Project Apollo Operations Presentation - Edinburgh June 2012 - - PowerPoint PPT Presentation

SLIDE 1

Project Apollo

Operations Presentation - Edinburgh June 2012

Powering Customer s to Effortless service.

SLIDE 2

Presenter – Bill Hopkins

2

Bill Hopkins joined thetrainline.com in July 2002 and is the Operations Director

• Previous positions include: VP customer care &

billing at KPNQwest, Head of service centre development at Cable & Wireless Jamaica, Head of Planning and Forecasting o.tel.o communications Gmbh & co

• 25 years’ experience in the customer

management.

• Over 19 years experience in network

communications and internet start ups.

SLIDE 3

Increased Loyalty = Reduced Customer Effort

Customer service role in mitigating disloyalty 3 20% 80%

More Loyal Less Loyal Total Potential Impact

Mitigate disloyalty by reducing customer effort

Total Potential Impact

5% 95%

Low effort Experience High effort Experience

Source: Cus9otmer Contact Council

SLIDE 4

How do you reduce customer effort

4

Understand your customer

Remove Reasons for contact Enable customer to serve themselves Drive Customer to the appropriate medium Agents focused on

• utcome of

contact

Exertion

Required by the customer The number of steps and actions required during the service experience.

34.6% Of Total Impact

Interpretation

Made by the customer Customer’s subjective impression

• f how the rep made them feel

duiring the service expereince.

65.4% Of Total Impact

SLIDE 5

Understanding your customers is at the heart of your success.

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Understand the customer and use the information Why do they contact us ? How do they contact us ? What they contact us about ? What do they think of us ?

Understand your customer

SLIDE 6

Focus on delivering a strategy that reduces customer effort.

Increases customer satisfaction and reduces operating costs

High Cost to Serve Low High Customer Effort Low

Key principles

• Removing the need for contact

delivers on the brand proposition

• No contact means a lower effort
• Lower effort delivers higher

satisfaction

• Higher satisfaction delivers higher

loyalty Right First Time Proactive Self Service – FAQ & Social Post

Email

Online Chat Telephone – sales and service

Drive Customer to the appropriate medium

SLIDE 7

An example of removing the need for contact

7

TTL FTS % Average HSBC CNP Merchant Jan-09 Mar-09 May-09 Jul-09 Sep-09 Nov-09 Jan-10 Mar-10 May-10 Jul-10 Sep-10 Nov-10 Jan-11 Mar-11 May-11 Jul-11 Sep-11 Nov-11 Jan-12 TTL % Average HSBC Merchant Linear (TTL %)

Fraud Loss as % of Revenue Bank Accept Rates Fraud as % of sales significantly below HSBC average Bank Accept rates significantly above HSBC

Remove Reasons for contact

SLIDE 8

By recognising the importance of eHelp to the online experience we have created a self help environment that mirrors and enhances the look, feel and use of the eCommerce site Through the development of eHelp widgets we have been able to embed help into key ‘action’ pages And ensured a seamless transition between channels by

• ptimising help through your mobile device

SLIDE 9

Improving self service key to our success

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FAQ Views 81% Voice 15% Email 2% Chat 1% Twitter 1%

Customer Contact Split by Channel - FY13

• Channel migration has been key

to the successful delivery of our CX strategy.

• Understand the channels in
• peration
• Identify the best channel to

achieve resolution

• Maximise capabilities of each

channel

• eHelp increased from 56% to

81%

• Voice reduced from 36% to 15%
• Social now larger than Chat

Enable customer to serve themselves

SLIDE 10

Agents are trained and incentivised to solve the problem.

• UK Quality team sign off all agents
• Weekly joint calibrations to share best

practice between – UK Quality team – UK agents – Sitel Quality team – Sitel agents

• New Quality Form
• Focus on the customer. Main drivers:-

– 40% of the marks available are dedicated to solving the problem – 30% to minimising the customer effort – 20% to building relationships with customers – 10% for completing the required actions during, or following the contact.

• All UK agents CORAC accredited.
• All Agents to be CORAC accredited by mid

July

Customer Experience

Name: Activity: Reference: Score:

100.0%

Date: Coach Agent Tenure: NPS Score Scenario Customer contacted TTL to ask for help in changing their single for a return ticket. Section 1 Solving the Problem Applicable

High Performer? 40

1.1 Provided the best solution/explanation (Made full use of CSG's) Yes

Yes

1.2 Satisfied the customer with solution Yes

Yes

1.3 Added value to experience/exceeded customer's expectations Yes

Yes

1.4 The CSR did everything they could to assist the customer Yes

Yes

1.5 The CSR completely answered all of the customer's questions/requests Yes

Yes

1.6 Solution means customer will not have to contact TTL again with a similar issue Yes

Yes

Comments: Section 2 Customer Effort

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2.1 The CSR listened to the customer's needs Yes

Yes

2.2 The CSR understood the customer's needs Yes

Yes

2.3 The CSR communicated clearly Yes

Yes

2.4 The CSR came across as confident Yes

Yes

2.5 The CSR took the appropriate amount of time to resolve the customer's needs/Maintained control Yes

Yes

2.6 The CSR made the customer feel that their time was important Yes

Yes

? Comments: Section 3 Relationship

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3.1 The service given was personal Yes

Yes

3.2 The CSR was engaging/engaged Yes

Yes

3.3 The CSR showed understanding of the customer's query Yes

Yes

3.4 The CSR understood the customer's emotional state Yes

Yes

3.5 The service left a positive impression of TTL Yes

Yes

Comments: Section 4 Required Actions Completed

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4.1 Protected customer's personal/ private information (Adhered to DPA rules) Yes

Yes

4.2 Complied with all regulatory behaviours/Adequate confirmations/Adequate disclosures Yes

Yes

4.3 CSG Breach Yes

Yes

4.4 All system notes updated clearly Yes

Yes

4.5 All agreed actions completed/1st call resolution Yes

Yes

4.6 Reasons for follow up contact appropriate No

Yes

4.7 All MI completed accurately Yes

Yes

4.8 Feedback passed on appropriately (agents and processes) No

Yes

Comments: Opportunities for Change (OfC) CSR Comments Coach Signature CSR Signature

Agents focused on

• utcome of

contact

SLIDE 11

Effective Strategy and Implementation deliver results

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Reduced Contacts per 1,000 over 4 years

• Focus on customer reasons for contact
• Development of on and offline customer support solutions
• Integrating the ‘Voice of the Customer’

CPT Period

Contacts Per 1,000 Transactions - thetrainline.com

Total Offered Linear (Total Offered)

SLIDE 12

12 Net Promoter Score - 3 year trend

NPS % Linear (NPS %)

Increased Net Promoter Score over 3 years

Effective Strategy and Implementation deliver results

• Re-engineering agent metrics to focus on providing excellent customer support
• Centralised quality operations
• Removing the need for customers to contact us – delivering on the brand proposition

SLIDE 13

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Effective Strategy and Implementation deliver results

Costs in 1213 v those in 1001

P1001 P1002 P1003 P1004 P1005 P1006 P1007 P1008 P1009 P1010 P1011 P1012 P1013 P1101 P1102 P1103 P1104 P1105 P1106 P1107 P1108 P1109 P1110 P1111 P1112 P1113 P1201 P1202 P1203 P1204 P1205 P1206 P1207 P1208 P1209 P1210 P1211 P1212 P1213

Cost per Transaction – 3 year trend

CPT Linear (CPT)

SLIDE 14

Key to success = business working together towards same goals

14 FrontLine Staff Leadership and Support team

• Management
• trainers/ Coaches
• Quality
• Team Leaders

Internal Business Partners

• web team
• Marketing
• Product mgt
• IT

Low customer effort