How to Make Your Contact Center
a Strategic Goldmine
for the Enterprise
Lynn Hunsaker, Customer Experience Optimization Strategist, ClearAction
Page 2© 2010 Focus, Inc. All rights reserved.
1. Customer Experience Enables Paychecks
Discover Customer Needs
Create Solutions &Deliver Superior
CustomerExperience
ReceiveRevenue Streamsfor Salaries, etc.
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NeedAwareness
NeedExtinction
InitiatingSituation
ConsideringNeeds
IdentifyingAlternatives
EvaluatingAlternatives
InitialAssessment
AdditionalInformation
Decision Process
SalesContact
Word-of-Mouth, AdsSocial Media, Website
OrderingActivities
FulfillmentActivities
Problem ResolutionCross-Sell, Community
Initial UseExperience
Integration withOther Solutions
Familiarization& Learning
Adaptation,Extension,Disposal
Usage Steps
Customer Experience is More Than Touchpoints
CircumstanceCircumstance
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Keep Customer Viewpoint Foremost
59%
75%
Our Service isAbove-Average
Your Service Left Me
Somewhat to Extremely Dissatisfied
Source: Accenture, Delivering the Promise, 2007
DesiredOutcomes
What Customer BuysMeans-to-an-End
Your Solution
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Root Causes of Dissatisfaction & Contacts
Customer20-30%
Employee20%
Company40-60%
Wrong expectationsCustomer error
Fails to follow policyAttitude
Products & services don’t meet expectations
Marketing miscommunicationBroken processes
Source: TARP Worldwide
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2. Service is a Window to Customer Experience
Why Do Customers Contact You?
How to Close the Loop with Customers? Desired Outcome
Eliminate
Automate
Simplify
Improve
Leverage
How to Predict,Prevent & Delight?
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3. Re-Frame Contact Center Roles
Customer
Company
Value
Irritant
IrritantValue
(Learn,operating costs,
revenues)
(Do not wantthe interaction)
(Do not wantthe interaction)
(Save money,get support & advice)
Simplify & ImproveOperations
“X broke when I tried to ___”
Leverage &Spend More Time
“I want to buy ___”
EliminateRoot Causeor Develop
“How do I ___”
Automate forSelf-Service orProactive Alerts
“Where can I get ___”
22%
40%
10%
28%
Source: “The Best Service is No Service” by Bill Price & David Jaffe
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TotalCosts
Money
Time
Energy
Psychic
TotalValue
Product
Service
Personnel
Image
NeedAwareness
NeedExtinctionCircumstance
Outcome A Outcome B Outcome C Outcome D
Solution A
Solution B
etc.
Va
lue
Qu
otie
nt
Circumstance
Ideal
Desired Outcomes
Undesired Outcomes
Value Quotient =
Focus on How Customers Judge Value
Desired Outcomes
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Balance Contact Center Goals
ImproveCustomer
Experience
IncreaseRevenue
ReduceCosts
Metrics: translate customer expectations to tactical execution
Too much of a good thing can be disastrous
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Product & Service
Quality
Transparency
& Honesty
Do Company Priorities Reflect Trust-Builders?
#2#1
#3 Communicates frequently
#4 Treats employees well
#5 Good corporate citizen
#6 Prices fairly
#7 Innovates new products, service or ideas
#8 Top management
#9 Financial returns
Source: Edelman 2010 Trust Barometer
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4. Address Entire Customer Experience
DesiredOutcomes
Product Service
Business Model
Affinities Convenience
Policies Processes
Culture
Means-to-an-End
Firm’s Solution
TotalCosts
Money
Time
Energy
Psychic
TotalValue
Product
Service
Personnel
Image
NeedAwareness
NeedExtinctionCircumstance
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Contact Center Change Agent Opportunities
PoliciesProcesses
Culture
Affinities
Convenience
Product
Service
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Contact Center Data vs. Formal Survey Data
Customer Customer
Company Company
Complaint
LogsSales/Service
ReportsSurveys/Win-Loss
Reports
CRM
Database/
Social Media
Panoramic View of Customer Experience:Need
AwarenessNeed
Extinction
Page 14© 2010 Focus, Inc. All rights reserved.
Help Everyone Own the Customer Experience
Sales
Service
Operations
Manufacturing
Channels
Engineering
Finance
Human Resources
Legal
Marketing
Quality
Safety
Suppliers
Partners
Facilities
Information Technology
Purchasing
etc.
DesiredOutcomes
TotalCosts
Money
Time
Energy
Psychic
TotalValue
Product
Service
Personnel
Image
NeedAwareness
NeedExtinctionCircumstance
Page 15© 2010 Focus, Inc. All rights reserved.
Name of
Stakeholder
Change
Role
Contribution
Required
Costs
of
Change
Benefits
of
Change
Involve in
Shared
Vision
Keep in
Mind
Ongoing Change Management
Page 16© 2010 Focus, Inc. All rights reserved.
Customer Experience is Everyone’s Job
Department: __________________
Our RoleIn Outcomes
Our InternalCustomers’ Roles
In Outcomes
Our Possible Detractors to Outcomes
• Inconsistency:
• Overload:
• Waste:
Our Possible Value-Add to Outcomes
• Time:• Place:• Access:• Form:• Features:• Ease:
• x• x• x• x
• x• x• x• x
Page 17© 2010 Focus, Inc. All rights reserved.
Motivate Resolution & Prevention
Stream Relevant
Listening Data Segments
to ALL Departments
Good news is no news,No news is bad news,
Bad news is good news!
Make it Easy
for Employees to Accept
Customers’ Constructive Feedback
Handle Complaints
Systematically Like ‘RMA’
RMA = Returned Materials Authorization Process
APPLIED MATERIALS
CUSTOMER FOCUS MEASURES WORKSHOP
Execution andFeedback Plans
Voice of theCustomer
Improvement ActionPlans to Benchmarked
Targets
Customer SatisfactionMeasures
Customer Focus
Measures
Customer Perceptions
Customer Focus Measures(Internal - Leading Indicators)
1.
2.
3.
Action Plan(Include Program Name, Owner, Completion Date)
1.
2.
3.
4.
Customer Feedback(Voice of the Customer)
1.
2.
3.
Customer Satisfaction Measures(External - Lagging Indicators)
1. (Satisfaction Index)
2. (% Deterioration)
3 (% Improvement).4. (Competitiveness Index)
APPLIED MATERIALS
Title of Action Plan
M1 M2 M3 M4
Actual & Target
Deadlines
1.) __________________________________________________
2.) __________________________________________________
3.) __________________________________________________
%
Owner
Problem Statement:
Goal:
Owner:
Action Plan:
Make Action-Planning Easy &
Motivate Follow-Through
Page 18© 2010 Focus, Inc. All rights reserved.
1%
Reduction
of Negative
Word-of-Mouth
1%
Increase
of Positive
Word-of-Mouth
0.41% Revenue Growth 0.14% Revenue Growth
Higher ROI by Acting on Customer Feedback
300% ROI on reducing negative buzz
compared to increasing positive buzz
Source: London School of Economics Advocacy Drives Growth study
Do you like these concepts?
Let us help you master them
to increase your company’s growth!
Contact us today:
tel +1 408 687 9700
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ClearAction clients praise our insights on actionability & engagement
“ClearAction taught us things
that wouldn’t readily cross our
minds and has increased our
efficiency & accuracy in many
areas. We highly recommend
ClearAction as a business
consultant.”
“The cross-functional collaboration
necessary to successfully manage
the customer experience requires
big picture, systems thinking.
ClearAction brings very practical,
well-thought out approaches to get
the internal cooperation needed.”
“ClearAction is very dependable
and detail-oriented, and has an
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There's no question ClearAction
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We have provided ClearWisdom™ to dozens of companies
Partial List
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Customer Experience Optimization Talk Show
Hear interviews with companies such as:Adobe, Aon, CenturyLink, Cisco, Citrix,
Coca Cola Enterprises, Dell, EMC, GE, HP, ICW, Intuit, Kimpton, NCR, Philips, Safelite,
Sungard, SunTrust, Symantec, TELUS, tw telecom, Virgin Mobile, Wells Fargo
http://ClearActionCX.com/cx-podcasts
e-books available at ClearActionCX.com/cx-books
or Amazon Kindle:Metrics You Can Manage For Success
Customer Experience Improvement MomentumInnovating Superior Customer Experience
white paper available at ClearActionCX.com/cx-articles
Employee Engagement in Superior Customer Experience: 4 Overlooked Key
Competencies for Sustainable Results
Resources about customer experience optimization
See more at
http://ClearActionCX.com/best-practices
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For More About Customer Experience:
www.ClearActionCX.com/best-practices
tel +1 408 687 9700