Turning Contact Centers Into Customer Experience Leaders

Transcription

1 Turning Contact Centers Into Customer Experience Leaders September 15, 2010 Bruce Temkin Managing Partner 2010 Jacada. All rights reserved Jacada. All rights reserved. Brian Olson Sr. Presales Consultant

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3 Turning Contact Centers Into Customer Experience Leaders Bruce Temkin Customer Experience Transformist Bruce is the Managing Partner of the Temkin Group, a customer experience research and consulting firm helping large organizations improve business results by changing how they deal with customers. During his 12 years with Forrester Research, Bruce led the company s B2B, financial services, and customer experience practices. As a Vice President & Principal Analyst, he was the most-read analyst for 13 consecutive quarters and was one of the most highly demanded consultants and speakers in the industry. He is the author of the popular Customer Experience Matters blog, a noted speaker and a frequent advisor to Fortune 500 firms Jacada. All rights reserved. bruce@temkingroup.com (617)

4 Turning Contact Centers Into Customer Experience Leaders Bruce Temkin Customer Experience Transformist & Managing Partner TEMKIN GROUP September 15, 2010

5 The core insight

6 The core insight Do what you do so well that they will want to see it again and bring their friends. - Walt Disney

7 Rate the overall customer experience that your company delivers Better than all The best in our industry Considerably above Slightly above average Average for our industry Slightly below average Considerably below 1% 3% 8% 9% 11% 25% 28% 26% The worst in our industry 0% Base: 140+ North American Companies with $500+ million in annual revenues Source: Temkin Group May 2010 Survey

8 Rate the overall customer experience that your company delivers Better than all The best in our industry Considerably above Slightly above average 3% 8% 11% 25% 28% 65% What s your goal on three years? Average for our industry 26% Slightly below average 9% Considerably below 1% The worst in our industry 0% Base: 140+ North American Companies with $500+ million in annual revenues Source: Temkin Group May 2010 Survey

9 How many companies regularly delight their customers? Researching a new product or service Buying/applying for a new product or service In-person 35% In-person 35% On the phone 26% On the phone 26% Online 18% Online 20% Getting customer service help In-person On the phone 36% 36% Online 16% Base: 140+ North American Companies with $500+ million in annual revenues Source: Temkin Group May 2010 Survey

10 How many companies regularly delight their customers? Researching a new product or service Buying/applying for a new product or service In-person 35% In-person 35% On the phone 26% On the phone 26% Online 18% Online 20% Getting customer service help In-person On the phone 36% 36% Online 16% Base: 140+ North American Companies with $500+ million in annual revenues Source: Temkin Group May 2010 Survey

11 Are contact centers becoming extinct? 11

12 12 In the long history of humankind (and animal kind, too) those who learned to collaborate and improvise most effectively have prevailed.

13 13 In the long history of humankind (and contact centers, too) those who learned to collaborate and improvise most effectively have prevailed.

14 14 In the long history of humankind (and contact centers, too) those who learned to collaborate and improvise most effectively have prevailed.

15 Customer Experience Competencies Purposeful Leadership Compelling Brand Values Four Core Competencies Customer Connectedness Employee Engagement

16 Compelling Brand Values Are your brand attributes driving decisions about how you treat customers?

17 What is a brand? The set of promises that the company explicitly and implicitly makes to its customers about the products, service, and behavior of the company and its employees.

18 Infuse the brand in every interaction Five Jetitude behaviors: Be in Blue always Be personal Be the answer Be engaging Be thankful to every customer

19 Five steps for infusing your brand 1. Redefine (or renew) your brand. 2. Build an internal brand campaign. 3. Translate the promises into behaviors. 4. Establish brand quality metrics. 5. Hire and promote based on brand fit. 19

20 Purposeful Leadership Does your executive team operate consistently with a clear, wellarticulated set of values?

21 Leadership lessons from Rudy Giuliani 1. Have strong beliefs 2. Be an optimist 3. Have courage 4. Relentless preparation 5. Teamwork 6. Communications

22 Leadership lessons from Stephen Sadove I have a very simple model to run a company. It starts with leadership at the top, which drives a culture. Culture drives innovation and whatever else you re trying to drive within a company innovation, execution, whatever it s going to be. And that then drives results.

23 Leadership lessons from Roy Williams Everyone on the team must focus on the same goal. It s my job to effectively communicate those goals to the team; emphasize those goals every day; and understand that although everyone has a common goal, individuals also have goals, needs, and dreams that must be cared for.

24 Leadership lessons from Mayor Corey Booker My mom used to say that who you are speaks so loudly that I can t hear what you say.

25 Employee Engagement Are employees fully committed to the goals of your organization?

26 Employee Experience Virtuous Cycle

27 Lesson from Southwest Airlines "If you create an environment where the people truly participate, you don't need control. They know what needs to be done and they do it. And the more that people will devote themselves to your cause on a voluntary basis, a willing basis, the fewer hierarchies and control mechanisms you need." -- Herb Kelleher, Founder of Southwest Airlines

28 Communicate, communicate, and then communicate We believe in just relentlessly trying to communicate everything to every single employee at all times, and we re very open. -Kip Tindel, CEO Container Store

29 Customer-Connectedness Is customer feedback and insight integrated throughout your organization?

30 Loyalty Which way are your customer interactions heading? Abandonment

31 The Five As of customer responses Loyalty Adoring Which way are your customer interactions heading? Ambivalent Appreciative Agitated Angry Abandonment

32 What has been the impact of your voice of the customer program? Very positive impact Somewhat positive 41% 42% Minimal or no impact Somewhat negative Very negative impact It s too early to tell 5% 1% 0% 11% Base: North American Companies with $500+ million in annual revenues

33 Closed-Loop VoC Program Listen Monitor Interpret Respond

34 Closed-Loop VoC Program Listen Monitor Governance Culture & Alignment Interpret Respond

35 Make VoC Widely Available

36 Customer Experience Competencies Purposeful Leadership Compelling Brand Values Four Core Competencies Customer Connectedness Employee Engagement

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38 Companies have not yet mastered customer experience competencies Very Poor Poor Okay Very Good Purposeful Leadership 17% 39% 28% 16% Customer Connectedness 18% 44% 23% 16% Employee Engagement 23% 40% 28% 10% Compelling Brand Values 29% 32% 26% 13% Base: North American Companies with $500+ million in annual revenues 38

39 Are contact centers becoming extinct? 39

40 Are contact centers becoming extinct? Not Yours! 40

41 Turning Contact Centers Into Customer Experience Leaders Brian Olson is currently a core member of Jacada s presales team, where he serves as an important bridge between each customer s business drivers and needs, their technical environment and Jacada s solutions to fulfill those needs. Prior to his current role on the sales team, Brian was a Director in Jacada s North America professional services team. Brian has been with Jacada for nine years Jacada. All rights reserved. 41

42 Jacada Overview Founded in 1990 and public since 1999, Jacada is a leading global provider of customer experience management solutions for telecom, financial services, utilities and retail. Creates significant value by driving customer contact channel productivity, optimization and long-term improvement delivering ROI in as little as 12 months. Offices in Atlanta, London, Munich, Stockholm and Herzliya, Israel with successful implementations on 4 continents Jacada. All rights reserved. 42

43 A Simple Philosophy The results are compelling, consistent and efficient customer experiences that drive business growth and profitability 2010 Jacada. All rights reserved. 43

44 Loyalty and Preference Where do most loyalty defining interactions occur? Advertising Retail Call Center 53% of customers say that they have left a company due to a bad experience with customer service more than any other interaction channel 2010 Jacada. All rights reserved. 44

45 A Day In The Life of Your Brand Ambassador! 2010 Jacada. All rights reserved. 45

46 The Customer Experience Today 2010 Jacada. All rights reserved. 46

47 The Underlying Challenges Competing Objectives Tools and applications that draw focus away from the customer Frustrated Customers Agent Turnover 2010 Jacada. All rights reserved. 47

48 Unraveling The Experience Dilemma It s not a question of why but how and what. For most organizations, Customer Experience is difficult to measure and understand When they do measure, it is difficult to know where and how to begin to optimize agent tools and processes When they do optimize, it is difficult to refine and improve the customer experience over the long-term 2010 Jacada. All rights reserved. 48

49 Jacada Customer Interaction Suite Empowers you to take control of the customer experience Understand Optimize Improve Insight Multi-Channel Analytics Auto-navigation & pre-fill Fusion Integration WorkSpace & Interaction Manager Desktop Simplification 2010 Jacada. All rights reserved. 49

50 Delivering Satisfaction & Savings A better experience delivers a win-win for you and your customers Expense Reduction Decreased AHT Reduced error rate Reduction in training and complexity Decreased hiring and ramp-up for new CSRs Improved compliance / decreased risk exposure Improved first call resolution Revenue Generation Increased sales Increased close rates Increased revenue per transaction Improved up-sell/cross-sell opportunities Reduce Customer Attrition Experience Improved agent satisfaction Increased staff retention Increased agent skill-base Improved customer satisfaction In-call intelligence / analytics 2010 Jacada. All rights reserved. 50

51 Turning Contact Centers Into Customer Experience Leaders Bruce Temkin Managing Partner Blog: Customer Experience Matters experiencematters.wordpress.com 2010 Jacada. All rights reserved. Brian Olson Sr. Presales Consultant Questions? You can submit your questions using the WebEx Q&A feature. Thank you for attending!