For companies…HyperQuality provides ROI through measurement, analysis and feedback to enhance contact center op­erations and improve the bottom line, as well as customized full-service consulting on customer care issues throughout the company. For candidates…HyperQuality provides opportunities for challenge, collaboration on a new concept, and a business-focused movement for quality. For contact center managers…HyperQuality transforms quality assurance programs from overlooked cost centers into long-term opportunities for quality, revenue growth, and, ultimately, business success.

1. Professional Services
Overview
Gaurav Rai
Director, Professional Services
© 2011, HyperQuality Inc.
Apr 2011
Confidential
0

2. About Professional Services
About Professional Services
Professional Services team at HyperQualityTM facilitates enterprise-wide deployment of
Process Improvement initiatives using various quality frameworks. The team consists of highly
qualified professionals including ASQ black belts, ASQ CMQ/OE and certified PMPs
Our
Methodologies
Our
Customer Experience
Management
• Multivariate data analysis to
identify the key drivers of CSAT
• Identify QA form attributes
corresponding to key drivers
© 2011, HyperQuality Inc.
Products
Contact Center
Performance Improvement
Benchmarking
• Analysis of Key-Drivers
affecting ROI
• Performance Comparison to
best-in-class attributes already
identified
• AHT Reduction
• Sales Advancement
• Retention Advancement
• Process Standardization
Confidential
Process MRI
• Periodic Detailed Vendor /
Site Performance Analysis
• Identify Low hanging fruit
to score quick wins
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3. HQ Professional Services Team
Director – PS
Gaurav Rai
Nitin Jaitly
Speech Analytics
CSSBB – ASQ, PMP B-Tech
,
Amanbir Singh
Shailendra
Process Engineering
© 2011, HyperQuality Inc.
Confidential
Managers – PS
CSSBB – ASQ, PMP
Asst. Manager – PS
CSSBB – ASQ (Trained), PMP
Analysts – PS
Green Belts
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4. PS Service Offerings
Customer Experience Management Services
1
QA Elements to capture
Customer Experience
2
Customer Experience
Survey Design
Development of an evaluation (QA) form through
survey data and call analytics
Development of customer experience survey through
design, pilot testing supported by data analytics
Benchmarking
4
Process MRI
Ongoing engagement with clients to identify
& work on various improvement opportunities
© 2011, HyperQuality Inc.
Confidential
Others
3
Understanding of client’s performance in
comparison to other organizations across and
within the industry
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5. PS Service Offerings
Contact Center Performance Management Services
1
Average Handle Time
(AHT) Reduction
Through call and data analytics, HQ helps their client to
significantly reduce their transaction / call handle
duration
2
Sales Effectiveness
Improvement
Through call and data analytics, HQ helps their client to
significantly improve their sales effectiveness
3
Process Standardization
(BPMS)
Development of process documentation, Metrics
identification and reporting through dashboards
4
First Contact Resolution
(FCR) Improvement
Through call and data analytics, HQ helps their client to
significantly improve their first contact resolution
5
Collections
Improvement
© 2011, HyperQuality Inc.
Through speech analytics and six sigma framework driven
approach, HQ targets significant improvement in collections
Confidential
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6. About PS @ HyperQuality
Products / Services
Industry Type
Description
Impact
Customer Experience
Management System
Telecom, Technology, QA form alignment to
CSAT drivers
Finance
Average Handle Time
Reduction
Retail, Travel
Reduce call handle
time
12% reduction in handle
time
Retention Model
Retail, Telecom
Improve Customer
retention
Statistically significant
improvement
Process Standardization QA function deployment
Insurance
Setup of quality
function
Streamlined process,
reduced manual hours,
less errors
First Call Resolution
Improvement
Finance
Increase the first call
resolution
Improvement by One
Sigma level
Sales Effectiveness
Improvement
Retail
Increase the sales
conversion rate
Statistically significant
improvement
© 2011, HyperQuality Inc.
Confidential
CSAT – QA scores within
+ 5%
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7. Customer Experience
Management
© 2011, HyperQuality Inc.
Confidential
6

8. Customer Experience Management
Evaluation (QA) form to capture Customer experience
Input
Process
CSAT Data
Key Driver
Analysis
Output
NEW QA Form
Call
Analysis
Existing
QA Form
•
•
•
•
•
Multivariate Analysis
Interdependence Model
Dependence Model
Relative Importance Study
Call Listening
Through the structured methodology, you get a QA Form that is aligned to
the CSAT score
© 2011, HyperQuality Inc.
Confidential
7

9. Customer Experience Management
Evaluation (QA) form to capture Customer experience – Key Driver Analysis
Key Drivers
Satisfaction with:
(Independent Variables)
Attribute 1
Attribute 2
Overall CSAT
Attribute 3
(Dependent Variable)
Attribute 4
Attribute 5
Attribute N
CSAT Survey Questions
Multivariate
Analysis
© 2011, HyperQuality Inc.
“Importance”
Inter dependence
Model
Confidential
Dependence
Model
Relative
Importance
Study
8

10. Customer Experience Management
Evaluation (QA) form to capture Customer experience – Call Analysis
Identified Key
Drivers
Attribute x
Call Analysis
Call Listening
Attribute y
Attribute z
Call Analytics
Attributes
for New
QA Form
Attribute n
Post Call Analysis, the new QA Form is aligned with the overall CSAT
© 2011, HyperQuality Inc.
Confidential
9

11. A 60 Billion dollar credit card and loan
provider company wanted to know if the
parameters used to measure the agent
performance
through
the
quality
assurance (QA) form were really capable
of sensing their customer‟s overall
satisfaction levels on the brand and
quality of service.
After the successful testing, the new QA form was then applied this to a
larger sample and found to improve the overall customer experience by 24% in just a quarter
100%
85%
88%
83%
75%
Mean = 83%
83%
86%
80%
87%
After
85%
85%
84%
84%
90%
86%
87%
86%
84%
85%
87%
82%
Before
86%
Mean = 85.2%
95%
Mean = 86.8%
87%
87%
83%
88%
85%
• Identification of the factors which drive the
overall customer experience through the HQ’s
home grown tool called ‘Key Driver Analysis – KDA’
• Check whether the attributes used to measure
call quality are aligned to gage the customer
satisfaction as well
• Analyze a sample of calls to modify the attributes
of existing quality assurance (QA) form
84%
RESULTS
APPROACH
OBJECTIVE
Case Study – QA & CSAT Alignment
70%
82%
65%
81%
81%
80%
60%
QA Data
79%
Month 4
Month 6
C-Sat Data
55%
Month 5
50%
78%
Month 1
Month 2
© 2011, HyperQuality Inc.
Month 3
Month 4
Month 5
Month 6
Confidential
Week Week Week Week Week Week Week Week Week Week Week Week
1
2
3
4
5
6
7
8
9
10
11
12
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12. Contact Center
Management System
1. Process Standardization (BPMS)
2. Sales Effectiveness Improvement
3. Handle Time (AHT) Reduction
© 2011, HyperQuality Inc.
4. First Contact Resolution (FCR
Improvement
5. Collections Improvement
Confidential
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13. Process Standardization (BPMS)
The BPMS project would follow a phased approach, hence it has broken down into
various phases
1
Process Discovery
Workshop
2
During the workshop, HQ team would identify (in discussion
with the client) all the processes, falling under the purview
of BPMS project, in the form of Process Architecture
Nomination of
Business Processes
Client to pick 3-5 processes on which the rest of the project
phases would be executed
3
© 2011, HyperQuality Inc.
Process
Mapping
4
Process Risk
Identification
Confidential
5
KPI
Identification
6
Performance
Dashboards
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14. Process Standardization (BPMS)
Process Discovery Workshop, Process Architecture
Mapping of AS-IS Processes
Process Risk Identification (Using FMEA tool)
Mapping of TO-BE Processes
Key Performance Indicator / Metric Identification
Performance Reporting / Publish Dashboards
© 2011, HyperQuality Inc.
Confidential
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15. Sales Effectiveness Improvement
DEFINE
MEASURE
ANALYZE
IMPROVE
CONTROL
© 2011, HyperQuality Inc.
Definition of Need to Improve Sales Effectiveness
Validate Sales Performance Measurement
Determine Key Factors Impacting Sales
Recommendations to Improve Sales Performance
Report Controlled Improvement
Confidential
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16. Sales Model Summary
DEFINE
MEASURE
ANALYZE
IMPROVE
CONROL
Definition of Need
to Improve Sales
Effectiveness
Validate Sales
Performance
Measurement
Determine Key
Factors Impacting
Sales
Recommendations
to Improve Sales
Performance
Report Controlled
Improvement
How effective is
my Sales Process?
How are my Sales
Performance
being measured?
Factors potentially
impacting Sales
performance
Recommended
Actions to address
Key Factors affecting
the Sales
Control Charts to
show consistent
improvement in
Sales Performance
How much
improvement do
I want?
Confirm / Validate
the usability of
available data
Capture Data:
Existing Data + Call
Listening
Execute Pilot on
the finalized
Recommendations
Handover of
Project
Documentation
Map the Sales
Processes at High
Level
Create the data
collection plan, if
available data is
not usable
Key Driver Analysis:
Measure the
revised Sales
Effectiveness (Pilot
Performance)
© 2011, HyperQuality Inc.
• Rebuttal Analysis
• Agent Behavior
Analysis
• Script Analysis
• Hypothesis Testing
Confidential
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17. Average Handle Time Reduction
Identify Top
Contributors to AHT
Detailed Process
Mapping
Best Process
Identification
Implement New
Process Map
Action Plan
Value Stream
Analysis
© 2011, HyperQuality Inc.
Confidential
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18. FCR (First Contact Resolution) Improvement
First level
Understand and
Standardize FCR
calculation
methodology
across all Business
Units
Calculation of FCR
at Issue Type level
for each Business
Unit
Second level
Third level
Factor 1
Factors identification
exercise using “Fish
Bone Diagram”
Factor 2
Prioritization of
factors using FMEA
(Failure Modes and
Effect Analysis)
Factor N
.
.
List of Top
reasons
Data analytics to
validate the
reasons
Translate the improvement
on the validated reasons to
increase the First Call
Resolution
• Comparative analysis
through statistical tests to
get the significant factors
• Variation analysis – within
and across
© 2011, HyperQuality Inc.
Through brainstorming
with the vendors and
control impact analysis
Confidential
17

19. Collections Improvement Model
Outbound (Dialer)
1
2
3
4
.
.
N
Inbound
Calls
1
2
3
4
.
.
N
Payment Ladder
• Full Payment
Not connected
to customer
1
• Financial
Profile
• Holding
Payment
or (No
payment /
Dispute)
Connected to
correct agent
Call
transferred
to correct
agent
Promise
Kept
• Installment
• Settlement
Connected to
customer
© 2011, HyperQuality Inc.
Promise to Pay
2
Promise
to Pay
No
Payment
Promise
NOT kept
4
3
HQ focuses 4 major improvement areas
Confidential
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20. Collections Improvement – Solution
HQ Solution
1
HQ targets the improvement of „Contact Rate‟ (based on time of day, risk assignment,
penetration rate of calling list, agent resource availability etc.) by analyzing the lists and
providing suggestions
2
HQ executes the call analytics to understand the major drivers for call (inbound) transfers
and helps maximizing the contacts with the right customer service representatives
3, 4
HQ applies the call evaluation and speech analytics to ensure the thorough coverage of
calls (both outbound and inbound) to understand the agent behaviors to maximize:
• Conversion of settlements / no payments to full payments
• Ensuring high hit ration of „promise to pay‟
• Taps the trends of promised against forecasted collection through data analytics
Additional Improvements
Through monitoring that is custom tailored to the business need, HQ helps in identification of key
strengths and areas of opportunities for the customer service agents leading to better understanding
of agent skill sets in order to maintain a balance of the inbound calls and outbound collections calling
HQ also helps improving the call routing based on Criteria to handle the calls (e.g. types of calls,
levels of delinquency, debtor risk score, debtor contact record etc.) to give priority to calls
© 2011, HyperQuality Inc.
Confidential
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