolner, Voice Solutions Sales Professional 3

4 Andy Lee, Head of UK Regional Contact Management 4

5 Andy Lee Head of the UK Regional Contact Management Team for Collections. HSBC is one of the largest banking and financial services organisations in the world. HSBC's international network has around 7,500 offices in 87 countries and territories across Europe, the Asia-Pacific region, North, Central and South America, the Middle East and Africa. We have around 100 million customers worldwide. 5

6 Business Issues & Key Drivers Move to adopt a more Regional / Global approach across the bank and create Centres of Excellence around the globe. Once we had decided on the approach we needed to align the technology best suited to make the initiative a reality. Prior to this, we had lots of legacy technology CIMphony, Avaya, Melita with local owners, each with different methods of operating with varying degrees of effectiveness. A new single standard platform was needed across the group. Technical experts recruited in 4 Regional Centres with a Global team whose advisory role is to ensure best practise is standardised and shared across the teams. Europe & Middle East, Asia Pacific, North America, Latin America My team provides services to, UK (HSBC, JLP, MSM,HFC), HSBC Turkey, HSBC Middle East (Bahrain, Jordan, Lebanon, Qatar, Oman, Dubai), HSBC France and shortly HSBC Egypt and Greece. Contact Management - including Dialler Management. Collections is my biggest customer, but we also manage Sales for some areas. 6

7 Rollout to date & Business Benefits Aspect UIP 6.6 and ALM 3 has been rolled out to all regions with the final few installations being tested currently. Implementations of UIP 7 and ALM 4 will start later this year. Having a regional approach has allowed us to standardise and reduce the amount of hardware needed, consolidate licence costs and overall support costs will also fall. Effective use of the technology and having experts in place has improved our efficiency by around 30% in the last 18 months. This is an ongoing evolution which we expect to continue in the future. 7

8 Best Practice/Lessons Learned Truly understand all that the technology offers even if you can t use it all today. Compare the system to your long term blue print. Some of the technology is complicated! Make sure you invest in the people who will be managing the technology. If they do not have a good appreciation of the systems, business productivity will suffer. Share your understanding and ask questions of other users. Someone somewhere will probably have done what you want to do. Network and get a good set of contacts and use the Aspect forums. 8

9 Guy Garrett, Global CCO Program Manager 9

10 Dell Dell is now a multi-billion dollar services company Started in 1984 Known for developing the direct business model Our Purpose Delivering technology solutions that enable people everywhere to grow and thrive Customer focused Reorganised inline with customers NPS matters above all else IT is no longer about hardware Software is also in the past Services drive our world 10

11 Business Issues & Key Drivers Maximising productivity while reducing costs Utilising resources during downtime Monitoring agent behaviour 100% time utilisation accounting Planning within a very dynamic environment The only thing that is the same is change Product, market & language complexity Client to enterprise products Hardware, software & services; including M&As Very specific requirements within certain markets 11

12 Netherlands Belgium Luxemburg Switzerland Czech Republic Austria Slovenia Croatia Slovakia Hungary Bosnia-Herzegovina Serbia Montenegro Albania Moldawia Romania Bulgaria Macedonia Cyprus Rwanda Lesotho Burundi Lebanon Israel Swaziland Jordan Syria Georgia Armenia Dschibuti Azerbaijan Kuwait Usbekistan Tadschikistan Kirgistan Brunei Rollout to date Workers Council challenges across Europe Greenland Japan call routing challenges Iceland Russia Sweden Finland Canada Norway Estonia United Kingdom Denmark Latvia Lithuania Ireland Belarus France Germany Poland Ukraine Kazakhstan Mongolia USA Mexico Cuba Haiti Dominican Republic Belize Jamaica Puerto Rico Guatemala Honduras El Salvador Nicaragua Trinidad Costa Rica Panama Venezuela Guyana French-Guayana Columbia Surinam West Sahara Senegal Gambia Guinea-Bissau Sierra Leone Portugal Mauretania Guinea Liberia Spain Morocco Mali Algeria Burkina Faso Benin Ivory Coast Ghana Togo Niger Nigeria Italy Tunesia Cameroon Libya Chad Greece Central Africa Egypt Sudan Turkey Eritrea Ethiopia Iraq Saudi-Arabia Yemen Somalia Iran Qatar Turkmenistan Afghanistan United Arab Emirates Oman Pakistan India Nepal Sri Lanka Bhutan Bangladesh Myanmar China Laos Thailand Cambodia Malaysia Vietnam Taiwan North Korea South Korea Philippines Japan China expanding very fast Brazil CCO resource challenges Ecuador Peru Chile Brazil Bolivia Paraguay Uruguay Argentina Gabun Congo Angola Namibia Zaire Sambia Botswana Zimbabwe South Africa Uganda Kenya Tanzania Malawi Mozambique Madagascar Manual processes in India Indonesia Australia Papua-New Guinea New Zealand 12 RSA remote challenges Sydney ACD remote challenges

13 Netherlands Belgium Luxemburg Switzerland Czech Republic Austria Slovenia Croatia Slovakia Hungaria Bosnia-Herzegovina Serbia Montenegro Albania Moldawia Romania Bulgaria Macedonia Cyprus Rwanda Lesotho Burundi Lebanon Israel Swaziland Jordan Syria Georgia Armenia Dschibuti Azerbaijan Kuwait Usbekistan Tadschikistan Kirgistan Brunei Rollout to date Global ewfm Implementation in 2010 Greenland Iceland Russia Sweden Finnland Canada Norway Estonia United Kingdom Denmark Latvia Lithuania Ireland Belarus France Germany Poland Ukraine Kazakhstan Mongolia USA Portugal Spain Italy Greece Turkey Turkmenistan North Korea Marocco Tunesia Iraq Iran Afghanistan China South Korea Japan Mexico Cuba Haiti Dominican Republic Belize Jamaica Puerto Rico Guatemala Honduras El Salvador Nicaragua Trinidad Costa Rica Panama Venezuela Guyana French-Guayana Columbia Surinam West Sahara Senegal Gambia Guinea-Bissau Mauretania Sierra Leone Guinea Liberia Mali Algeria Burkina Faso Benin Ivory Coast Ghana Togo Niger Nigeria Cameroon Libya Chad Central Africa Egypt Sudan Pakistan Qatar United Arab Emirates Saudi-Arabia Oman Yemen Eritrea Somalia Ethiopia Nepal Bhutan Bangladesh India Myanmar Laos Thailand Vietnam Cambodia Sri Lanka Malaysia Taiwan Philippines Ecuador Gabun Congo Zaire Uganda Kenya Tanzania Indonesia Papua-New Guinea Peru Bolivia Brazil Angola Namibia Malawi Sambia Mozambique Madagascar Zimbabwe Paraguay Botswana South Africa Australia Argentina Uruguay Chile New Zealand 13

14 Business Benefits Stabilisation of service level Clearer identification of root causes Increased customer experience More efficient planning & scheduling Agent responsibility & queue ownership Tools enable agents to fully understand & impact service levels 14

15 Best Practise/Lessons Learned Avoid silos Plan end-to-end Must include feedback loops Open forum collaboration meetings Engage your customers early Trust your team leaders Ensure users receive adequate access to tools & training Maintain the relationship Stay focused, but stay open Communicate a clear strategy Answers are not always straight forward 15

16 Simon Hunter, Scheduling & WFM Manager 16

17 Lloyds Banking Group Telephone Banking Lloyds Banking Group, formed in January 2009 when Lloyds TSB acquired HBOS. The largest retail bank in the UK; one in three people bank with us. Telephone Banking is a multi-branded inbound/outbound division covering: LloydsTSB Halifax Bank of Scotland Birmingham Midshires Sainsbury s Bank Sales and Service for Personal Banking customers: Current Accounts Savings Accounts Credit Cards Loans Online Helpdesk Mortgage Sales 20 Sites, 7000 consultants, 24x7 operation 17

18 Business Issues & Key Drivers Commitment to the City and government to reduce operating costs by 1.5bn* in the first three years following the formation of LBG. Much of these savings can be achieved through synergy benefits (combining technology, sites, departments and harmonising processes). Across the Group, multiple WFM solutions deployed with multiple vendors: LTSB Telephone Banking Aspect ewfm HBOS Telephone Banking IEX TotalView Both solutions in place for 10+ years In order to realise synergy benefits as quickly as possible the decision was made to migrate HBOS onto Aspect ewfm. *Actual reduction 2bn achieved. 18

19 Rollout to date 80% of agents (~3,600) migrated to LTSB systems (Desktops & ACDs). Remaining colleagues in plan for Deployed ewfm to migrated population in September 2011 as part of the migration of HBOS accounts to LTSB systems. All employees setup on ewfm using Employee Import. Existing schedule data extracted from TotalView, mapped and converted to allow import into ewfm (using Segment Worksheet and Aspect Professional Services). Coinciding with the roll-out of ewfm we opened up 2012 holiday booking using Empower (using 3 rounds of holiday booking). Employee Personal Accounts imported using PAB Importer. Still currently reliant on TotalView for some payroll data so a solution built to extract schedules from ewfm and import into TotalView. Full decommission of TotalView for these agents expected Q

20 Business Benefits With the bulk of Telephone Banking on one system we have been able to harmonise many processes bringing consistency across the estate and within our planning teams. This has enabled our planning team to continue to deliver even with a significant reduction in headcount. The flexibility of Empower means that we have been able to introduce a number of improvements to colleague holiday booking including: Wait-lists 75% rule Service Manager authorised holidays Significant automation of 2013 Round 1 holiday booking Work now underway to fully harmonise Telephone Banking setup on ewfm, in particular one set of segments (currently legacy segments still in use). Overtime via Empower currently at proof of concept stage. SQL Server database (with helpful documentation!) means that we have been able to fully audit our system to ensure that all planning is as accurate as possible and enable a reduction in failure demand from colleagues. 20

21 Best Practise/Lessons Learned Empower incredibly powerful but can be confusing at times for employees Why is my holiday not showing on my schedule even though the request is showing as Official? Because your request was to cancel the holiday you already had on your schedule! I was on the wait-list in position 1 but now I m position 3, why? You haven t changed; your request is for multiple dates and you are in different position on different dates I don t know why my request has failed! Have you even looked at Request Viewer? RTFM! In order to harmonise to one set of segments we now have 1,000s of roster cells to change. With hindsight we may have taken a different approach to the migration. Customer Days and Online Forum are helping us create a new network of experts to share best practice! 21

22 Mark Metcalfe, Director of Operational Control 22

23 Homeloan Management Limited About Mark I made my first collection call in 1987 I managed my first collection department in 1992 I installed my first dialler in 1993 About HML Our vision is to create value for our clients, people and parent Over 20 years experience, three UK and one Irish location 44bn of assets managed for 50 major clients Supporting mortgages, savings, personal lending and securitisations Provider of business intelligence including behavioural analytics to inform collection strategies and reduce provisioning Proven track record in arrears management and Special Servicing 200+ years senior collections management experience Highly scalable Collections operation 450 FTE 23

24 Business Issues & Key Drivers External 5 years into a recessionary environment Likely to worsen? Change in mortgage collections environment: Regulation Internal Property market downturn Heavy use of forbearance Clients demand Exceptional arrears performance Uncompromising compliance and conduct risk oversight Exceptional service for their customers Best-in-class risk segmentation and treatment Advanced contact methods and technology Enhanced management information Operational, Risk, and TCF As a 3 rd Party Servicer, HML must have: Efficiency and Precision for performance and profitability First Class Systems and solutions 24

25 Rollout to date Initiated Contact Strategy Design Working Group - key business experts Cascaded Contact Strategy Vision and gathered full contact management business requirements Worked with Aspect to define and shape the contact management solution Installed telephony infrastructure to support the Aspect solution Design and development phase in preparation for Aspect contact management system integration into HML systems Phased implementation soon to commence 25

26 Business Benefits Thus far: Design process has increased our population of highly skilled experts Contact technology (telephony, SMS, inbound, blend) Contact and Collection strategy principles Inclusiveness of process has enhanced engagement Multiple best-practices surfaced and shared Future strategic opportunities developed: Efficiency via blending and Optimiser Performance via enhanced selection criteria Precision via improved SIT tone capability 26

27 Best Practice/Lessons Learned It s not an IT project and it s not a dialer installation Director level sponsor with highly capable project management Requires discipline and genuine investment in Ops Manage internal expectation (and your own!) around Optimiser Inclusive Design Group from Day 1 Senior Manager Managers and Team Leaders Dialler Operators Collection Strategy and Risk You will rarely have a better opportunity to: Surface best-practice Challenge what you currently do Increase your population of contact strategy experts 27

28 Aspect Customer Panel 28

29 aspect.com