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The Customer Roadmap, Customer
Experience and Customer Satisfaction-
Planning the Journey and Executing the Plan
Customers Have Choice


Customer Have Choice
The Taylor Reach Group

  • Call/Contact Center Consultancy,
  • Offices Toronto, New York, Atlanta, Sydney,
  • Contact Center assessment, design,
    improvement and operational management,
  • 27+ awards for excellence in contact center
    operation,
  • 14,000+ agent desktops operating under TRG
    designed operational models globally,




28/09/2011
Colin Taylor
    • CEO Taylor Reach,
    • 36 years in call/contact center
      operations, design, sales and executive
      management,
    • More than 20 awards received on two
      continents,
    • Publisher of Customer Reach
      newsletter with 13,000 + subscribers
    • Manages Toronto Call Center
      Networking Group on LinkedIn

28/09/2011
Customer Experience Roadmap and Call Center Alignment
9/28/2011
Definitions
   • Quality Monitoring/Listening –
     individual assessment of agent
     performance against a set of
     criteria.
   • Internal Quality – the roll up or
     consolidation of Quality Monitoring
   • Customer Satisfaction – What the
     customer feels about their
     interaction
   • Customer Experience - ...
9/28/2011
Customer Experience Definitions
“The Experience of the customer when
  buying or servicing the product or
  service you have sold them”
“The designed interaction between a
  customer and your organization”
Where Do We Deliver the Customer Experience?
 Where do we Provide this Experience?
Is the Customer Experience Important?
 Is Customer Experience Important?
But What Can CanDo About About
  But What We We Do It?          It?
What Experience are we Supporting?
The center does control:
   Service Level (ASA/GOS/Abandon)
   Forecast Volume
   Staff Scheduled




 9/28/2011
We Also Control
Speed of Access
Ease of Access
Customers’ Progress

  Marketing = Promise                                                   The
                                                                      Customer
                                                                     Experience
                                                Product = Delivery


                        A Customers’ Progress
 Marketing sets the customers expectation
 Management sets Policies and Procedures
 Management sets Service Levels etc.

 The call center is where these potentially apposing Points of View
 meet
Customer Experience Definitions
“The designed interaction between a
  customer and your organization”
9/28/2011
How Do we Measure the
Customer Experience?




9/28/2011
The State of Customer Experience Today




9/28/2011
Mission, Vision, Values
Watch words that convey expectations;
• World Class Customer Service (or similar),
• Access,
• Empowered Employees,
• Quality,
• Returns for our Shareholders,
• Satisfaction,
Brands




9/28/2011
Sample Brand Attributes
  Arrogant, Authentic, Best brand,
  Carefree, Cares about customers,
  Charming, Daring, Different,
  Down to earth, Energetic, Friendly,
  Fun, Gaining in popularity, Glamorous,
  Good value, Healthy, Helpful,
  High performance, Intelligent, Kind,
  Obliging, Original, Prestigious,
  Progressive, Restrained, Rugged,
  Simple, Straightforward, Stylish,
  Tough, Traditional, Trendy,
  Trustworthy, Unapproachable,
  Up-to-date, Upper class, Worth more,
Perceptions
People make decisions on emotion,
 that are rationalize with intellect

  “I’ve Learned that people will forget
     what you said. People will forget
    what you did. But people will never
   forget how you made them feel”
                  Maya Angelou
Understanding the Dichotomy
Messages & Gaps
   Hypothetical Mission Statement

            “To deliver World Class Customer Service to our
            Customers, by providing access to our products and
            services the way our customers want them, when they want
            them, while providing a positive, enjoyable and productive
            environment to our employees and delivering superior
            returns to our Shareholders”




9/28/2011
Sample Brand Attributes
  Accessible, Arrogant, Authentic, Best
  brand, Carefree, Cares about customers,
  Charming, Daring, Different,
  Down to earth, Energetic, Friendly, Fun,
  Gaining in popularity, Glamorous, Good
  value, Healthy, Helpful, High performance,
  Intelligent, Kind, Obliging, Original,
  Prestigious, Progressive, Restrained,
  Rugged, Simple, Straightforward, Stylish,
  Tough, Traditional, Trendy, Trustworthy,
  Unapproachable,
  Up-to-date, Upper class, Worth more,
  Youthful
Measuring the Gap
 Brand Attributes               Delivered- Aligned   Corrective action

 Accessible




 Cares about Customers

 Daring


 Different

 Energy
 Fun
 Glamorous
 Stylish
 Trendy
 Youthful
 World Class Customer Service


 Looks after Employees


 Profits for Shareholders




9/28/2011
Measuring the Gap
 Brand Attributes               Delivered- Aligned                                         Corrective action

 Accessible                     No- long wait times, IVR front end




 Cares about Customers          Not apparent- understaffed, long wait times, unfriendly
                                policies
 Daring                         Perhaps, but not in a good way. More ‘daring’ to deliver
                                sub par service while claiming to be committed to
                                superior service
 Different                      Experience is the same as phoning your cable or
                                wireless provider
 Energy                         Not Evident
 Fun                            Not Evident
 Glamorous                      Not Evident
 Stylish                        Not Evident
 Trendy                         Not Evident
 Youthful                       Not Evident
 World Class Customer Service   No- poor access, understaffed, undiferentiated


 Looks after Employees          Center will have high occupancy and likely lots of
                                unhappy customers- this does not describe Looking
                                after employees.
 Profits for Shareholders       Possibly well aligned – Poor service can (but doesn’t
                                always) cost less. But the profit can be at the expense
                                of brand erosion.



9/28/2011
Measuring the Gap
 Brand Attributes               Delivered- Aligned                                        Corrective action

 Accessible                     No- long wait times, IVR front end                        Improve Service level target and performance-
                                                                                          Improve forecasting and scheduling, add more staff.
                                                                                          Offer more channels (Inbound calls, emails, chats,
                                                                                          SMS, Social Media, Mail etc.), 7 x 24 hour access
 Cares about Customers          Not apparent- understaffed, long wait times, unfriendly   Improve access, agent hiring. Training to reflect
                                policies                                                  desired attributes
 Daring                         Perhaps, but not in a good way. More ‘daring’ to deliver Lose IVR,
                                sub par service while claiming to be committed to
                                superior service
 Different                      Experience is the same as phoning your cable or           Lose IVR, Dedicate agent totake ownership to
                                wireless provider                                         resolve customers problem
 Energy                         Not Evident                                               Agent profile, hiring and training
 Fun                            Not Evident                                               Agent profile, hiring and training
 Glamorous                      Not Evident                                               Messages from designers on IVR and hold messages
 Stylish                        Not Evident                                               Messages from designers on IVR and hold messages
 Trendy                         Not Evident
 Youthful                       Not Evident                                               Agent profile, hiring and training
 World Class Customer Service   No- poor access, understaffed, undiferentiated            Be Accessible, set and met superior service levels,
                                                                                          set, measure CSAT- Offer customer to call back and
                                                                                          speak to same agent.
 Looks after Employees          Center will have high occupancy and likely lots of        Measure you Employee Satisfaction, Employ metrics
                                unhappy customers- this does not describe Looking         that matter FCR, CSAT, Quality over AHT and ASA
                                after employees.
 Profits for Shareholders       Possibly well aligned – Poor service can (but doesn’t     Better Customer satisfaction will increase long term
                                always) cost less. But the profit can be at the expense   value and returns
                                of brand erosion.




9/28/2011
Policies, and Processes
   Don't be a barrier to your own customers
   Examine how your internal policies,
     procedures and processes and how
     they impact on the customer
     experience.
   Identify those that are not aligned with the
     desired customer experience.
   Review with management potential
     changes to the policies etc. To improve
     alignment.
9/28/2011
Designing the Customer Experience
Roadmap

    1. Know what the current experience is,
    2. Know how you are measuring the
       experience,
    3. Understand your policies, processes
       and any negative customer impacts,
    4. Plan changes and tests,
    5. Measure improvements/reductions as
       a result of tests,
    6. Roll out positive changes and continue
       other tests,
9/28/2011
Customer Experience Design Process

  Understand      Discover   Conceptualize    Validate   Implement




                                    Iterate


  What          What are     Gap
  Experience                                  Testing    Creating the
                we           Analysis.        changes,   training and
  do we want    delivering   What has to
  to deliver?                                 measure    collateral
                today        change to        customer
                             create the       reaction
                             desired
                             Experience
Questions?




28/09/2011
Contact Details
    Colin Taylor, CEO
    The Taylor Reach Group, Inc.
    416-979-8692 ext 200
    Email: ctaylor@thetaylorreachgroup.com
    Web Site: www.thetaylorreachgroup.com
    Blog: http://callcenterperspectives.blogspot.com/
    Twitter: @colinsataylor
    LinkedIn: http://www.linkedin.com/in/colintaylor




28/09/2011

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Customer Experience Roadmap and Call Center Alignment

  • 1. The Customer Roadmap, Customer Experience and Customer Satisfaction- Planning the Journey and Executing the Plan
  • 3. The Taylor Reach Group • Call/Contact Center Consultancy, • Offices Toronto, New York, Atlanta, Sydney, • Contact Center assessment, design, improvement and operational management, • 27+ awards for excellence in contact center operation, • 14,000+ agent desktops operating under TRG designed operational models globally, 28/09/2011
  • 4. Colin Taylor • CEO Taylor Reach, • 36 years in call/contact center operations, design, sales and executive management, • More than 20 awards received on two continents, • Publisher of Customer Reach newsletter with 13,000 + subscribers • Manages Toronto Call Center Networking Group on LinkedIn 28/09/2011
  • 7. Definitions • Quality Monitoring/Listening – individual assessment of agent performance against a set of criteria. • Internal Quality – the roll up or consolidation of Quality Monitoring • Customer Satisfaction – What the customer feels about their interaction • Customer Experience - ... 9/28/2011
  • 8. Customer Experience Definitions “The Experience of the customer when buying or servicing the product or service you have sold them” “The designed interaction between a customer and your organization”
  • 9. Where Do We Deliver the Customer Experience? Where do we Provide this Experience?
  • 10. Is the Customer Experience Important? Is Customer Experience Important?
  • 11. But What Can CanDo About About But What We We Do It? It?
  • 12. What Experience are we Supporting?
  • 13. The center does control: Service Level (ASA/GOS/Abandon) Forecast Volume Staff Scheduled 9/28/2011
  • 14. We Also Control Speed of Access Ease of Access
  • 15. Customers’ Progress Marketing = Promise The Customer Experience Product = Delivery A Customers’ Progress Marketing sets the customers expectation Management sets Policies and Procedures Management sets Service Levels etc. The call center is where these potentially apposing Points of View meet
  • 16. Customer Experience Definitions “The designed interaction between a customer and your organization”
  • 18. How Do we Measure the Customer Experience? 9/28/2011
  • 19. The State of Customer Experience Today 9/28/2011
  • 20. Mission, Vision, Values Watch words that convey expectations; • World Class Customer Service (or similar), • Access, • Empowered Employees, • Quality, • Returns for our Shareholders, • Satisfaction,
  • 22. Sample Brand Attributes Arrogant, Authentic, Best brand, Carefree, Cares about customers, Charming, Daring, Different, Down to earth, Energetic, Friendly, Fun, Gaining in popularity, Glamorous, Good value, Healthy, Helpful, High performance, Intelligent, Kind, Obliging, Original, Prestigious, Progressive, Restrained, Rugged, Simple, Straightforward, Stylish, Tough, Traditional, Trendy, Trustworthy, Unapproachable, Up-to-date, Upper class, Worth more,
  • 23. Perceptions People make decisions on emotion, that are rationalize with intellect “I’ve Learned that people will forget what you said. People will forget what you did. But people will never forget how you made them feel” Maya Angelou
  • 25. Messages & Gaps Hypothetical Mission Statement “To deliver World Class Customer Service to our Customers, by providing access to our products and services the way our customers want them, when they want them, while providing a positive, enjoyable and productive environment to our employees and delivering superior returns to our Shareholders” 9/28/2011
  • 26. Sample Brand Attributes Accessible, Arrogant, Authentic, Best brand, Carefree, Cares about customers, Charming, Daring, Different, Down to earth, Energetic, Friendly, Fun, Gaining in popularity, Glamorous, Good value, Healthy, Helpful, High performance, Intelligent, Kind, Obliging, Original, Prestigious, Progressive, Restrained, Rugged, Simple, Straightforward, Stylish, Tough, Traditional, Trendy, Trustworthy, Unapproachable, Up-to-date, Upper class, Worth more, Youthful
  • 27. Measuring the Gap Brand Attributes Delivered- Aligned Corrective action Accessible Cares about Customers Daring Different Energy Fun Glamorous Stylish Trendy Youthful World Class Customer Service Looks after Employees Profits for Shareholders 9/28/2011
  • 28. Measuring the Gap Brand Attributes Delivered- Aligned Corrective action Accessible No- long wait times, IVR front end Cares about Customers Not apparent- understaffed, long wait times, unfriendly policies Daring Perhaps, but not in a good way. More ‘daring’ to deliver sub par service while claiming to be committed to superior service Different Experience is the same as phoning your cable or wireless provider Energy Not Evident Fun Not Evident Glamorous Not Evident Stylish Not Evident Trendy Not Evident Youthful Not Evident World Class Customer Service No- poor access, understaffed, undiferentiated Looks after Employees Center will have high occupancy and likely lots of unhappy customers- this does not describe Looking after employees. Profits for Shareholders Possibly well aligned – Poor service can (but doesn’t always) cost less. But the profit can be at the expense of brand erosion. 9/28/2011
  • 29. Measuring the Gap Brand Attributes Delivered- Aligned Corrective action Accessible No- long wait times, IVR front end Improve Service level target and performance- Improve forecasting and scheduling, add more staff. Offer more channels (Inbound calls, emails, chats, SMS, Social Media, Mail etc.), 7 x 24 hour access Cares about Customers Not apparent- understaffed, long wait times, unfriendly Improve access, agent hiring. Training to reflect policies desired attributes Daring Perhaps, but not in a good way. More ‘daring’ to deliver Lose IVR, sub par service while claiming to be committed to superior service Different Experience is the same as phoning your cable or Lose IVR, Dedicate agent totake ownership to wireless provider resolve customers problem Energy Not Evident Agent profile, hiring and training Fun Not Evident Agent profile, hiring and training Glamorous Not Evident Messages from designers on IVR and hold messages Stylish Not Evident Messages from designers on IVR and hold messages Trendy Not Evident Youthful Not Evident Agent profile, hiring and training World Class Customer Service No- poor access, understaffed, undiferentiated Be Accessible, set and met superior service levels, set, measure CSAT- Offer customer to call back and speak to same agent. Looks after Employees Center will have high occupancy and likely lots of Measure you Employee Satisfaction, Employ metrics unhappy customers- this does not describe Looking that matter FCR, CSAT, Quality over AHT and ASA after employees. Profits for Shareholders Possibly well aligned – Poor service can (but doesn’t Better Customer satisfaction will increase long term always) cost less. But the profit can be at the expense value and returns of brand erosion. 9/28/2011
  • 30. Policies, and Processes Don't be a barrier to your own customers Examine how your internal policies, procedures and processes and how they impact on the customer experience. Identify those that are not aligned with the desired customer experience. Review with management potential changes to the policies etc. To improve alignment. 9/28/2011
  • 31. Designing the Customer Experience Roadmap 1. Know what the current experience is, 2. Know how you are measuring the experience, 3. Understand your policies, processes and any negative customer impacts, 4. Plan changes and tests, 5. Measure improvements/reductions as a result of tests, 6. Roll out positive changes and continue other tests, 9/28/2011
  • 32. Customer Experience Design Process Understand Discover Conceptualize Validate Implement Iterate What What are Gap Experience Testing Creating the we Analysis. changes, training and do we want delivering What has to to deliver? measure collateral today change to customer create the reaction desired Experience
  • 34. Contact Details Colin Taylor, CEO The Taylor Reach Group, Inc. 416-979-8692 ext 200 Email: ctaylor@thetaylorreachgroup.com Web Site: www.thetaylorreachgroup.com Blog: http://callcenterperspectives.blogspot.com/ Twitter: @colinsataylor LinkedIn: http://www.linkedin.com/in/colintaylor 28/09/2011