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Customer Experience Roadmap and Call Center Alignment
This document discusses designing a customer experience roadmap. It begins by defining key terms like customer satisfaction, customer experience, and quality monitoring. It then discusses measuring the current customer experience and identifying gaps between the actual experience and the desired brand attributes. Potential corrective actions are proposed to better align the customer experience with goals. The document emphasizes that the contact center is where marketing promises meet product delivery and different stakeholder views intersect. It also stresses examining internal policies and processes to ensure they support the desired customer experience.
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Customer Experience Roadmap and Call Center Alignment
- 1. The Customer Roadmap,Customer Experience and Customer Satisfaction- Planning the Journey and Executing the Plan
- 2. Customers Have Choice CustomerHave Choice
- 3. The Taylor ReachGroup • Call/Contact Center Consultancy, • Offices Toronto, New York, Atlanta, Sydney, • Contact Center assessment, design, improvement and operational management, • 27+ awards for excellence in contact center operation, • 14,000+ agent desktops operating under TRG designed operational models globally, 28/09/2011
- 4. Colin Taylor • CEO Taylor Reach, • 36 years in call/contact center operations, design, sales and executive management, • More than 20 awards received on two continents, • Publisher of Customer Reach newsletter with 13,000 + subscribers • Manages Toronto Call Center Networking Group on LinkedIn 28/09/2011
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- 7. Definitions • Quality Monitoring/Listening – individual assessment of agent performance against a set of criteria. • Internal Quality – the roll up or consolidation of Quality Monitoring • Customer Satisfaction – What the customer feels about their interaction • Customer Experience - ... 9/28/2011
- 8. Customer Experience Definitions “TheExperience of the customer when buying or servicing the product or service you have sold them” “The designed interaction between a customer and your organization”
- 9. Where Do WeDeliver the Customer Experience? Where do we Provide this Experience?
- 10. Is the CustomerExperience Important? Is Customer Experience Important?
- 11. But What CanCanDo About About But What We We Do It? It?
- 12. What Experience arewe Supporting?
- 13. The center doescontrol: Service Level (ASA/GOS/Abandon) Forecast Volume Staff Scheduled 9/28/2011
- 14. We Also Control Speedof Access Ease of Access
- 15. Customers’ Progress Marketing = Promise The Customer Experience Product = Delivery A Customers’ Progress Marketing sets the customers expectation Management sets Policies and Procedures Management sets Service Levels etc. The call center is where these potentially apposing Points of View meet
- 16. Customer Experience Definitions “Thedesigned interaction between a customer and your organization”
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- 18. How Do weMeasure the Customer Experience? 9/28/2011
- 19. The State ofCustomer Experience Today 9/28/2011
- 20. Mission, Vision, Values Watchwords that convey expectations; • World Class Customer Service (or similar), • Access, • Empowered Employees, • Quality, • Returns for our Shareholders, • Satisfaction,
- 21.
- 22. Sample Brand Attributes Arrogant, Authentic, Best brand, Carefree, Cares about customers, Charming, Daring, Different, Down to earth, Energetic, Friendly, Fun, Gaining in popularity, Glamorous, Good value, Healthy, Helpful, High performance, Intelligent, Kind, Obliging, Original, Prestigious, Progressive, Restrained, Rugged, Simple, Straightforward, Stylish, Tough, Traditional, Trendy, Trustworthy, Unapproachable, Up-to-date, Upper class, Worth more,
- 23. Perceptions People make decisionson emotion, that are rationalize with intellect “I’ve Learned that people will forget what you said. People will forget what you did. But people will never forget how you made them feel” Maya Angelou
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- 25. Messages & Gaps Hypothetical Mission Statement “To deliver World Class Customer Service to our Customers, by providing access to our products and services the way our customers want them, when they want them, while providing a positive, enjoyable and productive environment to our employees and delivering superior returns to our Shareholders” 9/28/2011
- 26. Sample Brand Attributes Accessible, Arrogant, Authentic, Best brand, Carefree, Cares about customers, Charming, Daring, Different, Down to earth, Energetic, Friendly, Fun, Gaining in popularity, Glamorous, Good value, Healthy, Helpful, High performance, Intelligent, Kind, Obliging, Original, Prestigious, Progressive, Restrained, Rugged, Simple, Straightforward, Stylish, Tough, Traditional, Trendy, Trustworthy, Unapproachable, Up-to-date, Upper class, Worth more, Youthful
- 27. Measuring the Gap Brand Attributes Delivered- Aligned Corrective action Accessible Cares about Customers Daring Different Energy Fun Glamorous Stylish Trendy Youthful World Class Customer Service Looks after Employees Profits for Shareholders 9/28/2011
- 28. Measuring the Gap Brand Attributes Delivered- Aligned Corrective action Accessible No- long wait times, IVR front end Cares about Customers Not apparent- understaffed, long wait times, unfriendly policies Daring Perhaps, but not in a good way. More ‘daring’ to deliver sub par service while claiming to be committed to superior service Different Experience is the same as phoning your cable or wireless provider Energy Not Evident Fun Not Evident Glamorous Not Evident Stylish Not Evident Trendy Not Evident Youthful Not Evident World Class Customer Service No- poor access, understaffed, undiferentiated Looks after Employees Center will have high occupancy and likely lots of unhappy customers- this does not describe Looking after employees. Profits for Shareholders Possibly well aligned – Poor service can (but doesn’t always) cost less. But the profit can be at the expense of brand erosion. 9/28/2011
- 29. Measuring the Gap Brand Attributes Delivered- Aligned Corrective action Accessible No- long wait times, IVR front end Improve Service level target and performance- Improve forecasting and scheduling, add more staff. Offer more channels (Inbound calls, emails, chats, SMS, Social Media, Mail etc.), 7 x 24 hour access Cares about Customers Not apparent- understaffed, long wait times, unfriendly Improve access, agent hiring. Training to reflect policies desired attributes Daring Perhaps, but not in a good way. More ‘daring’ to deliver Lose IVR, sub par service while claiming to be committed to superior service Different Experience is the same as phoning your cable or Lose IVR, Dedicate agent totake ownership to wireless provider resolve customers problem Energy Not Evident Agent profile, hiring and training Fun Not Evident Agent profile, hiring and training Glamorous Not Evident Messages from designers on IVR and hold messages Stylish Not Evident Messages from designers on IVR and hold messages Trendy Not Evident Youthful Not Evident Agent profile, hiring and training World Class Customer Service No- poor access, understaffed, undiferentiated Be Accessible, set and met superior service levels, set, measure CSAT- Offer customer to call back and speak to same agent. Looks after Employees Center will have high occupancy and likely lots of Measure you Employee Satisfaction, Employ metrics unhappy customers- this does not describe Looking that matter FCR, CSAT, Quality over AHT and ASA after employees. Profits for Shareholders Possibly well aligned – Poor service can (but doesn’t Better Customer satisfaction will increase long term always) cost less. But the profit can be at the expense value and returns of brand erosion. 9/28/2011
- 30. Policies, and Processes Don't be a barrier to your own customers Examine how your internal policies, procedures and processes and how they impact on the customer experience. Identify those that are not aligned with the desired customer experience. Review with management potential changes to the policies etc. To improve alignment. 9/28/2011
- 31. Designing the CustomerExperience Roadmap 1. Know what the current experience is, 2. Know how you are measuring the experience, 3. Understand your policies, processes and any negative customer impacts, 4. Plan changes and tests, 5. Measure improvements/reductions as a result of tests, 6. Roll out positive changes and continue other tests, 9/28/2011
- 32. Customer Experience DesignProcess Understand Discover Conceptualize Validate Implement Iterate What What are Gap Experience Testing Creating the we Analysis. changes, training and do we want delivering What has to to deliver? measure collateral today change to customer create the reaction desired Experience
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- 34. Contact Details Colin Taylor, CEO The Taylor Reach Group, Inc. 416-979-8692 ext 200 Email: [email protected] Web Site: www.thetaylorreachgroup.com Blog: http://callcenterperspectives.blogspot.com/ Twitter: @colinsataylor LinkedIn: http://www.linkedin.com/in/colintaylor 28/09/2011