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Seeing into Your Blind Spots: Tips to Identify Hidden Opportunities for Improvement
Brian SpraetzSenior Product Marketing Manager
August 10, 2017
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81%
of companies
recognize CX as a
competitive
differentiator
- Dimension Data, 2017
Companies Understand the Importance of Customer Experience
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Click to edit textWhat causes them?
Blind spots are areas in our performance where we have no knowledge of what is actually occurring.
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A typical business hears from 4% of its dissatisfied customers
“Understanding Customers” by Ruby Newell-Legner
Blind Spots Happen From – Customers Being Quiet
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Blind Spot Happen From– Lack of Channel Visibility
Technology has been part of the problem
How many of your contact channels are covered by an omnichannel (connected customer journey) strategy?
Dimension Data 2015 Global Contact Center Benchmarking Report
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Blind Spots Happen From – Lack of Monitoring
Dimension Data 2015 Global Contact Center Benchmarking Report
Where do you measure quality levels
Quality scores are generally not a good measure of customer experience
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What’s Hiding in Your Blind Spots?
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Your Blind Spots Could Be Hiding Issues With:
Products
Processes
ProductivitySelf-Service
Compliance
PerformanceCustomer
Experiences
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It takes 12 positive experiences to make up for one unresolved negative experience
“Understanding Customers” by Ruby Newell-Legner
Bad Customer Experiences – Are Really Bad
Using QM to Find Negative Experiences
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There Are Two QM Options
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Create a separate customer experience QM process
Add targeted questions to your current QM process
Cons
Pros
• Collects wider information• Collects granular information
• Requires more resources• Takes more time to deploy
Cons
Pros
• Quick to deploy• Uses existing resources
• Collects limited information• Extends evaluation times
Option One
New QM Process
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Create a Separate QM Form for Customer Experience
o Provides a clear distinction between agent performance evaluation and customer experience evaluations• Potentially different viewpoints of what happened
• Combining them may have a negative impact on agent acceptance
o Separate forms make it easy to create quantitative results
o Questions can be more subjective• Look for directional information and dig deeper later
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Managing Your QM Team’s Bandwidth
o Ideally you want to increase net evaluations to add CX• Add resources (potentially outside the current team)
• Combine the addition of CX evaluations with QM productivity projects
• Make a “small” reduction in current evaluations
o Dedicate a single resource or rotate?• Depends highly on the skill set of your team
• Ideally, rotate to provide some work variety and a wider awareness of CX
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Option Two
Add Questions to Current QM Process
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o Make sure the questions focus on what you want to look for (e.g. customer sentiment)• “In your opinion, was the customer’s overall sentiment positive,
negative, or neutral regarding this interaction?”
o Does not need to be quantifiable, only directional
o This should NOT be a scored question for the agent
o Limit the number of questions you add• Each one tasks some time away from the regular QM process
• Make sure you have a plan to use the data you collect from each new question
Adding a CX Question to Current Forms
Using Analytics to Find Negative Experiences
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Negative Customer Sentiment
Negative Customer Experience
Focus on Negative Customer Sentiment
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Humans are wired to detect sentiment…
…machines not so much. Until now!
Sentiment Analysis is Steadily Improving
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Sentiment Analysis Methods
Biometrics
• Has difficulty distinguishing between positive and negative
Word Spotting
• Has difficulty distinguishing between words with multiple meanings
Natural Language
• Understands the context in which words are used
ACCURACY
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Filter interactions by customer sentiment
Focus on interactions with negative or mixed sentiment
• Mixed means approximately equal amounts of negative and positive sentiment
Look for common themes
• Discussion topics, agent sentiment, handling time, etc.
Using Sentiment to Find Negative Experiences
Turning Insights Gained into Action
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o Look into using business analyst or special projects resources• If internal resource options are constrained look at vendor or consulting options
o Run reports and track QM trends for:• New question scores• New section/question scores
o Have a mechanism to flag really good/bad interactions for quick review• For really bad ones you may want to look into a
process for proactive reach out
o Focus on the lowest scores or sinking trends for deeper analysis (i.e. low hanging fruit)
o Review actual interactions to get insights into root causes
Determine Root Causes
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o Insights on their own don’t drive improvement
o Clearly defined roles and responsibilities
o You’ll likely need to enroll other departments (technical issues, process issues)• Without high-level support in the
organization it can be difficult to get this
o Monitor to ensure whether desired changes happened
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Have a Well Defined Plan for Action
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Differences Between Using QM and Analytics
o Analytics has a larger sample of interactions• Better trending and quantity data
o Most of the work is automated• You’ll could get those QM resources back
o Deeper root-cause analysis• Correlate with metadata and other information
o Includes all contact channels
o If you get results using QM, you will do 10X better with analytics
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Recap
1) Blind spots are deadly
2) Negative customer experiences are the low-hanging fruit
3) Don’t give up because you don’t have analytics
4) Have a well defined plan to turn insights into action
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QA
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