THE CONTACT CENTER: THE PATH TO SUPERIOR SERVICE EXPERIENCES April - - PowerPoint PPT Presentation
JOURNEY MANAGEMENT IN THE CONTACT CENTER: THE PATH TO SUPERIOR SERVICE EXPERIENCES April 28, 2015 SPEAKERS Omer Minkara John Cray Research Director, VP of Product Contact Center & Customer Management Experience Management
April 28, 2015
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Omer Minkara Research Director, Contact Center & Customer Experience Management @omer_aberdeen John Cray VP of Product Management @cray_john
Follow the conversation on Twitter: #custjourney
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Improvement in positive social ‘buzz’ Increase in cross-sell / up-sell revenue Improvement in first contact resolution rates
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service
and relevant insights
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customer experience objectives with operational goals
by adding structure and purpose
minimize their effort while adding value during each interaction
within your omni-channel activities
experiences; empower your agents with the right tools to manage buyer journeys
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What you need to do to become Best-in-Class:
in place
want to make
considerations
Best-in-Class Industry Average Laggard P A C E
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Top Goals (n=407) All Contact Centers Enterprise Contact Centers (>50 seats) Improve customer experience results and consistency 91% 92% Reduce customer effort for issue resolution 78% 82% Improve brand loyalty 74% 71% Increase agent performance / productivity 72% 83% Streamline contact center
67% 81%
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Journey management refers to
the tools and information needed to make educated buying and loyalty decisions. Interactions across different journeys are tailored to meet the evolving needs of buyers via interactions across different channels.
Image credit: BusinessNewsDaily
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Image credit: B2C Community
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27.4% 18.6% 14.1% 13.1% 12.6% 9.7% 21.1% 10.4% 3.2% 3.9% 4.7% 5.9% 0% 5% 10% 15% 20% 25% 30% Number of positive mentions through social media channels Cross-sell and up-sell revenue Customer win- back rate Improvement in average handle time First contact resolution Improvement in average response time to customer requests Percent of respondents, n=91 Companies with a Customer Journey Management Program All Others Source: Aberdeen G roup, February 2015
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Improve customer experience results & consistency Reduce customer effort for issue resolution Improve brand loyalty Increase agent performance & productivity Streamline contact center operational activities
Image credit: JourneyElgin
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Of companies are using multiple channels (at least two) to interact with customers
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Best-in-Class All Others
82% 63% Customer retention rate Year-over-year change in annual company revenue 60.2% 5.0%
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Best-in-Class All Others
23.8% 1.6%
Year-over-year improvement (decrease) in response time to customer requests Year-over-year improvement in average customer profit margin
23.6%
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Omni-Channel CEM
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14.6% 13.0% 11.8% 9.0% 4.2% 11.8% 9.2% 5.1% 5.8% 3.3% 8.5% 6.6%
1.2%
0% 3% 6% 9% 12% 15% Annual company revenue Customer retention First contact resolution rates Improvement in number of customer complaints Agent utilization rate Y ear-over-year percent change n=396 Omni-Channel C
enters Multi-Channel Contact Centers Non Multi-C hannel Contact Centers Source: Aberdeen G roup, November 2014
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95% 47% 47% 42% 56% 35% 28% 31% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Deliver consistent customer messages through multiple channels V isibility on customers' concurrent use of channels for multi-modal interactions Optimize product bundles and offer times based on historical and real- time customer data Create models of customer buying behavior processes to map customer journeys Percent of respondents, n=91 Best in Class All Others Source: Aberdeen G roup, February 2015
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74% 74% 47% 56% 39% 21% 0% 20% 40% 60% 80% Collect customer feedback through multiple channels Centralized repository of product and service information Integrate internal account data with external data to enrich customer profiles Percent of respondents, n=91 Best in Class All Others Source: Aberdeen G roup, February 2015
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95% 47% 47% 42% 56% 35% 28% 31% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Deliver consistent customer messages through multiple channels V isibility on customers' concurrent use of channels for multi-modal interactions Optimize product bundles and offer times based on historical and real- time customer data Create models of customer buying behavior processes to map customer journeys Percent of respondents, n=91 Best in Class All Others Source: Aberdeen G roup, February 2015
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to incorporate self-service as part of their business activities over the next 12 months.
centers currently have a self-service portal
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6.0% 4.9% 4.1% 1.9% 3.5% 2.3% 0.2%
0% 2% 4% 6% Customer retention Number of positive mentions through social media channels Number of quality SLA’s met Average revenue per contact Year-over-year percent change n=305 Companies delivering self-service through corporate website All Others Source: Aberdeen Group, April 2014
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Current Adoption (n=305) Self-Service Users FAQs 84%
Keyword search box
70%
Downloadable manuals, drivers, etc
66%
Customer-specific portal with product and service information
62%
Educational videos
49%
Online communities
40%
Product forums
27%
Virtual assistant / Conversational agent
18%
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Year-over-year Performance Improvement (n=407) Visual IVR Users Non-users Number of positive mentions through social media channels 6.0% 4.5% Improvement in number of customer complaints 5.7% 3.4% Improvement in average handle time 3.6% 1.5%
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25% 35% 47% 0% 10% 20% 30% 40% 50% Compensation and benefits Sense of empowerment in addressing customer needs Technology tools facilitating agents' ability to conduct day-to- day tasks Percent of respondents, n=373 All Respondents Source: Aberdeen G roup, October 2014
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13% of their time navigating through four different systems to find and access relevant insights to serve customers.
Number of applications agents needs to manage during a typical interaction
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cost of $40,000 per agent, this means that a contact center with 300 agents incurs an average of $1.56 million in unnecessary costs due to unproductive agent time.
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92% 92% 85% 72% 54% 69% 30% 40% 50% 60% 70% 80% 90% 100% Agents can create and follow tasks through their desktop Customer data can be transferred across agent desktops Detailed customer transactional data is available through the agent desktop Percent of respondents, n=373 Leaders Followers Source: Aberdeen G roup, October 2014
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– Global Queue Visibility – Routing Across All Media Channels – Channel specific rules and workflow optimization
– Comprehensive historical reporting – Real-time management tools – Survey Management – Interaction Vault
– Avaya (Blue & Red), Cisco, Mitel, ShoreTel, Microsoft, Alcatel
– Multi-site virtual contact center – Survivability of network, hardware, and site failure – Scalability to 10,000 agents
– Predictive dialing – Campaign management
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Text/SMS
Request Appointment change
Callback
Set up new Appointment
Confirm Appointment
Web Visit
Appointment Results
Social Media
Service Review
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Past Present Future
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Take Action
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customer experience objectives with operational goals
by adding structure and purpose
minimize their effort while adding value during each interaction
within your omni-channel activities
experiences; empower your agents with the right tools to manage buyer journeys
Omer.minkara@aberdeen.com Omer_aberdeen Omer Minkara John.Gardner@enghouse.com @EnghouseInterac EnghouseInteractive