Upload
dominic-monkhouse
View
900
Download
4
Embed Size (px)
DESCRIPTION
Power to Your People – The Death and Rebirth of CRM Presentation title: Digital Customer Service for the Digital AgeDominic Monkhouse describes how audiences are operating online and how to deliver outstanding service through online channels As a self-service evangelist, Dominic will be speaking about the ways in which digital customer service can improve the satisfaction of members rather than reduce it. Using experiences from his own business background as well as those of some of the world’s most customer focused organisations, Dominic will bring into sharp focus what members really want, and how we should be helping them to help themselves. Additional talking points / details:· Applications of social media channels, such as Twitter and Facebook, to deliver a service message· Engaging with consumer audiences to understand satisfaction through techniques such as Net Promoter Score· Benefits of adopting channels for two-way, open and transparent communications; building communities and engagement through social media
Citation preview
Skulduggery is more fun
2 stories
Denial of service
HAPPY STAFF
HAPPY CUSTOME
RS
MORE PROFIT
PLANNING YOUR ROUTE TO EXCELLENCE
Start with the staff – IT’S PROVEN:
FINANCIAL MODEL
Practice What You Preach
PRACTICE WHAT YOU PREACH
I am highly satisfied with my job I get a sense of accomplishment from my work The work I’m given is challenging, not repetitive I am committed to this firm as a career
opportunity Move the scores from 4 to 5 on a 6 point scale
for a 42% improvement in financial performance.
Practice What You Preach
ESTIMATED LIFETIME VALUE - REVENUEFACT: A great customer is worth 102x an unhappy one.
ESTIMATED LIFETIME VALUE - MARGIN
Myths that get in the way
What problem? Someone else's problem or not the only one with
a problem Cant fix it Recovery is expensive But the customers are happy Cant afford to fix or too busy CEO doesn't get it
The CEO gap
CEOs who believe their firm is above average on service – 75%
Customer feedback – somewhat or extremely dissatisfied with most recent experience – 59%
Accenture 2007
Issues
Keep handling the same issues Self service doesn't exist or is rubbish Service is reactive Hard to contact the right person
Sorry I cant transfer you
Customer service dept..... Company CANT listen Wrong metrics Wrong staff
Solutions
Eliminate dumb contacts Closed loop active listening
Cut the crap meetings Owners of solutions
Make yourselves easy to do business with Self service tools that work Change your metrics Be proactive Preventative support First Call SupportTM
Stop doing dumb stuff
Why do customers contact you? Phones calls Emails Support tickets How to track this?
What happens to complaints? How many invoice problems? Credit notes for what? Low rated support tickets?
Major Supermarket Chain
Heatmap Interpretation:
1. Promote success? For example, create prominent banner for ‘Go Shop’ or focus on less popular items?
2. What are users’ missing? Can navigation be restructured?
Self service example
Before 1000 “tickets” per day 12 staff Monthly purge to stay “on-top” After 300 tickets per day 4 staff Costs setup plus £600 down to £200 per month
Tools
Recovery
TNT found increased loyalty after recovery Done right it builds trust Don't just write you need to call
Measure your service
Not annual survey! NPS monthly Customer touch points By employee By touch point Every time in real time Feedback, feedback, feedback
Maximising The Value of Customer Feedback
2. COMMUNICATING TO OUR EMPLOYEES
• All can access survey results online (in real time)
• E-mail alerts instantly sent to Operations Director if customer rates itlab less than 7/10
1. MEASUREMENT
• NPS issued monthly to 1/3rd customer base
• Insight Survey issued within 30 days of becoming a customer
3. ACTION PLANNING
• Survey results (NPS, suggestions for improvement etc.) are reviewed at team meetings
• Directors ring all text answers
4. ACTION DEPLOYMENT
• Customers that aren’t delighted are followed up with a health check
• Appropriate customer suggestions are implemented
5. COMMUNICATING TO OUR CUSTOMERS
• Customers receive feedback on the changes we have implemented as a result of their suggestions
Net Promoter Score
Net Promoter score Key metric to measure customer service Would you recommend us to a friend or colleague? Your dedicated team is rewarded only on your satisfaction
Bad profits and Good profits Bad profits are profits earned at the customer’s expense, in other
words, profits earned from customers which then become detractors
Good profits are earned from creating customer value, which in turn creates customers who are promoters
Net Promoter Score
Net Promoter Scoring
Answers between 0 to 10 0 – 6 = Detractors 7 – 8 = Passive 9 – 10 = Promoters
Score Calculation: Promoters – Detractors/Total Responses = % Score
Management target - How do we turn passives and detractors into Promoters??
Where does growth come from?
Easy to do business with
People Vision
Recruit great people and allow them to do what they do best every day.
Percentage of Buyers Getting the Same Make Again
Source: J.D. Power Associates
40%
0%
10%
20%
30%
40%
50%
Good Car/Good Dealer
16%
Good Car/Bad Dealer
24%
Bad Car/Good Dealer
Employee Satisfaction Drives Loyalty
MEANS Low employee turnover is directly linked to high
customer satisfaction. Dissatisfied employees are 300% more likely to leave.
SPECIFIC ACTIONS Implement weekly yay/meh/boo (YMB) survey – act
decisively on the results. Management to be careful what is promised and then
ALWAYS deliver on promises to staff.
How are you today?
Case study: itlab
“We seek criticism”
THE CHALLENGES WE FACED“It’s not how good you are it’s how good you want to be…”
• Poor communication with clients – always reactive, never proactive.
• Poor communication internally – impacting client service.
• Lack of commercial confidence – Fear of discriminating about which customers to serve.
• Crisis of bureaucracy – competing systems, conflicting goals.
• Poorly integrated acquisitions – different product sets, cultures and teams.
• Misaligned products – didn’t reward adding value to the client.
THE ACTIONS WE TOOK
Clearly define excellence – Service Obsession™ & Core Values
Create strong culture – Flags, 10 Things, Balls of Glory, Charity & Social Committees, Friday Nights & Fun Zone.
Benchmark excellence – Net Promoter & closed case Redefine Products – 2.0, Direct, ITMS IT Manager – trusted advice from a techie NOT a
salesman. Specialist Practices – acquisitions role clearly defined Netsuite – replace all internal systems for data unity, portal,
single invoice, surveys, instant feedback loops
THE IMPACT ON THE ORGANISATION
Service gross margin – From 50% to 67% Profitability – From breakeven to 7% and rising (35K pm) SLA – 10 minute critical 97% last quarter average 2.34min Responsiveness – average call answer is 4 seconds 5 out of 5s! – 75% of rated tickets marked 5 – Serviced
Obsessed (40% response rate) Financial Times Top 50 Places to Work (companies of any
size) NPS - -2 to +14 and then +55 The Results you Can’t Measure – go and visit for Richard’s
Mum’s Cake!
Specific Actions
Abandonment rate Back to the floor Say thank you Say sorry Bombard the departments who should own the
issues Mystery shop yourself Blog about it
Measure
Contact rates – down Repeat revenues – up Referrals - up Staff turnover – down Escalations and complaint costs – down Consistency - up