2011_ContactBabel - Syntellect

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Figure 19: How do you benchmark your customer satisfaction scores? How do you benchmark your customer satisfaction scores? 100% 90% 10% 11% 80% 70% 60% 50% 49% 57% Don't know No Yes 40% 30% 20% 10% 40% 32% 0% Against direct competitors Against best-in-class service providers White Paper: "Customer 2.0: Customer Experience and Profitability in the New Economy" (<strong>ContactBabel</strong>) Synopsis: An extended, free White Paper investigating what organizations can expect from post-recession consumers, and how to move beyond traditional customer satisfaction measurements towards an insightful and actionable customer experience framework. Download: http://www.contactbabel.com/reports.cfm (requires registration) 42
COMPLAINTS John Seddon uses the term “failure demand” to describe calls that are created by the inability of the business’s systems to do something right for the customer: “A failure to do something - turn up, call back, send something…causes the customer to make a further demand on the system. A failure to do something right - not solve a problem, send out forms that customers have difficulty with and so on - similarly create demand and creates extra work. Failure demand is under the organization’s control, and it is a major form of sub-optimisation.” 1 Seddon cites the instance of the UK bank where failure demand created almost half of the calls which they had to deal with. Another classic example of failure demand is where emails go unanswered, leading to calls being made (first-stage failure demand). Later, the email will be answered, unnecessarily, as the customer already has their answer (second-stage failure demand). This redundant work will then impact on other (still live) messages in the email queue, creating a vicious circle of failure demand. Redesigning and restructuring the way in which work flows around the organization, putting the contact center at the heart of it, rather than treating it as a separate silo, will go much of the way to reducing unnecessary contacts. The customer ends up getting a better service from the whole company, not just the contact center. One way in which this can be achieved is to unify and automate the agent desktop, bringing in the relevant data automatically, depending on who the caller is and what they want. At the end of the call, the correct data is written back to the relevant places, and the correct processes kicked off automatically, meaning that the right departments will be provided with the right information, thus reducing the risk of failure demand, unnecessary calls and irate customers. This also takes the pressure off the agents to remember which systems to update and how to navigate through them within the call (which causes long delays, negatively impacting customer satisfaction), or in the wrap-up, which risks agent forgetting to do things, and also decreases agent availability, increasing the queue length, and decreasing customer satisfaction. Information on failure demand can be gleaned from the contact center, which can also hold huge amounts of knowledge about what customers’ views of the products, services, competitors and company are. Feedback loops will be established in leading contact centers to push information and insights upwards to those who can make a difference in product development, process improvements and customer strategies. It is vital then to act upon this knowledge, proving to both customers and agents that the business takes them seriously. Customers who take the time to complain are also taking the time to state what went wrong with your process, product or communication, and this effort should be acknowledged and treated as being important. Businesses have found that fixing the problem for one customer can help many other customers, including the ones who never contacted you. Most customers are not complaining to cause trouble - they want you to know what went wrong, and believe that you can fix it. If one customer makes a complaint, the chances are that there are many more who are experiencing the same thing. A customer that has given up on your company will probably not complain, but go elsewhere and tell everyone who will listen that they are doing so. 1 Freedom from Command and Control: A better way to make the work, work, John Seddon, 2005 43
Page 1 and 2: THE US CONTACT CENTER DECISION-MAKE
Page 3 and 4: At Syntellect, we help our customer
Page 5 and 6: Changes in contact center size, ope
Page 7 and 8: LIST OF TABLES FIGURE 1: VERTICAL M
Page 9 and 10: FIGURE 83: AVERAGE TIME TAKEN TO RE
Page 11 and 12: INTRODUCTION AND METHODOLOGY The "U
Page 13 and 14: SIZE BAND Almost every survey quest
Page 15 and 16: DISTRIBUTION AND USE OF THIS REPORT
Page 17 and 18: QUALITY MANAGEMENT AND IMPROVEMENT
Page 19 and 20: Smaller contact centers are much le
Page 21 and 22: • Demonstrating the investment a
Page 23 and 24: Figure 5: Supervisor activities Sup
Page 25 and 26: way, the real-time call statistics
Page 27 and 28: functionality, in some form, althou
Page 29 and 30: Management information systems inte
Page 31 and 32: Public sector and outsourcing conta
Page 33 and 34: Figure 13: Inhibitors to scripting
Page 35 and 36: The following table shows how custo
Page 37 and 38: The following figure shows that res
Page 39 and 40: Despite customer satisfaction being
Page 41: Looking in more depth about how dis
Page 45 and 46: can see customers calling into the
Page 47 and 48: Virtual queuing and call-back, when
Page 49 and 50: INDUCTION COURSE TRAINING METHODS R
Page 51 and 52: TIME REQUIRED TO BECOME FULLY-PRODU
Page 53 and 54: INDUCTION COURSE COSTS The cost of
Page 55 and 56: ONGOING TRAINING AND COACHING Once
Page 57 and 58: Quite apart from the time spent on
Page 59 and 60: MAXIMIZING EFFICIENCY AND AGENT OPT
Page 61 and 62: CONTACT CENTER PERFORMANCE METRICS
Page 63 and 64: Customer loyalty / lifetime value /
Page 65 and 66: Average call duration varies betwee
Page 67 and 68: CALL ABANDONMENT Call abandonment r
Page 69 and 70: Figure 38: Average speed to answer,
Page 71 and 72: FIRST-CALL RESOLUTION The ability t
Page 73 and 74: message, the business has less oppo
Page 75 and 76: CALL TRANSFERS This metric indicate
Page 77 and 78: BUDGET This section looks at how co
Page 79 and 80: CHANGES IN CONTACT CENTER SIZE, OPE
Page 81 and 82: Respondents expect the next 12 mont
Page 83 and 84: Looking at the change in capital ex
Page 85 and 86: VIRTUAL CONTACT CENTERS The applica
Page 87 and 88: Linking contact centers together ca
Page 89 and 90: Figure 52: Benefits of virtualizing
Page 91 and 92: HOMEWORKING AND TELECOTTAGES Homewo
Page 93 and 94:
center respondents are concerned ab
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"Data security issues are a concern
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"Many staff would not have anywhere
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Knowledge workers can be incorporat
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choose the applications that exactl
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Figure 60: Current use of IP, by co
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Figure 62: Main drivers for moving
Page 107 and 108:
INCREASING EFFICIENCY AND EFFECTIVE
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Such an approach can have severe pr
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The following table shows the knowl
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VOICE BIOMETRICS Until a few years
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The amount of time required to auth
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THE FUTURE OF IDENTITY AUTHENTICATI
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CTI, CALL ROUTING AND SCREEN POPPIN
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control is of great value to any bu
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Fulfilling service levels while man
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Figure 74: Use of workforce managem
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HEADSETS There are various factors
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HEADSET REPLACEMENT AND COST Around
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IP headsets and homeworkers The hom
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Channel Current use Drivers Inhibit
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“A satisfied customer is the best
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physical store. Of course, not all
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SMS and web collaboration - are sti
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Email response handling times have
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MULTIMEDIA BLENDING There is no gen
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MULTIMEDIA BLENDING AND ATTRITION R
Page 147 and 148:
NICHE CHANNELS Apart from email, wh
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CUSTOMER REACTION TO SMS Customer r
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VIDEO AND IVVR Away from the self-s
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Figure 90: Advantages and disadvant
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Although self-service is in widespr
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The utilities sector is a leader in
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FROM TOUCHTONE IVR TO AUTOMATED SPE
Page 161 and 162:
SOCIAL NETWORKING Second Life and t
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Customer communities In her book, T
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• Firms with already strong brand
Page 167 and 168:
Figure 94: What effect will social
Page 169 and 170:
The business objective of CRM is to
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and insurance respondents were keen
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HOSTED AND MANAGED SOLUTIONS Buildi
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WHAT TYPES OF COMPANY SHOULD CONSID
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DRIVERS FOR HOSTED AND MANAGED SOLU
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o o Low-risk ability to start up or
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o Network solutions can provide bac
Page 183 and 184:
CHECKLIST WHEN CHOOSING A HOSTED/NE
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OUTBOUND AUTOMATION The traditional
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Vertical market patterns are very d
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EFFECTS OF LEGISLATION The Do-Not-C
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THE ROLE OF MOBILE TELEPHONY ON OUT
Page 193 and 194:
Figure 105: Agent positions by US d
Page 195 and 196:
DIVISIONAL RATINGS The cost-effecti
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It is controversial, and worse, ris
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• Adverse affect on contact cente
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Around half of contact centers have
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It is the medium and large operatio
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The inbound sector has experienced
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METHODS OF MOTIVATING AND RETAINING
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DESTINATIONS OF DEPARTING AGENTS De
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The medical and outsourcing sectors
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RECRUITMENT Rather than just asking
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Figure 123: The effectiveness of re
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MOST IMPORTANT ATTRIBUTES OF A SUCC
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SALARIES The human element to conta
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NEW AGENT SALARIES Mean average sta
Page 223 and 224:
SALARIES BY CONTACT CENTER ACTIVITY
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Small contact centers tend to pay b
Page 227 and 228:
STRATEGIC DIRECTIONS Most of this r
Page 229 and 230:
THE USE OF TACTICAL AND OPERATIONAL
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“Flexibility of quickly adding ag
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• Outsourcer's key IT supplier re
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Other areas that have grown in impo
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Increasing the levels of self-servi
Page 239:
APPENDIX: ABOUT CONTACTBABEL Contac
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