David Jaffe & Steve Mitchinson share their thoughts on how to future proffe your contact centre, from a presentation to the ATA NAtional COnference in 2009, but still very relevant...

1. ATA National Conference 2009
Master Class
16th September 2009
Future proofing the contact centre
Presented by
Steve Mitchinson David Jaffe
Associate Director Consulting Director
Limebridge Australia Limebridge Australia
1

2. Welcome
2

3. Agenda for the day
A: Introduction
1. My own view: what do I look for
2. Re-invent now - How could you improve your call centre
operating model?
3. More from less – How can I make my call centre more effective
within the business as a whole?
4. Listen harder - How do I use customer inputs to drive sustainable
improvement?
3

4. Framework for the day
Sales and Service Operations 2
Contact Centre 1
Front Office Operating Model Back Office
P.R.I.S.M.(T)
Internet
Feedback/
Change and
Listening
Measurement
3 Mechanisms
Improvements
Selection and
Prioritisation
4

5. BEST PRACTICE
Specific activities performed to solve a tough business challenge that 9 out of
10 companies are NOT performing but SHOULD, with measurable results
proving effectiveness
Frost & Sullivan
Source Bain & Co
survey over 300
companies in 2008
5

6. What are you being asked to
do...
6

7. What are you being asked to
do...
7

8. Lets Challenge the Red Dots
Source: Tim Pethick, Founder of Nudie Juices
8

9. How do we approach opportunities
9

10. How does your thinking style
affect your centre’s results
10

11. How does your thinking style
affect your centre’s results
11

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Financials
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Technology
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Past Trends
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Performance
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Critical Indicators
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Goals - Objectives
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Methods - Regulations
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Safety
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Quality
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critical
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control
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timing
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Policies
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People Development
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Teams - Relationships
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Community Relations
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Customer Relations
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Communications
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Culture - Values
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Recognition
Group Highs & Lows
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innovation
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Environment
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Future Trends
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New Concepts
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National World issues
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Vision Purpose
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Long Term Strategy

13. Group Highs & Lows
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14. Our Group Thinking
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15. How could you improve
performance
15

16. 2. How Good is My Operating
Model: Agenda
 Self assessment
 Model alternatives
 Processes
 Other Dimensions
 A case study
16

17. Operating Model Self Assessment
 Processes
 Resourcing
 Holds
 Induction
 Transfers
 Repeat rate
 Hand off rate
 Team leader time
 GOS management
 Measures
17

18. Alternative Models:
Universal Model Narrow Skill Model: Specialist Switchboard Model
 Whole of customer  Short learning curve  Quick answer
 Job variety  Specialisation benefits  No IVR
 One stop shop  Match people to work  Accurate routing
 Less routing and IVR  Isolate System needs  Specialisation
18

19. Are These Symptoms Familiar?
Universal Model Narrow Skill Model: Specialist Switchboard Model
 Time to competence  High transfer rates  Delayed queue
 Fumble factor and  Complex to manage  Complex to manage
support
 Complex to route  Boredom
 Escalation rates
 Boredom  Still needs escalation and
 Low resolution support
 Low resolution
 Skills don’t match needs
 Still needs escalation
19

20. Queue dynamic discussion
 Which other industries and situations have to cope with
queues of variable complexity?
 How do they do it?
 What happens when a complex/long item ends up in
the wrong queue?
20

21. Complexity Splits
Arrival Mix Results of The Model
 We use a person to split  Split by complexity we can
the complexity and fix the measure and manage better
pebbles at the same time
 Skill matching
 Queuing benefits
 Once we isolate the processes
we can refine them
21

22. Lots of other benefits
Complexity Split Benefits Second Wave Benefits
 Easier to measure/manage
 Short time to competence
 Obvious career path
 Bring work forward and
challenge business rules
Process Effect(s)  Supports cross business
processes that match
Queuing Effect customer demand
(structure)
Visibility Effect
(management)
22

23. Processes - Symptoms
 When do we ID the customer? And should we
 Back office magic?
 Work instruction mania?
 Note mania?
 Putting the customer to work
 Legacy process
 How quickly do we get to a price (on a sale)
 How quickly can we spot an exception
23

24. Integrated Model
Integrated Operating Model
Processes Structure
Indicators and Incentives
Best Practice Procedures A contact structure organised
Aligned indicators and
define the best language, around complexity creates
incentives support a stable
contact flow and steps to capacity, improves training,
model by maximising
ensure more consistent and provides clearer management
performance and quality
effective service delivery visibility
Management Processes
Resource Effectiveness
A range of management
A more flexible and aligned
practices that supports the
resource model makes it
model, as well as providing
easier and more efficient to
clear contact discipline and
service demand
professional growth.
Technology
How the systems support the
processes and structure, deliver data to
manage with and enable self service
Customer Experience Outcomes…
…lower wait times, shorter duration, greater
resolution, less rework and highly developed
and loyal staff.
24
24

25. Resource Issues
What Opportunities Do We Have?
 Within day
 Back to
structure!
 Home agents
 Day of week
To come
 Induction issues
 Flexible resource
pool
25

26. Incentives and Indicators
Do you have these symptoms?
My measures have nothing to do
I’m not sure what I’m measured on.
They keep changing… with what my team are measured
on
The strategy is all about service but
they measure me on productivity The reports show us what
happened yesterday and last month
By the time I’ve produced my reports Because the quality check says X I
I have to do the next lot…. do that on every call…
26

27. Management
Where are we spending our most critical resource?
Performance
Tasks (75-80% day) Methods (20-25% day)
Improvement
Staff Meetings Staff Meetings
Performance / Development Reviews
Recruiting
Performance / Development Reviews
Training / Up Skilling
The outcome from
Induction Coach / Mentor methods applied
Leave Management Induction?
Counselling Performance Discussion
Stats and Reporting Reward and Recognition
Rostering / Workforce Management Audit Follow Up
Skill Gap Analysis Stakeholder Liaison
Succession Planning Change Management
Audits Referrals
Budget Process change implementation
Maintenance Site Analysis and Real Time management of
Letters people
Internal Audit Follow Up Observe Floor (Dandenong only)
E-mails
Complaints / Escalations (SQL/ETS/DIRECT)
HR Functions (Union/Awards/Forms/Access etc)
Stakeholder Liaison
Projects
Approvals / Sign Off
Phone Calls
Referrals
Meetings
Community Liaison
Ad Hoc reporting
Records Management / Archiving
Logging System/Site Issues
27

28. Technology – 6th Dimension
Speech recognition CRM/View of customer
Performance
Management and Reporting
CTI
Call Recording
28

29. Fit with Technology
The technology is there to support the processes and organisation
not the other way round
Illustrative Problems
Technology What Goes Wrong
Speech Recognition  Misdirected calls and
 Extends navigation
Front Ends transfers
 Automation of poor  Impact as audit trail
Call Recording
coaching practices ignored
Reporting  Reports the wrong metrics  Focuses on what not why
 Used to create too many  Limited resolution and high
CTI
skills transfers
Workforce  Creates micro schedule  Lots of after the fact
management management adherence correction
 Process and organisation  Create excessive note
CRM front ends
impacts not exploited taking
29

30. Technology Fit
When applied correctly technology supports
more effective process and structures
Ways we exploit call centre technology
Technology Our Perspective
Speech Recognition Front  Effective for some types of process automation
Ends  Structure can simplify these solutions
 Enables process redesign as well as automation
Call Recording
support for management
 Helps direct and free up management time
Reporting
 Make incentives and indicators visible
CTI  Automates call process and practices front end
 Planning and forecasting essential but an adjunct to
Workforce management
operational management
CRM front ends  Process and structure must exploit the potential
30

31. Case 2
Large Financial Service Company
All the tools, but no results
Problem: Investments in CTI and recording with limited gains
 CTI hadn’t solved the problem of matching work to experience:
45% work was in calls >10 minutes
 20% of calls put on hold
 Compliance and productivity didn’t improve with recording tools
Solution features
 Complexity split structure including no help desk
 Processes “leaned” within the centre and across the business
 Team leader admin removed
Results
 Client reported 50% increase in capacity
 Resolution up 15%
 Consistent GOS for first time
31

32. Case 2 Results
AHT and GOS Impact
Handle Time In Seconds Pre and Post Pilot
Pre Pilot Qld parallel Pilot National
600
500
400
300
200
100
0
10-Feb Grade Of Service – Monthly
11-Feb
12-Feb
13-Feb
16-Feb
17-Feb
18-Feb
19-Feb
20-Feb
23-Feb
15-Jan
16-Jan
19-Jan
20-Jan
21-Jan
22-Jan
23-Jan
27-Jan
28-Jan
29-Jan
30-Jan
'15/12
'16/12
'17/12
'18/12
'19/12
'22/12
'23/12
Historical vs. New Model
2008 actual 2009 New Model
100.00%
90.00%
80.00%
70.00%
60.00%
50.00%
40.00%
30.00%
20.00%
10.00%
0.00%
Apr
Jan
Feb
June
May
Mar
Source: Disguised two site example
32

33. Do these ideas work for sales?
 Are there orders of varying complexity?
 Are “order taking” and “sales activity” blended?
 Does post sales work take up time for sales specialists?
 Is the sales process optimised or the legacy of history?
 Do the incentives and measures motivate the correct
behaviours?
 Are the management team getting time to coach
33

34. 3. Innovate your operations
How to do more.... with less
How can I make my call centre more effective
within the business as a whole?
Our Top 5:
 Interactive Induction training
 Move the back to the front
 Get self service working better
 Flexible resource pool
 Reduced operating hours
34

35. Where does my call centre fit?
35

36. Innovating your operations
Systems & Customer Employee Roles
Channels Service Mission & Expectations
Customer
Training & Service Performance &
Development Culture Productivity
Motivation & Products & Management
Rewards Service Support
36

37. What drives the need for
change
Industry The Organisation
Structure Conduct Performance
37

38. What drives the need for change
Offensive
From good to great
performance
Expanding to new
markets
OBJECTIVE
Goals the
centre/company wishes
to achieve
Defensive
Cost Reduction
Revert from a crisis
Reactive Pro-active
External Shock TRIGGER Outcome of strategic
Response to The impetus for change planning process
market of poor Bottom up realisation
performance benefits can be achieved
38

39. Interactive Induction training
39

40. Interactive Induction training
 Lengthy inductions don’t work
 What are the typical outcomes
 Imagine of staff could be taking calls from
day one:
 You could identify role sustainability
 Create immediate capacity
 On job learning by osmosis
40

41. Interactive Induction training
 Benefits
 Lower staff turnover
 Lower training costs
 Improved employee engagement
 Improved definition of career paths
 Case Study
 Health fund
 >30% staff churn in 6 week induction phase
 Changed model <5% turnover of staff in first 3 months
41

42. Exercise -Interactive Induction
training
 What does your current induction look like
 What could you do to get people on the
phone by day 2
 What contacts could they handle
 What changes would you need to make
 Training
 IVR
 Other
42

43. Moving the Back to the Front
43

44. Moving the Back to the front
Focus on completing activities in the “front”
office, not the back office or elsewhere
 Examples
○ Credits
○ Claims
○ Approvals
○ Overdue payments & Payment extensions
○ Renewals
44

45. Moving the Back to the Front
 What are the benefits
 Improved FCR
 Lower “Contacts per X”
 Reduced costs
 Improved staff engagement
 Reduced workload
 Improved customer satisfaction
45

46. Moving the Back to the Front
Case Study 1 –Financial Services
Eliminated much of the double handling thru an improved
approach to knowledge management and empowerment:
•Reduction in Average Handle Time (AHT) by 72
seconds per call
•Increased completion of number of calls per hour
•Improved 1st call resolution from 91% to 94%
•18% improvement in customer satisfaction
•54% improvement in staff satisfaction
•Reduced training costs
•Higher levels of knowledge retention
Case Study 2 - Government Agency
•Changed workflows, lifted empowerment levels
•Eliminated over 7 million manual transactions and
hand offs per annum
46

47. Moving the Back to the Front-
Exercise
1. What tasks do you currently hand off
• Types of tasks
• To whom
2. What is the workload
• volume
• load
3. What changes would you need to make:
•Processes
•Systems
•Knowledge Management
4. What might get in your way
• How will you deal with them
47

48. Get self service working better
48

49. Get self service working better
 Co-ordinated channel management
 Improved access
 Make it easier to use
 Promote awareness
 Internal & External
 Incentives
 Staff & Customers
 Monitor it!!
49

50. Get self service working better
High Value Simplify or Improve Exploit or Leverage
(learn, cut cost, underlying operations and spend more time
increase revenues)
Enterprise
Perspective
Low Value Eliminate Automate or Migrate
(We do not want Through root cause analysis & Via web, IVR, self service, pro-
the interaction) development active alerts
Low Value High Value
(They see no need for action) (Save money, obtain support & advice)
Customer Perspective
50

51. Get self service working better
High Value
(learn, cut cost,
increase revenues)
Company
Perspective
Low Value
(We do not want
the interaction)
Low Value High Value
(They see no need for action) (Save money, obtain support & advice)
Customer Perspective
51

52. Get self service working better
 Benefits:
 Reduces call demand
Improves customer satisfaction
 Improves staff satisfaction
 Reduces costs & lifts revenues
52

53. Get self service working better
Case Studies
• Telco 1
• New self service functions for business customers
• Sends e-mail to “loyal customers” to encourage take up
• Thousands can’t access due to old format account number
• Solution – can only link mobile services to self service – not broadband or
fixed
• So to use “self service” customer finishes up with two separate accounts and
twice as much work to do to maintain account – and no apology
• Member Services & Utility
• Both established self help kiosks in retail centres to assist customers
• Internal Network security prevented customers accessing links to associated
businesses & offers
• Customers could not download forms or files as firewall prevented access to
those file formats
53

54. Get self service working better
Case Studies
Telco 2
Established self help functions on web and IVR
 connect a service
 bar a service
 report lost/stolen handset
 unbilled airtime
 change your details (web only)
 make a payment
 view your bills (web only)
 Renew a contract
Results
• Low churn – 22% versus industry average 30-35%
• Lowest cost to manage in industry - <$4 versus >$6
• Higher customer satisfaction than network and competitors
54

55. Exercise - Get self service
working better
 What self service functions do you currently
offer
 How do you know how effective they are
 How do you compare to competitors
 What else could you offer – Top 3
 By which channel
 What is the volume
 What take up could you expect and why?
 What would be the ROI
55

56. Flexible resource pool
56

57. Flexible resource pool
 Means having a pool of staff whose primary
job is “back office” trained in Call handling
so that they can be deployed instantly in
times of need (and vice versa)
 It can be via skill set priority or manual
intervention in times of need
 Benefits:
 Allows you to respond rapidly to unplanned
workloads or “cyclical” workloads
 Optimises the customer experience
Improves employee engagement
57

58. Flexible resource pool
Benefits:
 Allows you to respond rapidly to unplanned workloads
or “cyclical” workloads
 Optimises the customer experience
Improves employee engagement
Case Study
• Energy Utility – all admin & mgt staff would be
automatically logged into the customer service queues
via “a couple of keystrokes” in case of a major power
failure. Typically 90% of calls for outage reasons so
easy to deal with. Result – still achieved service levels
58

59. Reduce operating hours
59

60. Reduce operating hours
 Do you need to deliver every service from every
location from open to close?
 Possible Approaches
 8 to 5 is Ok, but where?
 Start one (or more) sites later , finish one (or more) sites
earlier
 Save half an hour at the start and/or end of each day
 Is it time for a business partner
 What is your market doing
60

61. Reduce operating hours
 Benefits
 Easier rostering
 Improved staff engagement
 Lower costs
○ Turnover
○ Recruitment
○ Training
○ Outgoings
○ Productivity
61

62. Reduce operating hours
Case Study
• ISP
• Multi sites
• Routing rules set by calling area
• Follow the sun
 Telco
 Rollout of self service
 Outsourced after hours work for technical
support
62

63. Section 3
Rethinking Customer Feedback
63

64. Why are we looking for
feedback?
Table activity: Please brainstorm one of Topic 1 or 2
Topic 1
Why do we bother with customer feedback processes?
What would we like to achieve using feedback processes?
Topic 2
What mechanisms are available to us?
What are the strengths and weaknesses of these
mechanisms?
64

65. The Model Answer
 See back of deck
65

66. Fit for purpose?
How will it help with performance Actioned how
Feedback for who?
66

67. Idea 1What else could we do with
quality?
 How many calls per month are being monitored for
quality?
 What aspects from the customer side do we monitor?
 Is it a bigger sample than our ”call the customer” sample
 What else do customers say?
 Do we assess the resolution?
 Do we go look for later contact?
 What else do customers say?
 Does it reflect on other processes?
 Should marketing pay?
67

68. Idea 2 What else are your staff
hearing or could they hear?
Front line staff ignore many customer comments for good reasons
5. 1.
They don’t Interesting
care Feedback
4. 2.
Can’t fix it anyway? Nowhere to put it
3.
No-one would action it
68

69. Idea 2 What if they were trained
to hear it?
Front line staff hear the “genuine” Voice of the Customer
5. 1.
Feed back Listen
4. 2.
Resolve Aggregate
3.
Assign
69

70. Idea 3 What is the demand telling
you?
Value Irritant Matrix
Simplify 12% - 14% Leverage Opportunity 5%
Roadworthy Enquiry
Need to Register my car
Can I order xxxx plate?
Value
Interstate change. How do I change my plates?
3rd party declaring driver concerns.
Unregistered vehicle permit.
Dob In
Need to register my boat, trailer, Motor Bike. Report - Potential Incident
Imported Vehicle, how do I? Is this combination available?
Perspective
Authority
vehicle safety fatigue
Change my OS licence.
Report - Incident
Eliminate 25% - 35% Migrate 45-55%
How do I transfer? I want to check; Stolen, Write Off,
Where's my renewal? Finance
Want to add a concession. I want to book my; Learners, HPT,
When is next available? Driving Test.
How do I get my licence back? I want to change, cancel, transfer my
Vehicle in incorrect name. booking.
Irritant
Refund; Paid Twice, paid wrong Cancellations; What is my refund?
rego. Demerit Points - How many do I have?
Payment - Booking General Information
Have you got any cancellations? Payment - Rego
Irritant Customer Value
Perspective
70

71. Idea 3 What is the demand telling
you?
Value Irritant Matrix
Simplify 12% - 14% Leverage Opportunity 5%
Need to Register my car
Roadworthy Enquiry
It’s on the site…no
Can I order xxxx plate?
awareness or
Value
Interstate change. How do I change my plates?
CustomersUnregistered vehicle permit.
don’t get Backlogs for3rd party declaring driver concerns.
key promotion?
Dob In
the process my boat, trailer, Motor Bike.
Need to register processReport - Potential Incident
Imported Vehicle, how do I? Is this combination available?
Missing functionality
Perspective
Authority
vehicle safety fatigue
Change my OS licence.
We messed up? Report - Incident
Eliminate 25% - 35% Migrate 45-55%
How do I transfer? I want to check; Stolen, Write Off,
Where's my renewal? Finance
Want to add a concession. I want to book my; Learners, HPT,
When is next available? Driving Test.
How do I get my licence back? I want to change, cancel, transfer my
Vehicle in incorrect name. booking.
Irritant
Refund; Paid Twice, paid wrong Cancellations; What is my refund?
rego. Demerit Points - How many do I have?
Payment - Booking General Information
Have you got any cancellations? Payment - Rego
Irritant Customer Value
Perspective
71

72. Idea 4: Immediate and cheaper
feedback mechanisms
 Could you get your staff to ask a Net Promoter
Question after a call?
 Could they do it only when being observed?
 Could you use automated IVR or email?
 Opt in? Agent Initiated? Random sample? All of the
above?
 Could you use your mystery shop/research to guide
deeper dives?
 Could you use automated mechanisms to drive
quality? Why random sample?
 Could you make feedback constantly available (e.g.
every page on your site, after every call)
72

73. Idea 5: Bring it all together
Rating Rating Rating
Parameter - Customer Expectiations Modified Questions Impact Rank Weights
Scale Scale Scale
01/07/2007 Service request denied Was the customer's issue resolved? CE Yes No 1 8%
IVR SURVEY (Overall Contact Centre- Monthly) Jan-07 Feb-07 Mar-07 Apr-07 May-07 Jun-07 (upto 8th Service request denied Was the customer's issue resolved on the call? CE Yes No 2 8%
July) Did the advisor control the call in an efficient manner where
quickly resolve my issue CE Yes No 3 7%
Total Number of Surveys 3848 7677 10532 9369 12899 10739 2780 required?
keep promises that you make Did the advisor follow up on promised actions? CE Yes No NA 4 7%
Q1. Have you previously called 3 for the Yes Repeat Call 53% 52% 51% 50% 50% 48% 50%
give me correct information Was correct information provided to the customer? CE Yes No 5 7%
same reason? No Fresh Call 47% 48% 49% 50% 50% 52% 50%
tell me everything I need to know Did the advisor set the right expectations? CE Yes No 6 6%
Q2. Has your reason for the call been Resolution 47% 48% 51% 58% 63% 64% 67% Did the advisor understand and identify with the customer's
resolved? (effective 14 Apr 07) Repeat Call understand what I am talking about CE Yes No 7 6%
No Resolution 53% 52% 49% 42% 37% 36% 33% issue?
Previously - Do you think that you will need
Resolution 71% 72% 76% 80% 82% 83% 83% speak in a way that I can understand Did the advisor speak in a way that was easy to understand CE Yes No 8 6%
to call again for the same reason? Fresh Call
No Resolution 29% 28% 24% 20% 18% 17% 17% own the issue/ don't pass the buck Did the advisor take ownership to resolve the customers issue? CE Yes No NA 9 5%
show concern for my problem Was the advisor concerened and helpful? CE Yes No 10 5%
Resolution 59% 60% 64% 69% 73% 74% 75%
Overall listen to me Did the advisor listen to the customer? CE Yes No 11 5%
No Resolution 41% 40% 36% 31% 27% 26% 25% Ask the right questions Did the advisor ask appropriate questions? CE Yes No NA 12 4%
Positive Rating 4 & 5 65% 66% 68% 69% 69% 70% 71% Was a transfer required and if so, was the transfer made to the
Q3. Do you feel that your query was fully do not transfer me CE Yes No NA 13 4%
Neutral Rating 3 13% 13% 12% 12% 11% 11% 11% correct department?
understood?
Negative Rating 1 & 2 21% 21% 20% 19% 20% 19% 19% keep me informed Was the customer kept informed? (cc affecting) CE Yes No NA 14 4%
Q4. How would you rate the advisor on Should be polite Was the advisor courteous? CE Yes No 15 3%
Positive Rating 4 & 5 62% 62% 65% 74% 81% 81% 82% I should not have to contact again Is the customer contacting for the first time regarding this issue? CE Yes No NA 16 3%
courtesy? (effective 14 Apr 07)
Previously - Was the advisor helpful and Neutral Rating 3 6% 8% 7% 8% 9% 9% 9% remember what I mentioned earlier/don't Was the customer made to repeat information needlessly?
CE Yes No NA 17 3%
polite? make me repeat (applicable on repeat call)
Negative Rating 1 & 2 32% 31% 27% 18% 10% 10% 10% do not place me on hold Was hold required and if so, was it appropriate? CE Yes No NA 18 2%
Positive Rating 4 & 5 67% 64% 67% 72% 78% 78% 77% Maintain my records Did the advisor leave valid notes on the account? CE Yes No NA 19 2%
Ease of finding the right person to talk to
Has the customer got to the correct department via the IVR CE Yes No 20 1%
Q5. How would you rate the advisor Neutral Rating 3 12% 14% 13% 13% 12% 12% 13%
Keep my information secure Did the advisor validate the customer where required? CE Yes No NA 21 1%
overall? Negative Rating 1 & 2 20% 22% 20% 15% 10% 10% 10% have tools/information readily available to
Mean Avg of Rating 3.8 3.7 3.8 4.0 4.1 4.2 4.2
Was self care available to resolve this query? CE Yes No NA 22 1%
help myself
Positive Rating 4 & 5 65% 66% 69% 70% 69% 70% 69% Quickly find the right person to talk to
Quickly find the right person to talk to (within 5 secs) CE No NA 23 1%
Neutral Rating 3 17% 17% 15% 16% 15% 15% 16% (within 5 secs)
Q6. How would you rate the call overall? Was there an opportunity to make the customer feel special, and
Negative Rating 1 & 2 18% 17% 16% 15% 16% 15% 14% make me feel special CE Yes No NA 24 1%
if so, did the advisor make use of this opportunity?
Mean Avg of Rating 3.7 3.8 3.9 3.9 3.9 3.9 3.9 Was information available to resolve the
Was information available to resolve the customers query BE Yes No NA No Weight
customers query
Communication skills Was the communication effective? BE Yes No NA No Weight
Did the advisor speak in a positive way about the products and
Call Centre Retail
Speak positive of our products BE Yes No NA No Weight
services of 3
Research Marketing Complaints Call
Customer WOCAS WOCAS Report survey quality/
Repeats?
Aggregation ?
Prioritised
actions
Business
Owners
Operations accountable
Comms: Build
Resources
solution +
“You said, Agreed +
make
we did” Solution
change
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74. Bringing it all together - 2
74

75. Tricks for New Players
 What is the contact frequency?
 What customer experience are you creating through
the feedback?
 What expectation are you creating for your front
line?
 Who do you need around the table?
 Do you have time to listen and aggregate?
 Will it “rain projects” and how will you sort through
that?
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76. Use of feedback case: Vertu
 100% owned by Nokia
 Over 80,000 customers
 37+ countries, 300+ outlets
 4 phones in the collection
 Prices from $4,000 to $250,000
 Over 300 staff. Recruited 70 last year
 Over 100 people employed in production
facility at the HQ in the UK
 Producing over 1000 phones per week
Strategy “To Build the “Rolex” of mobile phones by doubling sales
revenue during 2006 and ultimately creating a €1bn+ business with a
60% gross margin”
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77. Big marketing ideas = big service
issues!
77

78. Typical Vertu Voices
 “I don’t understand the repair quote”
 “Why is the charge different to the repair quote?”
 “Why have I been charged VAT / tax?”
 “Don’t you stock accessories?”
 “What accessories do you offer?”
 “I thought the phone was still under warranty”
 “Why isn’t my phone back from repair by now?”
 “How do I set up roaming services?”
 “What is concierge and how do I use it?”
 “I spoke to someone at concierge but they didn’t call me back”
 Customer wanted to buy but wasn’t happy with xxx feature
 Marketing material is not available
 Not enough display collateral
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79. Successes
 Leatherware
 Clarified the scale of a recognised issue. 2-3 complaints/month
 Resulted in a change of leather suppliers
 Battery performance
 Highlighted specific issues that were not understood. Confirmed the
scale of the problem. Ascent phones, 1-2 problems/week
 Resulted in a rebuild of the battery management application in the
phone
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80. Why Do We Use Feedback
Good reasons
 Understand and improve agent performance
 Understand and improve products and processes
 Understand and improve Company performance
 Understand competitor products and services
 Obtain suggestions for improvement
 Monitor and improve change
Other Reasons
 Regulated that we must
 So we know how we’re travelling
 We always have
 To show us where to research further or assess performance more
deeply
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81. Mechanism List
 Phone/mail/email/direct
 Customer sample phone or email research (periodic sample)
 Transaction/event initiated after the fact research (event sample)
 Mystery shopping (by others/by you)
 Immediate post event feedback( opt in/agent initiated)
 At end of contact feedback (how did I go today)
 Call quality
 Contact demand
 What our customers are saying
 Customer initiated
 Complaints/complements
 Regulator
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82. Wrap Up Improvements across
the business ?
Some ideas to fix the
PRISM things in your
control ? Sales and Service Operations
Contact Centre
Front Office Operating Model Back Office
P.R.I.S.M.(T)
Internet
Better ways to listen Feedback/
Change and
and act ? Listening
Measurement
Mechanisms
Improvements
Selection and
Prioritisation
82

83. Wrap up and Discussion
For further information please contact
Steve Mitchinson David Jaffe
Steve_mitchinson@limebridge.com.au David@limebridge.com.au
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