Agenda

• Quick background on presenter

• Typical BPO Strategy

• High Performing Differentiation

• Vendor Optimization

• Customer Metrics Alignment

• PPR Modeling

• Telco Contact Center Assessment – Provide guidance and operational evaluation to determine root cause drivers impacting call center performance. Provide benchmark data related to performance indicators for Telco’s. Evaluate vendor performance and engagement. Develop strategies to improve WFM, Coaching, Vendor Management, Customer Experience and Agent Desktop.

• Telco DSL Sales & Strategy Transformation – Assist Vendor in identifying root cause issues to poor sales performance. Improve dialer strategy and outbound calling sales process. Create and drive leaderships to optimize floor management. Improve system utilization and client engagement for front line management teams. Improved CSAT scores via scripting and coaching model.

• CRM & Cloud Based Analytics – Assisted in the design of the agent desktop and championed the usage of SFDC to provide a 360’ view of the customer. Utilize IT resources to help create data to produce predictive analytics for customer behavior, purchase cycle, and consumer life cycle.

• Technical Support Contact Center Assessment – Drive quality management and support strategies for large technology company’s consumer products line of mobile technologies and touch screen products. Evaluate management and conduct robust training to improve floor management and agent capabilities.

• Satellite TV Sales and Service Strategy – Provide support to leadership and conduct call driver analysis for service calls. Improve sales execution and contact center operations training protocols. Created customer pulse feedback channel for contact center to vocalize concerns related to channel line-up, technician concerns, costs, contracts, and retention strategies.

• Shared Services–Drive solutions for client centered on integrating solutions which improve efficiency, productivity, customer experience, and maintains high performance. Developed policies, procedures, and training documents which establish baseline activities and support clients vision. Strategize and provide affinity driven contact solutions for long term customer experience goals.

• Contact Center Consolidation - Consolidated contact center operations and outsourced customer service department. Trained and mapped out technology needs, human capital, and training timelines. Created processes and new customer service methodology to improve customer experience during transition. Completed for Telco and Nutraceuticals organizations.

• Customer Experience Design– Successfully created CSAT program and FCR capability for large scale retail platform. Led the project with IT resources to ensure accuracy of data and analytics. Promoted NPS as a viable solution to improve e-com experience. Deployed omni-channel seamless experience strategy.

Marcel is a strategy architect and customer experience champion. His 16

years of Multi-Channel Contact Center experience includes developing

brand loyalty/affinity processes, improving contact center operations, training

and development, customer analytics, Workforce Management, Vendor

Management, and Call Center Consolidations. Marcel has directed and

implemented customer experience programs and developed metrics to

optimize the customer journey. Marcel’s industry experience includes Health

Care Shared Services, Nutraceuticals, Multi-Channel Merchant, Technical

Support, Pharmacy Benefit Management, Satellite TV, DSL, POTS, and

Mobile Technology Support.

Marcel holds an MBA from University of Phoenix and a BS in Business

Administration from University of Phoenix. Marcel is also a Certified COPC ©

Registered CSP Coordinator, and certified in Human Resource Management.

Background Selected Relevant Experience

• Customer Service Strategies

• Contact Center Assessments

• Sales Strategies

• Contact Center Operations

• Workforce Management

• Cost Per Call P&L Design

• Agent Desktop Applications

• Customer Self-Service Solutions

• Customer Journey

• Customer Experience

• Analytics

Telco | DSL | TV

Luxury Technical Support/ Help-Desk

Nutraceuticals

Pharmacy Benefit Management

Retail

Consumer Goods

Functional Expertise Industry Experience

Marcel Barrera

Marketing, Sales, Customer Experience, and Contact Center Strategist

Typical BPO Strategy Traditional vendor management models drive metrics which do not align with customer expectations.

• AHT • ASA • ABN Rates • Service Level • Forecast • Internal Quality • Cost

Traditional Focus

• Speed • Efficiency • Utilization • Adherence To Policy • Process Replication

Targeted Outcomes

Selection Management

Contracting Incentivize

Vendor Capability

While the goal is to keep the customer at the center of what we do; traditional BPO management drives the customer outside of the cycle.

BPO Strategy

High Performing Differentiation To break the mold and drive vendor performance organizations need to redesign how they incent and monetize BPO’s

Vendor Marketplace

• Closed Loop Improvement Process

• Allocate volume based on performance

• Remove Traditional Metrics

Vendor Optimization

Customer Centricity

Contracting & Selection

• Vendor owns solutions • Focus on Metrics that hold

value to customers: - FCR - CSAT - AMPR - NPS - Internal Quality Scoring

• Service Metrics are internalized

• Scorecards measure Agent impact to these areas

Targeted Outcomes

FCR – First Contact Resolution CSAT – Customer Satisfaction AMPR – Average Minutes Per Resolution NPS – Net Promoter Score D

efin

ed

Vendor Optimization Measure and drive vendors to be an extension of your brand with throughputs aligned to business objectives to create a customer centric eco-system

Delivery

Consumer Operations

Insight

Performance Optimization

• Coaching & Development

• Client Participation

• Incentivized Customer Metrics

• Enterprise Scorecards

• 10%/70%/20 %

Hit the 70%

Resolution

Interaction &

Transaction Optimization

• CSAT & FCR

• Agent Focus Groups

• Speech Analytics

• Intelligent & Behavioral Routing

Analytics & Data Optimization

• Behavioral Data

• Emotional Intelligence

• Contact Correlation Analysis

• Journey Mapping

• Focus on call reduction • Improve Processes • Strategize Self-service • Prevent Escalations • Empower Agents

• Predict Customer behaviors

• Correlate data across brands, devices, and channel s

• Continuous Education Modeling

• Client driven coaching model

• Audit Frequency of Delivery

• Focus on mid-performing agents

Metrics Alignment Focusing on AHT, ASA, and other service level metrics has no correlation to CSAT or NPS

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Customer Journey

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CSAT

FCR

AMPR

• AHT measures contact handle time …not the experience • AHT does not look at how effective you are delivering a customer

experience • AMPR provides insight into how you are meeting customer expectations • AMPR is a high performing indicator to determine how effective you are at

resolving customer service impediments • AMPR has a direct correlation to CSAT and NPS!

• First contact resolution should be measured off the ACD call Switch • Asking customers if their call is resolved is irrelevant because behaviors are

what can be analyzed and measured • FCR should also be measured if the contact originated on the web via FAQ

Boards, BLOGs, and chat sessions • High performing contact centers utilize a 14 day window to determine FCR

• Survey’s should be deployed post transaction within 1-4 hours • Survey’s should have no more than 5 questions to determine the experience

with the agent, business, and contact center • CSAT should be combined with agent internal QA scores to create a

“Weighted Customer Experience Score” • Post phone surveys which are automated should also be utilized to increase

participation • Survey’s should have incentives attached to increase participation

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Metrics Alignment The key differentiation is how you measure the experience which drives how you contract

AHT

AMPR

Frequency Average End Value

Frequency Days End Value

Three Calls at 5 minutes each 4:12 AHT

Three Calls at 5 minutes each

Over 3 days Transfer Data

Two Calls transferred at 3 minutes each

Two additional calls at 3 minutes each

• 21 Minutes • 3 Days • To Resolve (1) Issue

4:12 AHT

CAR

CSAT NPS

* CAR – Centralized Analytics Record

• Pay vendors for high performance • Incent them to own your call volume • Manage the metrics that matter to your customer • Create a tiered approach to how you monetize your

vendor • Select the right partners • Contract Differently • Optimize how you manage your partner

Pay Per Resolution Reward performance that matters to your customer… why would you pay for a call just to have it come in again?

Tier 1 Tier 2 Tier 3

Pay a large premium for calls resolved the 1st time

Combine CSAT & FCR For 2nd Tier and pay a slight premium

High Performing

Organizations achieve an

FCR of 80% Do not pay for 3 or more calls

Contact Analytics are needed to drive this model. Analytics modeling and a “CAR” centralized analytics record will help to ensure accurate measurement of AMPR. The goal is to increase FCR and reduce AMPR; improving the experience!

Pay Per Resolution PPR requires vendors to focus on solutions and optimize your business… they are a direct influencer of business processes

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Enablers Vendor Marketplace Capabilities

Executive Summary

• High performing organizations empower their BPO’s to own solutions and optimize the experience

• Customer Journey’s rely upon high value interaction and FCR

• AMPR is a key to improving your operation and reducing costs

• Pay per resolution modeling reduces the number of metrics you focus on and aligns

to customer expectations

• Centralized Analytics Records are key to improving the customer experience

• Selection, Contracting, and Management i.e. (Optimization) produce predictable and sustainable outcomes for your customers

• Vendor Marketplace Transformation is a key asset to all items listed