Throughout the modern world the customer service and contact centre environment is undergoing dramatic change. Against the backdrop of the strategic realisation that the Customer Experience has come to the fore and reached the top of the boardroom agenda, several major global and regional trends have emerged. In a two hour seminar session, internationally recognised industry analyst and contact centre consultant Rod Jones will outline the current South African contact centre industry and will paint a picture of the impact that global trends and how these have and will impact on the local industry.

1. In Association with
Contact Centres
Global Trends – Regional Impact
Knowledge Development Seminar
Durban, South Africa 4th April 2012
Customer Relationship Management • Customer Experience
Call Centres • Contact Centres • Customer Service Centres
© Copyright Strictly Reserved. All material contained herein is protected by South African and International copyright and
intellectual property protection legislation.

2. Introductions
Rod Jones
• South African • Director: Contact Industry
• 63 Years Old Hub
• Started Direct • Judge: SACCCOM National
Marketing business in Awards 2005/6
1971 • Judge BPeSA National Call
• Built first call centre Centre Awards – 2007
1985 • Founder 2007 > C3Africa
– Marketing Support Group
Group • Member of the
• First Outsource Call Development and
Centre 1992 - Consulting Body: SABS
TeleFacilities Contact Centre Standards
• Consultant since 1998 2004-2008
• Board Member: Direct • Member SABS Technical
Marketing Association Committee (TC99) 2008 –
of SA 1988-2000 Present
• Non-Executive Director: • Executive Mentor / Trainer
Call Centre Networking / Author / Consultant
Group SA 2001-2003 • Industry Analyst
• Founder: CallCentreCity • Founder / Chairman
Group- 2000 Independent Contact
• Founding Director: Call Centre Consultants
Centre Institute of SA Association (ICCCA)
Page 2

4. Trusted Advisor
"A trusted advisor is a person or
organization that by virtue of having
adopted an unequivocal client focus,
captures the faith, loyalty and
endorsement of its clients.
Clients tell trusted advisors everything,
passively and actively, positively and
negatively, and in turn,
rely completely on that advisor's
recommendations. “
Peppers & Rodgers
Slide 4

5. Reference Material
& Recommended Reading
www.amazon.com
www.dorriangroup.c
om
www.contactindustryhub.co.za
www.ccbenchmarking.com

6. Five Key Challenges
Fulfilling The Key Elements
of Most Organisations’ Strategic Plans
Doing a whole lot more – with whole lot
Without Compromising Quality
© Rod Jones
Page 6

7. Global & Regional
Contact Centre Research

8. Global Trends –
Regional Impact
1: Managing the Customer
Experience ►
2: Quality Management /
Assurance ►
3: Interaction & Real-Time
Analytics ►
4: Workforce
Optimisation ►
5: Outbound &
Telemarketing ►
6: Social Media
Integration ►
7: Hosted / ‘Cloud’/
Outsourcing
8: Public Sector
Growth
Wrap-Up ►

9. CUSTOM
ER
EXPERIE
NCE
MANAGE
MENT

10. What is “CUSTOMER
SATISFACTION” ?
Customer satisfaction is a
measure of how products
and services supplied by a
company meet or surpass
customer expectations.
Customer satisfaction is
defined as:
“The number of customers, or
percentage of total customers, whose
reported experience with a firm, its
products, or its services (ratings)
exceeds specified satisfaction goals."
Slide 10

11. Clause 8.2.1 in ISO9000:
2000 states:
"As one of the measurements of the
performance of the Quality
Management System, the organizations
shall monitor information relating to
customer perception as to whether the
organization has met customer
requirements. The methods for
obtaining and using this information
shall be determined"
QS9000 standard clause
4.1.6 says:
"... Trends in customer satisfaction and
key indicators of customer
dissatisfaction shall be documented and
supported by objective information.
These trends shall be compared to those
of competitors, or appropriate
benchmarks, and reviewed by senior
management." Slide 11

12. Customer
Experience
Customer experience (CX) is the
sum of
all experiences a customer has
with a supplier of goods or
services, over the duration of
their relationship with that
supplier.
The Customer
Experience is a Never-
Ending Journey
From awareness,
discovery, attraction,
interaction, purchase, use,
cultivation and advocacy.

13. Customer
Experience
Management
THE JOURNEY
SATISFIE ADVOCA
LOYAL
D CY
To achieve 4 key strategic objectiv
• Market Share
• Customer Satisfaction
• Loyalty / retention
• Profitability
Slide 13

14. Customer
Journey
It’s what we do to .
Make the customer feel
happy
Assist the customer to justify their p
Satisfy the customer’s needs
Give the customer has a sense
of
being respected
Give the customer the feeling of
being served and cared for
According to his/her
expectations

15. Mapping the Customer
Experience
ENRICHED EXPERIENCE
Free
Tasty, WiFi
Aroma Flavoura
ble
Quick &
Ambiance
Convenient
Baselin
e
Impersonal
POACHED EXPERIENCE
Loud
Music
Cold,
draught
y,
crowded
No
Anticipate Enter personal Engage Exit Refle
space ct
Touchpo Car
Office
Car Walk- Line Order Pay Sit Drink Pack-up
ints Walk out
in Work
Customer
Experience
Mapping

16. The Net
Promoter
Asks ONE simple question
“How likely is it that you would recommend our
product, service or company to a friend or
colleague”?
Slide 16

17. PROMOTORS (score 9-
10) are loyal
enthusiasts who will
keep buying and refer
others, fueling growth.
PASSIVES (score 7-8)
are satisfied but
unenthusiastic
customers who are
vulnerable to
competitive offerings.
DETRACTORS (score 0-
6) are unhappy
customers who can
damage your brand
and impede growth
through negative word-
of-mouth.
Net
% of
Promot
or
= % of
Promotors
- Detractor
s
Score

18. Dear Mr Jones
Specific
Agent –
Discovery is passionate about delivering exceptional service, and we rely on feedback from our clients to tell us
By Name
how we're doing.
You called us on Thursday and spoke to Shivanie Bhugwandin. Please rate the quality of your interaction with
Shivanie on a scale from 1 to 10 (where 10 is the best score and 1 is the worst). Please click on the value and
click send.
Worst 1 2 3 4 5 6 7 8 9 10 Best
Thank you for taking the time to give me your valued feedback.
Kind regards
Francois Theron
Head of Service
Discovery Health

19. Source
Measuring what’s important
Measure what’s important to the
customer
What’s most What’s less What’s least
important? important? important?
•First time • Speed to • Call handling
Resolution answer calls time
(Measured by: Call- (‘Service (Holding time
back rate) excluded)
Level’)
•Accuracy of
information
(Quality)
•Fluency of
information
(Hold times)
•Tone / Style
(Perception ratings)
• Overall
impression
(Perception ratings)
•Purpose of Call
If customer metrics are good, other business metrics
will follow suit
(e.g. Call rate per customer)

20. Treat the Causes... Not the
Symptoms
Causes
• Consultants not
engaged with their
purpose
Sympto • Root cause in product,
ms process, systems &
communication is not
• Dropped
understood
calls
• Repeat issues with no
• Long calls
end in sight to their
• Long answer
resolution
times
• Lack of accessibility
• Call
to information
avoidance
• Hard to use systems
• Re-routed
• Poor measurement
calls
• Inadequate
• High
information
absenteeism
• Badly structured
remuneration
• Poor management

21. Enabling Customer Centric
Consultants
Right Measurements, Support,
Motivation
and Encouragement
Measure Monitor Motivate
• Client • Fluency of • Let the
Perception information consultants
(Hold times) “live” the
• Objective • Tone / Style product or
criteria for service.
correctness of • Every
information interaction
(Quality) could impact
one’s
• First time S
remuneration
Resolution
(Call-back rate)
• Call length

22. 201
Customer Effort 2M
ega
Management Tre
nd
“How much effort did you
personally have to put forth
to get your request
addressed?”
1= Very low effort 5=Very high effort

23. The CRM Paradox
Even when
expectations
are exceeded
there is only
slightly better
than 50%
chance of
achieving
customer
loyalty

24. Predictability of Customers
who exert
Loyalty “high”
(‘Lifetime value of customer’)
effort (4
or 5 on the
CES scale)
are 61%
less likely
to
repurchase
and..
23% less
likely to
increase
spend

25. Predictability of
Loyalty
Reduce
the
Custome
r’s Effort
…
Increase
Loyalty
& Spend

26. Discussio
n
<< A Group Activity >>
Slide 26

27. QUALITY
ASSURANCE
Slide 27

28. What Is Quality?
Totality of features and
characteristics of a product or
service that bears upon its
ability to satisfy stated or
implied needs.
ISO- International Standards Organisation.
• The degree of excellence
of a thing. Concise Oxford
Dictionary
Slide 28

29. The Three Faces
of Quality?
Conformance Quality -
conforming to specifications;
having a product or service that
meets predetermined
standards.
Requirements Quality - meeting
total customer requirements;
having perceived attributes of a
service or product that meet or
exceed customer requirements.
Quality of Kind - quality so
extraordinary that it delights the
customer; having perceived
attributes of a product or service
that significantly exceed
customer expectations, thereby
delighting the customer with its
value.

30. Approach to
QA
The quest for quality within the
Contact Centre involves all areas of
the organisation.
Not simply agent performance
management, but also monitoring and
improving…
• Systems
• Processes
• Recruitment, Training & Retention
• Access to information
• All other areas which impact the agent’s
ability to provide a quality service.
The keys to successful Quality
Management initiatives in the
Contact Centre are:
• A shared understanding by all personnel
of the reasons for Quality Management
• A defined organisational approach to
Quality Improvement
• Documented strategy, processes
and standards
• A thorough understanding at all levels of
what is expected of each individual and
workgroup.

31. Why Formal Quality
Management is Vital
• Allows management to identify and
analyze effectiveness of existing
processes in each operational area.
• Identifies ways of continuously
monitoring and controlling Quality
Assurance Standards.
• Formally documents new and
existing processes and establish
new process development
strategies.
• Analyzes effectiveness of the
current knowledge sharing
methods and processes.
• Identifies and analyzes measures
utilized to deliver current statistics
reports (MIS).
• Allows the operation to constantly
Adapt, Adopt and Improve.
Slide 31

32. Quality Assurance
Should Not NOT be a
Cost-Based Strategy
It’s a key to managing the Customer Ex
• Call monitoring (voice
recording) alone is not
enough – It is just the
beginning.
• Call monitoring tends to be
heavily cost (efficiency)
based:
• Cost per call
• Number of calls handled per
day/hour
• Talk time
• Wrap-up time
• Total average handle time
• Abandonment rate
• Adherence to schedule
• Service level expectations
It is the TOTAL CUSTOMER EXPERIENCE that real
Slide 32

33. The problem with QA based
only on random call
monitoring
On average less than 1% of all calls are
monitored.
Most likely one is evaluating the average
calls
Low Customer Sat High Customer Sat
Holds, Transfers First Call Res
No Conversions Cross-sell
Repeat Calls Happy Customers
Angry Customers Customer Advocac
Poor Below Average Above Average Excellent
Customer
Interactions
High Risk High
Interaction Opportunity
s Interactions
33

34. SA Contact Centre
Standards
“Assess a minimum of 8 calls per agent,
per month””
EXAMPLE
The average agent handles approximately 23,000
calls per annum.
Statistically, of the 8 calls (0.4%)
assessed .
2 Poor 5 Average 1 Good
Performance Calls Calls Call
Only 3 calls (.15%) have any
BUSINESS IMPACT
That’s a mere 0.15% that we can use to make far-reaching
Business Decisions
Discipline • Motivation • Incentives & Rewards • Agent
Development • Training
Process Development • Product Development • Marketing
Assessment
What About Compliance & Fraud Detec
34 Slide 34

35. Delighting
Customers..
Not Merely Satisfying their basic
needs
Slide 35

36. Quality
Alignment
Quality Custo Call
mer Metric
Monitori
ng Surve s
ys
Product • Agent skill Time
knowled developme Handle
ge nt Wrap
Procedur • First call Hold
e resolution
Calls per
adheren • Satisfactio
day
ce n with
resolution Adherence
Interacti to
on skills • Agent
knowledge schedule
Call
• Agent All other
control courtesy KPIs and
Business • Confidence Standards
trends in agent
Agent • Feeling
behaviou valued
ral trends • Net
Market Promoter
intellige • Effort
nce Score
Combine results for a 360° view
Slide 36

37. Benefits of Quality
Management
Positions The
Organisation To
Continuously
Streamline Customer
Service Strategies and
Operations.
Gives the Organization
the Ability to Directly
Measure Improvement
or Decline in the
Customer Service
Experience.
Understanding Of
Flaws In Service
Delivery.
Understanding Area or
Departmental
Performance.
(or lack of)
Slide 37

38. When Total Quality
Management
Works Effectively
Slide 38

39. QA
Some Companies Outsourc
ing is
Outsourcing 2012>
All Or Part Of Their QA Mega
Trend
© Confidential and proprietary
10-Apr-12 Page 39 information of BYC Solution
Delivery

40. Discussio
n
<< A Group Activity >>
Slide 40

41. Interaction and
Real Time
Analytics
Slide 41

42. Real-time, Event Driven Feedb
2011/
12
Mega-
Trend
Monitoring &
Managing the
Voice of the
Customer …
In real-time
42

43. Listen to
the many
voices of
the
customer
Craft Event-Driven
Responses that are
Welcomed and Add Value
to Customers’ Experience 43

44. Real-Time Interaction Analyt
Taking Voice and Data Recording to New Le
Definition: A System that Records,
Tags, Analyses and Processes all
manner of contact centre interactions.
Examples of Contact Centre Interactions
Interoperable &
Integrated with :
CRM systems
Workforce Management
Quality Management
Systems
ERP Systems
eLearning
Slide 44

45. Interaction Analytics –
Examples
Key Word/s or
Phrase
• Record all calls
• Identify and tag all calls..
• in which Competitor ‘A’ is Your
mentioned service
• where agent DOES NOT
clearly make a required is
compliance statement %$#@*&
• where customers use “bad
language”
terrible !
• where customers use the
phrase “ this is the second
time I have called..”
Interaction Analytics
Report Escalate and
Statistic Transfer call
s, trends to Supervisor
etc Slide 45

46. Emotion
Detection
r
nt ts ome
ge rup ust upts
A er C r
Int Inter
Argume
nt !
Interaction Analytics
Detect talk
over, call
Report domination,
Statistic Escalate and silences,
s, trends Transfer call to call duration
etc Supervisor etc
Slide 46

47. Identify Business Impact
Calls
Interaction Analytics Engine
Filter
out all Identify ALL calls
‘Averag having Business
e’ Calls Impact
Quality Assessment
and Coaching or
Training

48. Speaker Verification
or Speaker
Authentication Voice
Biometrics
• Agent-based
caller
verification
can take 40-60
seconds.
• 88%
customers
more
comfortable
with voice
than with
DTMF/Tone
PIN.
• 75%
customers
believe that
voice is more
secure than
PIN.
Source: www.nuance.com

49. Discussio
n
<< A Group Activity >>
Slide 49

50. Workforce
Management &
Workforce
Optimisation
Slide 50

51. Workforce Management
The Right Agent
With The Right Skills The Right Time
At
What is WFM ?
A technology-aided process designed to help
maximize the return on investment of all contact
center resources—physical as well as human
capital included.
By matching agent capabilities and availability
against forecast call volume predictions and other
constraints defined by management, agents are
closely matched to call demand.
Key Benefits of WFM ?
Slide 51

52. Workforce
Management
Typical System Management Screen
Predicted call
volume Forecast
Forecast
24 January
2012
based on Service
Service
historical Level
Level
ACD data
Number of
Number of
Agents time for
Ideal
Agents
Required training
coaching,
Required
or making
Estimated
Estimated outbound calls
After Call
After Call Talk Time
Talk Time
Work
Work
Time
Time

53. Call Volume &
Staffing Realities
FRE
E
http://www.kooltoo
lz.com
Slide 53

54. Penny Reynolds
Obtainable from www.huntrex.co.z

55. Workforce
Optimisation
Creating the Holistic Operation
Quality Contact
Cross
Monitor Centre
Channel
ing Performa
Interact
nce
ion
Manage
Analytic
ment
s
Interact Real-
ion Time
Recordi Process
ng Optimisa
tion
Real- Workforc
time e
Custom Managem
er ent
Feedbac
k

56. When Workforce Optimisation all
Comes Together
Interacti
Interacti
on
on
Analytic
Analytic
s Skills &
Skills &
s Career
eLearn
eLearn Career
Recorde
Recorde Workforce
Workforce Manageme
Manageme
ing
ing
r
r Managem
Managem nt
nt
ent
ent
AC
D
‘M
Cr A ar
iti va y’
Analysed for ‘Compliance
De cal Agil N
te ‘E A eab OT
ct rr v nt le
Call Recorded
ed or ai ‘M
Statement’
’ la ar
bl y’
e
C
al
lT
o
A
ge
nt
eLearning to
‘M
Mary’s desktop
ar
y’
Update Skills
Approvals
Agent Mary Supervisor

57. OUTBOUND &
TELEMARKETI
NG

58. When would we use
Outbound Techniques?
Tele-Marketing & Tele-Sales
Customer Data Verification or
Collection
Customer Satisfaction
Surveys
Service Call-Backs
Debt Collection
Debtor Management
Market Research
Opinion Polls
Political Canvassing
Lead Generation
Fund Raising
Relationship building / CRM
Develop an Alternative
(direct) channel
Appointment Setting
Event Management (RSVP’s)
Slide 58

59. The Key Elements of
an Outbound
Campaign
TECHNIQUE
TECHNOLOGY
MANAGEMENT
PRODUCT or
SERVICE DATA and
LISTS
PEOPLE
Slide 59

60. Failure will be certain if
any one of these is
present..
Lack of Management
Experience
Bad or Insufficient
Planning
Poor Processes
Inferior Database
Unrealistic
Budgets
Inappropriate
Technology
Negative
Staff Attitude
Slide 60

61. SOCIAL
MEDIA
EXPLOSI
ON

62. Version 43 11 March 2012 CCA
In Association with
CRM, Customer Management and
World Class Call Centres:
The Key Strategic Issues
Knowledge Development Seminar
Durban 7th & 8th May 2012 BOOK NOW
Customer Relationship Management • Customer Experience
Call Centres • Contact Centres • Customer Service Centres
© Copyright Strictly Reserved. All material contained herein is protected by South African and International copyright and
intellectual property protection legislation.

63. Customer Relationship Contact Centre Technologies
Management – Part 2
Customer Experience Hosted Contact Centre
Management Solutions
Contact Centres: Setting the Quality Assurance
Scene
The Integrated Contact Outbound & TeleMarketing
Centre
Operational Dynamics of a Assessing, Auditing &
Call centre Benchmarking
Training Essentials Budgeting & Finance
Measurement & Procurement of
Management Technologies & Services
Business Process Design & Outsourcing
Mapping
Contact Centre Technologies Wrapping-Up
– Part 1

64. What Delegates have said …
The Rod Jones CRM and Contact "Even if you are a seasoned Contact
Centre MasterClass is a must attend Centre Professional, this Master Class
for all serious Contact Centre will give you pointers on how to up
professionals. Rod has the ability to your game in your organisation. The
translate complex Contact Centre shared knowledge and techniques is
concepts into information that is invaluable."
easy to understand and apply. The Naseema Moorgas- Eskom
seminar was fun and interactive,
loaded with “A-ha” moments."
Hennau Wentzel – Managing "I have been in a call centre
Director, Direct Channel Academy environment for approximately 4
years, and the insight I received with
regards to the industry in this 2 day
seminar was exceptional and far more
I found the seminar very informative
beneficial to me.A definite great
which has assisted me to re-look at
result."
some of the business
Raziya Moosa - Nedbank NCC Contact
processes/system and become a lot
Centre
more client centric. Charmain Naidoo
- Medscheme
"Rod is an excellent facilitator. Fully knowledgeable with a real passion for the
industry. He makes the session quite interesting through relevant eg's jokes which
keeps the audience involved. This is an excellent networking opportunity where
one can benchmark & get an insight into what is happening in other contact centre
environments." Theresa Vika - Telkom SA
“Excellent seminar, if any organisation wants “The MasterClass will also be
to deliver a world class contact centre this is essential for someone who wants
a must attend seminar, powerful and to set up a call centre and what to
informative speaker. Thumbs up Rod Jones” look out for.“
Lillian Muli – Kenya Post Office Savings Bank. Thandiwe Makhoba— Nedbank
“Contents of seminar is excellent and covers
important aspects to manage a contact
centre.”
Kumesh Pillai—Medscheme

65. ONLY
R4,250
incl
CCMG Members – 10% Off
For more information www.rodjones.co.za

66. THANK YOU FOR
YOUR KIND
ATTENTION
Q&A