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Professor Customer: Empower Your Customer to Teach You CX Delivery they Deserve
Etech Global Services – Booth #215Workshop B | Wednesday, January 16th | 11:15 AM – 2:00 PM
Jim Iyoob, Chief Customer Officer, Etech Global Services
Shawndra Tobias, Sr. Director Customer Experience, Etech Global Services
Micki McCormick, Director of Training & Employee Development, Getaroom
Jim IyoobChief Customer Officer
936.371.2640
about.me/jiyoob
@jiyoob
facebook.com/jim.iyoob
linkedin.com/in/jimiyoob
www.etechgs.com | Confidential 2
3
Agenda • Who is Etech • What is Customer Experience • How to approach implementing CX today?
• Voice of Customer and how to use it?• What and how do you measure it – Tools?
• Human Intelligence meets Artificial Intelligence • Tip of the Iceberg
• Are you really listening?• Case Study
• Fun and Prizes – Q&A
4
Top Takeaways
• How to get a 360-Degree View of Customers
• Why focus on CX & How to Improve it
• Provide Better Coaching for Better Outcomes
• How to take unstructured data and make it actionable utilizing AI & HI
Etech’s Commitment To Culture
Servant Leadership Approach
Assume AccountabilityPeople Centric Philosophy
People First Focus Performance Development
www.etechgs.com | Confidential 5
6www.etechgs.com | Confidential
JUNE3 Days before the closing of
the Nacogdoches operations, Dilip Barot, Matt Rocco and
the other investors from Etech acquire the asset of the call
center from Bellsouth Saving over 400 much needed jobs
SEPTEMBERIn addition to the headquarter center in Nacogdoches, Etech opens its back-office/ BPO center in Gandhinagar, India and now provides solutions for 4 major Telecom clients
2002Bell South
made a decision or
divest its internal call
center asset in Nacogdoches
Texas
2004Launched
Lufkin center with 325 Seats
and 500 employees
2006Launched
Vadodara, India center with 200
Seats and 13 clients
2008Launched Rusk center with 100 Seats and 16 clients. Etech reached
1500 Employees
2010Launched Jamaica
center with 150 Seats and
launched Software and Development
services
2012Launched Dallas center
with 220 Seats
2014Launched Florida center with
150 Seats Etech launched Chat and email product ICE
and software Implementation service
2016Currently
serving 31 clients
20032018Etech family reached over 3000 employees and together serving around 43 clients
ETECH GREW FROM 400 TO MORE THAN 3000
EMPLOYEESNO MERGERS NO
ACQUISITIONS
Etech’s Journey
7www.etechgs.com | Confidential
Customer Engagement SolutionsInbound/Outbound, Customer
Service, Tech Support
Etech Technology SolutionsSoftware/Application Development
Custom Reporting (Internal/External)
Etech’s Business at a Glance
Etech InsightsActionable Insights for Total Quality
Management to enhance operational efficiency & customer experiences
www.etechgs.com | Confidential 8
Etech’s Clients
Cable
Retail
Telecommunication
EducationInsuranceEnergy
Travel
Finance Real Estate
Banking
HotelInternet
Customer Experience Management
www.etechgs.com | Confidential 9
Evolution of Trends
Marketing
Pre 1970s
70s-80s
80s-90s
99-2007
‘07-’15
2015+
Face to Face
Letters
Phones
Chat / Email / Web
Social Media
Mobile Apps
Now
IoT
Customer Service
www.etechgs.com | Confidential 10
81%
of customers first turn to self-service to
address issues
End of an Era
www.etechgs.com | Confidential 11
86%of buyers will pay more for a better customer experience
@!#%$@
!!!
1/26Only 1 out of 26 unhappy customers complain
91%Of non-complainers will simply leave
66%Consumers switch brand due to poor
experience
75%Brands do not know what engagement is, but are measuring “it”
=It takes 12 positive customer experiences to make up for ONE negative customer experience
42%Of agents are unable to efficiently resolve customer issues due to disconnected systems, archaic user interfaces, and multiple applications
70%Companies that deliver the best in class customer experience “USE” their customer’s feedback 70% of the time
Versus industry average of 50%, and 29% for those who lag on CX delivery
Impact of Customer Experience
www.etechgs.com | Confidential 12
What is Customer Experience?
PROCESS
(VIABILITY)
TECHNOLOGY
(FEASIBILITY)
PEOPLE
(DESIRABILITY)
Process Innovation• Efficiency• Profitability• Consistency
Functional Innovation• Product Features• Web Presence• Automation
Emotional Innovation• Branding• Relationships• Marketing
Customer Experience• Interactions• Product/Services• Communication
The Perception that the customers have of their engagement with the company
www.etechgs.com | Confidential 13
CUSTOMER DISLOYALTY
CUSTOMER EFFORT
RepeatContacts
Channelswitching
Transfer/ Repeat info
CUSTOMER’S FEELING
Roboticservice
Hard policiesor procedures
Hasslefactors
==
The Effort Effect
SPREAD THE WORD!
78%
BUY MORE!!
68%
REFUSE TO BUY OTHER PRODUCTS
54%
A survey of 3000 executives from large and medium business firms showed that there is a huge gap between pioneers and passives in considering AI as a tool to improve their business results :
Pioneers – 25%; Passives – 70%.
www.etechgs.com | Confidential 14
Effortless Customer Service is the Best Customer Experience
Customer Service
Customer Experience
ReactiveSingle
Function
Resolving Existing
customer needs
Problem Oriented Single
Point in time
ProactiveCross-
functional
Feeling-Oriented
Attracts new Customer &
Retains Existing
customer
Defines the customer’s
entire perception of the company
Across the customer journey
www.etechgs.com | Confidential 15
IS “BEING SORRY” ENOUGH?
www.etechgs.com | Confidential 16
Voice of Customer
1%
70%
of customer voice data is actually understood
of feedback (Voice of Customer) is shared via phone calls by your consumers!
1% of actual Voice data of VOC is listened to by companies
29%of other VOC is not fully understood due to different systems or lack of tools to integrate all data together
www.etechgs.com | Confidential 17
The Big Rocks
My strategy for improvingcustomer satisfaction is
not producing the desired results
I need to create an internal environment
that nurtures and sustains continuous
customer experience improvement
I need to prioritize the vitalfew versus the trivial many
actions to improve customersatisfaction, loyalty, and
drive business results
I’m required to create a business case to justify resources
needed to achieve meaningful progress
I’m struggling to make sense of multiple customer
data points... I need to create an integrated view
of all this info
I have a lot of data, but notsure if I’m measuring and
acting on the right things atthe right time
Professor Customer:
Are you Learning?
18www.etechgs.com | Confidential
www.etechgs.com | Confidential 19
Do You Apply What You Learn to Predict the future?
www.etechgs.com | Confidential 20
AI Meets HI
AIArtificial
Intelligence
HI
Human Intelligence
HumanDecisions
as input for AI model
AI model output as basis for Human
decisions
Decision Games
www.etechgs.com | Confidential 21
Maximized Learnings
LEVERAGE TECHNOLOGY
LEARN WITH H.I. SCALE WITH A.I. Engineering the Experience
REDUCE AREA OF FAILURESLISTEN – LISTEN - LISTEN
FIX CUSTOMER ISSUES
AI Without HI Can Be Disastrous
www.etechgs.com | Confidential 22www.techrepublic.com/article/the-10-biggest-ai-failures-of-2017/
www.etechgs.com | Confidential 23
Where AI needs HI?
Gather & Prepare Data
Train Model
Apply Model
Interpret Feedback
www.etechgs.com | Confidential 24
Tip of the Iceberg
As few as 2%consumers will
bother to complete a questionnaire /
survey
The sample size of QA in contact center is around
2%-5% (Higher the number of calls, smaller
the sample size)
Less than 1% companies involve
in Mystery Shopping. (Mostly
Retail)
Social Media Management while
responded by most, the VOC is not used for business decisions
420BWords are spoken on
recorded calls across the call center
45.4BInbound calls to call
centers per year
92%Of customer service
transactions happen over the phone
www.etechgs.com | Confidential 25
Are you thinking like your customer?
How would you rate this interaction?
CSAT SCORE
EFFORT SCORE
% EASY MINUS % DIFFICULT
AGENT QUALITY
Overall QA score/rating for an agent
CUSTOMER LOYALTY
% PROMOTERS MINUS % DETRACTORS
www.etechgs.com | Confidential 26
%QUALITY
SCORE
GOODBAD
TAGCALL TYPE
DO’sDON’Ts
AGENTFEEDBACK
CIRCLECOACHING
LIMITEDINSIGHTS
In todays world…
www.etechgs.com | Confidential 27
What do you miss?
$$$
REVENUE DRIVERSPREDICTIVE ANALYTICS
VOICE OF CUSTOMER BEHAVIORAL IMPACTS TARGETED COACHING
Shawndra TobiasSr. Director Customer Experience
936.371.1817
facebook.com/shawndra.tobias
twitter.com/shawndra_tobias
linkedin.com/shawndra-tobias
28www.etechgs.com | Confidential
www.etechgs.com | Confidential 29
Steps to Implement a CX Strategy
LISTEN
IDENTIFY
ANALYZE
IMPROVE
PREDICT
www.etechgs.com | Confidential 30
Traditional Approach
Agent Opportunities- High AHT- Dead Air in between- Incorrect Hold Procedure- Reason for Call – Bucketing via call
dispositions- Did the agent cross sell / upsell?
Customer Experience Approach
Traditional QA Insights +- WHY are customers calling?- What was satisfaction level for the customer?- Did the customer share high effort experience?- Was this an FCR? Was there a Self-Serve
opportunity?- Did the customer use other tools before calling?
Said & UnsaidLISTEN
www.etechgs.com | Confidential 31
Ask the right questionsIDENTIFY
KPIProblem Solving
CompetitionCustomer Effort
www.etechgs.com | Confidential 32
What works!
-6% -1% 4% 9% 14% 19% 24% 29%
C: How Do I?Military/Government
Partner EBereavement
Partner DCall to Add Baby
Web Support Walk-ThruCust. Upgrade
Repeat InformationPartner C
C: FrustrationPartner B
Trying to Use MilesRefund
Channel Switch - EmailProactive Guidance - Do Online
Trying to Use CardUnused Credit
Partner - OtherPartner A
Calling to BookA: Effort Driver B
VoucherApply Credit
Paper Voucher/DiscountProactive Guidance - Education
Ask For SaleA: Effort Driver AA: Effort Driver C
16.3
52.1
Avg Rate Opportunity
Confirmed Conversion Ratebased on this sample
ANALYZE
www.etechgs.com | Confidential 33
Proactive Improvement in:
People:- Agent Performance- Overall Communication- Customer Expectations
Process: - Enterprise Systems- Policies and Procedures- Production and Marketing
Technology:- Self Serve Options- Support Delivery- Service Delivery
Fix what matters!IMPROVE
www.etechgs.com | Confidential 34
Industry: Subscription Services
Finding 1: When a customer is offered a subscription service that they do not use, Agent use FREE Trial as a rebuttal for 90% of the time
Finding 2: 85% of these customers churn within the free trial period
You have a free 90 day trial
I do not listen to lot of Orange Music
Controlling Outcomes
Population Analytics
Predictive Analytics
Prescriptive Analytics
What happened?
What will happen?
How can we make it happen?
PREDICT
www.etechgs.com | Confidential 35
API
AIPlatform
Etech Database
Parse JSON data based on metadata and
field/categories required
JSON
SQL Query
Converts data through SQL queries on “conditionality
mapping of categories” into “Insights Form” tabular format
QEval Database
Call Upload&
Processing
Tabular format converted into QEval Evaluation Form/Reports
Transforming Scores to Insights
AI + HIHuman Input forDesired output
Micki McCormickDirector of Training & Employee Development
Office: 214-253-6803
linkedin.com/micki-mccormick
www.etechgs.com | Confidential 36
Favorite quote “ The world is a book, and those who do not travel read only 1 page” Augustin of Hippo.
37
Getaroom® was created to offer you the very best values at hotels and other types of lodging in major destinations worldwide. Getaroom® was founded by the former CEO and President of Hotels.com, Dave Litman and Bob Diener. We have been rated the best travel website by Frommers & the best booking & reservation website by BoardroomElite Magazine in 2017
Provide travelers with the best values for their travel dollars.
38www.etechgs.com | Confidential
Getaroom & Etech Partnership
With thousands of calls falling across 6 different contact centers, keeping
track is a major challenge
Etech Insights team monitors these interactions to identify areas of
improvement at each level to improvise the process
Coaching feedback to improvise performance of every agent across all
partners
Providing actionable business insights using AI tools
Calibrating with every contact center ensuring globalized performance
Provides one stop solution for confirming reservations to back office
support
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
4.00 6.00 8.00 10.00 12.00 14.00 16.00 18.00
39
How Etech helped
www.etechgs.com | Confidential
Agent Level Isolation Forest Analysis on AHT Vendor wise Top 2 Agent with the highest AHT
Vendor 1 Vendor 2 Vendor 3 Vendor 4 Vendor 5 Vendor 6
Jonathan 10.83 Diego 10.06 Danyelle 10.96 Vielka 8.93 Christina 10.92 Nicholas 10.23
Jordan 10.59 Bastien 10.52 Daphne 11.65 Reynaldo 8.82 Debra 9.86 Joyeta 9.20
% o
f C
alls
ab
ove
15
Min
ute
s p
er a
gen
t
Anomaly/Outliers (outside the box)
Average % of Calls above 15 mins per
agent: > 30%AHT: > 12 Mins
www.etechgs.com | Confidential 40
How Etech helped
Vendor Vendor 1 Vendor 2 Vendor 3 Vendor 4 Vendor 5 Vendor 6
Name James Gabriel Michelle Ashlyne Dawer Frank Cleon Shannique Daphne Kiki Bharti Isaac
Hold % 59% 46% 79% 53% 46% 33% 24% 25% 82% 74% 19% 19%
Hold Time 7.39 6.50
8.31 15.942.46 2.78 2.92 2.49 2.42 2.39 4.81 3.06
Vendor wise Top 2 Agent with the highest hold time and hold %
0
2
4
6
8
10
0% 20% 40% 60% 80% 100% 120%
Common (inside the box)Average Hold % : 20-40%Average Hold Time: .40 – 2 Minutes
Anomaly/Outliers (Outside the box)
Average Hold % :> 40%Average Hold Time:> 2 Minutes
Ave
rage
Ho
ld T
ime
Agent Level Isolation Forest Analysis on Hold Time
www.etechgs.com | Confidential 41
How Etech helpedEasy Sale Calls Vs. Crucial Behaviors – Vendor Wise Breakdown
18
14
2
11
85
44
65
70
59
58
97
33
0464
88
45
6
12
00
22
86
17
77
89
6
39
00
36
7
10
21
18
66
18
27
11
79
30
60
26
7
61
9
12
97
11
62
59
1
16.87%
22.53%
13.86%
18.37%19.70%
17.89%
0.00%
5.00%
10.00%
15.00%
20.00%
25.00%
0
2000
4000
6000
8000
10000
12000
14000
16000
18000
20000
Vendor 1 Vendor 2 Vendor 3 Vendor 4 Vendor 5 Vendor 6
No Objection Creating Urgency Ask for Sale Creating Urgency + Ask for Sale Crucial Behaviour Achieved %
www.etechgs.com | Confidential 42
How Etech helped
ImpactAverage Handle Time
ImpactAverage Hold Time
ImpactCalls Handled
8:4Minutes
7:2Minutes
10%decrease
7:04Minutes
4:43Minutes
31% increase in calls handled from
Q2 to Q4
57,823
73,104
83,863
Q2 Q3 Q4
22%decrease
-9.54%
17.80%
24.29%
-15%
-10%
-5%
0%
5%
10%
15%
20%
25%
30%
Q2 Q3 Q4
Revenue Growth
43
How Etech helped
www.etechgs.com | Confidential
Manual Quality Monitoring. Not
able to cover 100% transactions
Increase in Revenue after AI implantationProviding focused and precise coaching to Agents and Supervisors and delivering key
business insights.
Case Study - Exploring The Data
www.etechgs.com | Confidential 44
Enterprise wide Data:168,771 Calls ingested
2 million Spoken wordsTranscribed for both agent and customer side with 140+ categories
Charts and trendsCreated within the AI tool based on dates, times, markets, vendors etc. (Metadata)
SO HOW TO USE IT?Primary challenge is to how to utilize all these amazing insights to get targeted business decision making done!
Now What?
Goal: 30%
www.etechgs.com | Confidential 45
MTD Conversion: 33%
• Etech filtered the total volume of 131,251 calls using the “ Number of Adult – Verification” Category to determine the potential sales calls.
• Potential Reservation Calls: 100,753• Total Calls Converted: 32,796
Customers & AgentsLISTEN
29
63
25
81
36
46
40
27
34
77
34
71
30
44
28
02
29
08
39
88
35
89
33
45
31
90
33
51
29
32
27
03
36
15
34
43
32
64
32
61
37
62
30
04
23
60
24
42
18
96
40
21
37
44
42
70
37
13
28
32
31
09
93
8
79
4
12
34 1
31
9
11
80
11
26
10
33
87
4
91
3
13
75
12
08
11
00
10
23
10
68
93
6
89
6
12
26
11
69
10
98
10
72 1
27
5
10
33
74
2
78
2
62
9
12
93
11
98 1
28
1
10
57
94
3 98
1
32%31%
34%33%
34%32%
34%
31% 31%34% 34%
33% 32% 32% 32%33% 34% 34% 34% 33% 34% 34%
31% 32% 33%32%
32%
30%
28%
33%32%
0%
5%
10%
15%
20%
25%
30%
35%
40%
0
1000
2000
3000
4000
5000
6000
Potential Reservation Calls Reserved Calls Conversion % Benchmark
www.etechgs.com | Confidential 46
No Sale Break Down – Enterprise Level
Total Call Volume : 135,495
Sale, 39511 No Sale, 959845
43
49
10
98
2
16
76
0
14
01
5
15
06
2
24
32
7
15
96
7
27
01
52
18
42
93
48
83
64
49
29% 25%
31% 31%32%
27%
Benchmark , 30%
0%
5%
10%
15%
20%
25%
30%
35%
0
10000
20000
30000
40000
50000
60000 Call Outcome - Vendor Wise Analysis
Potential Sales Calls Sold Conversion % Benchmark
Vendor 1 Vendor 2 Vendor 3 Vendor 4 Vendor 5 Vendor 6
IDENTIFY
www.etechgs.com | Confidential 47
Successful Behaviors
• Co-efficient Value shows a correlation between the observed outcomes and the observed predictor values. The value of co-efficient is always between +1 and –1. The closer it is to +1 the stronger the correlation.
• This Analysis statistically proves the hypothesis that Asking for Sale, Providing Rebuttals, & Creating urgency and directly correlated to the conversion on an Enterprise Level and can be used to fuel a predictive model
10816
10816
271830%
30%
40%
Crucial Behaviors &
Success Probability
Ask for Sale Urgency Objection Handeling
Inner Circle: Total Population
Outer Pieces: Success Percentage of the
Behavior
Co-Efficient Value: 0.9435
Statistical Success Rate: 30%
Statistical Success Rate: 40%
Coefficient Value: 0.7029
Co-Efficient Value: 0.7152
Statistical Success Rate: 30%
Note: This model is based on the data collected in the month of July. These analysis will be run quarterly to ensure we have enough data to observe any new patterns or see any visible deviations from the last output.
IDENTIFY
www.etechgs.com | Confidential 48
No Sale Calls Vs Crucial Behaviors – Creating Urgency
Vendor 1 did not create urgency on 78% of the call resulting in a potential revenue loss
of $1,787,400
Vendor 1, 22%
Vendor 3, 57%Vendor 6, 58%Vendor 4, 61%
Vendor 2, 65%Vendor 5, 66%
Vendor Wise Comparison - Creating Urgency on No Sale Calls
Vendor 1 Vendor 2
Vendor 3
Vendor 4 Vendor 5
Vendor 6
ANALYZE
www.etechgs.com | Confidential 49
No Sale Calls Vs Crucial Behaviors – Asking For Sale
Vendor 3 lost $552,000 in potential
sales by not asking for sale on 80% of
the No Sale calls
Vendor 3, 20 %
Vendor 1, 38%Vendor 4, 49%Vendor 2, 50%
Vendor 5,,52%Vendor 6, 59%
Vendor Wise Comparison - Asking for Sale on No Sale Calls
Vendor 1 Vendor 2
Vendor 3
Vendor 4
Vendor 5
Vendor 6
ANALYZE
www.etechgs.com | Confidential 50
Agent Coaching Packet
Primary opportunity was derived based on the impact that behavior will have on the conversion
Asking for Sale - Impact Bucket
Creating Urgency - Impact Bucket
78%
78%
76%
74%
71%
65%
65%
62%
61%
57%
56%
56%
56%
55%
53%
51%
49%
45%
32%
22%
22%
24%
26%
29%
35%
35%
38%
39%
43%
44%
44%
44%
45%
47%
49%
51%
55%
68%
Kemar Morrison
Tevin Daniels
Adrian Samuels
Tennica Powell
Demar Tomlinson
Shanese Anderson
Lionel Reid
Shelly Whyte
Conroy Field
Akeem Lawrence
Trevaun Hamilton
Matthew Brown
Sydonnie Martin
Cleon Dougherty
Georgina McIntosh
Shekera Bicarie
Malik Thomas
Samantha Campbell
Jardine Lawrence
Ask for Sale
65%
62%
52%
50%
0%
35%
38%
48%
50%
100%
SteveWilliams
SanoyClarke
DeanoMaine
TashayCampbell
SamuelEllis
Create Urgency
IMPROVE
www.etechgs.com | Confidential 51
Drive Quick Improvement
Creating Urgency functioned as a
successful rebuttal for the top 3 objections
Lowest price rebuttal was successful 23% of the times
when customers objected to the price being offered
2%
7%
7%
15%
26%
36%
2%
3%
8%
13%
23%
30%
1%
3%
4%
8%
14%
19%
Holiday
Stay on Phone
Check OtherProperty
FreeCancellation
Lowest Price
Urgency
Top 3 Objections Vs Successful Rebuttals
Consult withsomeoneRates too high
Call back later
IMPROVE
www.etechgs.com | Confidential 52
After understanding what behaviors drive success – We can cross-train agents to improve performance
30%
70%
68%
48%
54%
45%
42%
46%
19%
59%
50%
54%
19%
48%
45%
36%
15%
58%
0% 20% 40% 60% 80%
Angela WS3-Jenkins
Reynaldo Nelson
Chaira Ceballos
Dawn WS3-Turmenne
Vielka Alleyne
Winston Archibold
Provide Rebuttal% Ask for Sale% Create Urgency%
31%
55%
44%
48%
40%
52%
0% 10% 20% 30% 40% 50% 60%
Average%
Replicate Successful SkillsIMPROVE
2310624261
26572
30038
34659
$2,163,200
$2,367,702
$2,480,400
$2,593,180
$2,705,797
$2,000,000
$2,100,000
$2,200,000
$2,300,000
$2,400,000
$2,500,000
$2,600,000
$2,700,000
$2,800,000
10001500200025003000350040004500500055006000650070007500800085009000950010000105001100011500120001250013000135001400014500150001550016000165001700017500180001850019000195002000020500210002150022000225002300023500240002450025000255002600026500270002750028000285002900029500300003050031000315003200032500330003350034000345003500035500360003650037000
Current Improvement 5% Improvement 10% Improvement 15% Improvement 20%
Asking for Sale Creating Urgency Revenue
www.etechgs.com | Confidential 53
Predictive Model: Successful Behaviors increase Revenue
Present Rate
$2,367,702
+5% Improvement
+10% Improvement+15% Improvement
+20% Improvement
$2,480,400 $2,593,180$2,705,796
By Improving Asking for Sale and Creating Urgency on an
enterprise level by 20% in
the sample set of 44,374 calls, our predictive model forecasted an increase of
$542,597in the revenue
Note: This model is based on the data collected in the month of July. These analysis will be run quarterly to ensure we have enough data to observe any new patterns or see any visible deviations from the last output.
PREDICT
www.etechgs.com | Confidential 54
Effectiveness Rating
Evaluated 170k plus calls on scorecard
to give detailed output using AI
55www.etechgs.com | Confidential
SO What??!
www.etechgs.com | Confidential 56
What Happens When You Underestimate the Importance of Transitioning Technology?
57www.etechgs.com | Confidential
In a world driven by tech…Your people matter more than ever.
Job looks the same butyour customer expectations have changed.
Machine learning is lost without People
58www.etechgs.com | Confidential
Record your Calls Capture Metadata Define ObjectivesMeasure Effectiveness
Monitor & Evolve Ongoing Refinement
We focus on CX, YOU Decide ToolsIMPLEMENTATION STEPS
Paper Form Excel
Artificial Intelligence & Human Intelligence
TOOLSVolume, Commitment to Customer Experience
DECIDING FACTORS
20,101
32,220
5,000
26,345
52,805
133,425 135,500
100%
53%
260%
71%
32%13% 13%
0%
50%
100%
150%
200%
250%
300%
0
20,000
40,000
60,000
80,000
100,000
120,000
140,000
160,000
April'18 May'18 June'18 July'18 Aug'18 Sep'18 Oct'18
Cost vs FTE vs Volume (Major QA Programs)
Call Count Cost/Audit%
24
20
1413
11
66
0
5
10
15
20
25
30
FTEs
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Volume Vs Cost (Etech AI)
Quiz Your Customer Experience
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1. Does your Quality team include CX SMEs?
2. Are your Quality and Training program integrated?
3. Do you have less than 20 parameters on your scorecard?
4. Are you linking Quality with corporate objectives?
5. Are you utilizing your customer to define world class quality assurance?
6. Are your agents bought into the Quality program?
7. Can you prove your Quality Program produce ROI?
8. Does your C-Suite describe your QA program as a “Valued Asset”?
9. Do you leverage your QA results when making process changes?
10. Do you have a close loop feedback process to improve training?
Yes No
Yes No
Yes No
Yes No
Yes No
Yes No
Yes No
Yes No
Yes No
Yes No
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How Does Your Customer Experience Measure Up?
> 6 Come see us, we’re hiring!
3-5 How we can help you on your journey!
<3 Your Customer called, talk to us!
Yes
Yes
Yes
62www.etechgs.com | Confidential
Learn how Artificial intelligence isrevolutionizing the contact center.
Visit us at booth #215
Contact me at: [email protected]
Every Customer call contains thousands of business-changing data points.
Are you LEARNING?
Stop guessing.Start acting.
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Workshop B | Wednesday, January 16th
| 11:15 AM – 2:00 PM | Booth#215