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Customer Satisfaction and Quality
- 1. In North America Please dial toll free 1.866.779.1231 From outside North America dial +1.905.323.4800 (Long Distance Charges will apply) When prompted please enter Participant code 7247571 Welcome We will begin in a few minutes Translating Call Quality into better Customer Satisfaction.
- 2. In North America Please dial toll free 1.866.779.1231 From outside North America dial +1.905.323.4800 (Long Distance Charges will apply) When prompted please enter Participant code 7247571 Welcome Translating Call Quality into better Customer Satisfaction. Did you know you can access all our Webinars ON DEMAND? Go to www.transcom.com/northamerica and click on “Solutions”
- 3. In North America Please dial toll free 1.866.779.1231 From outside North America dial +1.905.323.4800 (Long Distance Charges will apply) When prompted please enter Participant code 7247571 Welcome Translating Call Quality into better Customer Satisfaction.
- 4. In North America Please dial toll free 1.866.779.1231 From outside North America dial +1.905.323.4800 (Long Distance Charges will apply) When prompted please enter Participant code 7247571 Welcome Translating Call Quality into better Customer Satisfaction.
- 5. Daniel Willis Corporate Marketing and Sales Transcom North America & Asia Transcom presents… [email_address] Translating Call Quality into better Customer Satisfaction.
- 6. Translating Call Quality into Better Customer Satisfaction April 15, 2010 Transcom presents…
- 13. Increases in customer satisfaction Attract new customers Identify cross-sales opportunities Discover ideas for new products and services Prioritize performance improvement initiatives Improve customer service Attribute sales performance
- 14. Define Customer Requirements Design Products and Services that meet Customer Expectations Deliver Products and services free of problems defects Provide Excellent Customer Service Fix any Problems Maximum Customer Satisfaction and Loyalty Maximum Customer Satisfaction and Loyalty
- 15. Define Customer Requirements Design Products and Services that meet Customer Expectations Deliver Products and services free of problems defects Provide Excellent Customer Service Maximum Customer Satisfaction and Loyalty Fix any Problems Effective Customer Contact Management Resolve Customer Problems and Complaints Effectively Identify Sources of Dissatisfaction Root Cause Analysis Implement Changes Feed Back for Eliminating Sources of Dissatisfaction and for Satisfying Customers
- 16. Define Customer Requirements Design Products and Services that meet Customer Expectations Deliver Products and services free of problems defects Provide Excellent Customer Service Maximum Customer Satisfaction and Loyalty Fix any Problems Effective Customer Contact Management Resolve Customer Problems and Complaints Effectively Identify Sources of Dissatisfaction Root Cause Analysis Implement Changes Feed Back for Eliminating Sources of Dissatisfaction and for Satisfying Customers + + =
- 17. Identify Sources of Dissatisfaction Customer Satisfaction Surveys
- 24. More than 20 years Treated poorly Service Doesn’t work Tech calls always rescheduled I want a refund
- 25. More than 20 years Treated poorly Service Doesn’t work Tech calls always rescheduled I want a refund Price Quality of Service Past Experience Non-Agent Drivers
- 26. More than 20 years Treated poorly Service Doesn’t work Tech calls always rescheduled I want a refund Price Quality of Service Time Frames CRM History Past Experience Sub Drivers Non-Agent Drivers
- 27. More than 20 years Treated poorly Service Doesn’t work Tech calls always rescheduled I want a refund Price Service Calls Not Booked Technician Schedule Adherence No Technicians Available Reason For Rescheduling Quality of Service Time Frames CRM History Past Experience Sub Drivers Non-Agent Drivers
- 28. More than 20 years Treated poorly Service Doesn’t work Tech calls always rescheduled I want a refund Provide Equal Time Free Make Refund Can’t Use Service Price Service Calls Not Booked Technician Schedule Adherence No Technicians Available Reason For Rescheduling Quality of Service Time Frames CRM History Past Experience Sub Drivers Non-Agent Drivers
- 29. Case Studies Telecommunications Food Service Appliance – Parts and Repair
- 30. Telecommunications Food Service Appliance – Parts and Repair Issue First Call Resolution Solution Super Agent Outcome Improved Client, Customer and Employee Satisfaction
- 31. Telecommunications Food Service Appliance – Parts and Repair Issue Soft Skills Solution T one, compassion, appreciation, empathy, active listening, sensitivity, professionalism, loyalty, and word choices Outcome 10% increase in Customer Satisfaction
- 32. Telecommunications Food Service Appliance – Parts and Repair Issue Knowledge, Confidence Dead air, Hold times Missed Appointments Lack of Parts Solution Recursive Training, Empathy Outcome Opened communications from Agents to Client departments
- 33. Thank You
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- Hello and Welcome to our CRM series. My name is Marta Wisniewski, Business Manager for Transcom’s On Call Program. We at Transcom, a world leader in CRM Solutions and Outsourcing, are pleased today to present Daniel Willis , to bring you a webinar designed to provide you the practical knowledge you need to affect your bottom line. Dan’s unique experience includes a long history in the development of business process outsourcing solutions to Global 500 clients. I hope you find the information presented today very helpful and (I hope I don’t spoil the surprise for you Dan), but I encourage everyone to view our entire presentation today because the takeaways you will receive at the end are very valuable. Over to you, Dan.
- Agenda
- Conduct a poll – What Call Center method are you using to survey your Customers’ Satisfaction? IVR – Press one etc or a Recorded call out. Advantages and disadvantages?
- There is a call center specialist company whose prime concern is for the benchmarking, improving, and certifying world class companies for First Call Resolution, Employee Satisfaction and Customer Satisfaction Called SQM Group A study conducted by SQMgroup, shows that 95% of call centers use call monitoring, yet very few can empirically say that as a result of their call monitoring practices their customer satisfaction has improved. In fact, only 4% of the 150 call centers surveyed were attaining world class levels of customer satisfaction. While 77% of call centers provided average or below average customer service despite their call monitoring practices.
- Some call centers we work with believe using quality teams to monitor call quality is the best practice. Some think having the CSRs direct supervisor monitor calls is best practice. Others think having peers monitor calls is the best practice. Most often, we see the CSR’s direct supervisor providing call monitoring feedback, if feedback is provided at all.
- Other areas that are in much debate are how many calls to monitor and how to ensure the call monitor raters are consistent in their rating and giving feedback to CSRs. Is side by side call monitoring and then coaching the best approach or is call recording and then coaching the best approach? Other areas of debate are what system to use for call recording and screen capture and what the right measures are to use for call monitoring? While all these areas are worth thinking about in choosing the right practice for your organization.
- In order to be providing the best practice, the real discussion should be around the central question of whether or not your customers are benefiting from your call monitoring practices. what customers want and what their concerns are…………………..for this company.
- There are benefits for conducting Customer Satisfaction Surveys or Customer Opinion Surveys even before you tie them to QA and Call Monitoring You can Learn what it takes to achieve breakthrough increases in customer satisfaction, loyalty, and retention Gain insight for attracting new customers Identify cross-sales opportunities Discover ideas for new products and services Manage moments of truth more effectively Gain insight for prioritizing performance improvement initiatives and projects Make significant improvements in customer service and sales attribute performance including timeliness, professionalism, courtesy, knowledge, communications with customers, problem resolution effectiveness, etc. Improve communications with customers
- For Maximum Customer Satisfaction and Loyalty, Define Customer Requirements, Design Products and Services that meet Customer Expectations, Deliver Products and services free of problems defects, then if needed Provide Excellent Customer Service and where they arise, fix any Problems.
- Excellent Customer Service means having Effective Customer Contact Management and Resolving Customer Problems and Complaints Effectively, Identify Sources of Dissatisfaction and here’s what we’ll take a look at a little later, Do a Root Cause Analysis. Follow up by Implementing Changes and Feeding Back into the design phase.
- The diagram presents the relationship between identifying customer requirements and then putting in place products and services that meet customer requirements. Providing customer service that meets or exceeds customer requirements is a critical part of achieving consistently high levels of customer satisfaction and loyalty. Conducting a customer satisfaction survey (CSAT survey) often is the most cost-effective way to ensure that you are keeping up with identifying ever changing customer requirements and learning directly from customers about how satisfied they are with your products, services and customer service.
- Lets talk about why linking your Quality Assurance program to your Customer Satisfaction scores because Linking call monitoring to customer satisfaction is something that very few call centers do. The call monitoring practices we see tends to focus on the things that are important to the organization such as, handle time, adherence to a script or call standards. At best, scoring is done with equal importance over the opening of the call, handling of the call and closing of the call. What is typically over looked is the actual resolution of the individual customer’s inquiry which is by far the most important factor that determines customer satisfaction. A successful First Call Resolution is identified when a customers Telephone number does not show up twice within a predetermined amount of time or sometimes the Agent will disposition the call as resolved to the customer’s satisfaction. The SQM Group’s study shows that the average customer satisfaction score for first call resolution is 73% which is in fact, at the best-in-class level. However, when the customer inquiry takes 2 calls to resolve, customer satisfaction drops to 58%, which is a poor level of customer service. So there is no doubt here that first call resolution is vital to achieving world class customer service.
- What is important to consider is the way your call center measures first call resolution. Your reports may tell you that you are achieving 84% first call resolution as some of our clients tell us. However, when we have asked customers directly, we get a reported 65% first call resolution. This is a 19 point gap between how management sees their efforts on first call resolution and how customers see it.
- Taking a look closely at the organizations that do achieve world-class service levels, we see a key difference in how they regard call monitoring. Universally, they align their call monitoring measures to what is important to their customers. Their call monitoring surveys are very similar to their customer satisfaction surveys. Linking of call monitoring results with the customer satisfaction results is a best practice, but practiced by very few. You may find big differences and challenges in aligning call monitoring with customer satisfaction surveys. So I’l like to give you some tips on how to achieve that.
- Linking call monitoring to customer satisfaction steps: Understand how satisfied your customers are when they call your call centre. The best approach to achieve this is to conduct call centre customer satisfaction surveys. Monitor the same calls you survey customers on. This can be very challenging to monitor enough calls to survey customers on and coordinate that with your recording system. Analyze the results to determine if your call monitoring ratings are the same or different from your customer satisfaction survey ratings. Implement new call monitoring practices if necessary so that it benefits your customers. Retest new changes until you get close alignment with call monitoring results and customer satisfaction results. Given the amount of money and time used for call monitoring and coaching efforts, it seems pretty clear that linking call monitoring to customer satisfaction is a solid investment for protecting and maximizing your organization’s greatest asset. Is it worth it?
- The way to find out is to Provide trending reports to show the correlation of call monitoring form and customer satisfaction surveys. It ranges from how fast we answer the phone to the resolution given by the agent to call monitoring scores to CSAT scores. Agent drivers mainly consist of soft skills needed to be able to provide customer service, which are: Empathy, Confidence, Hold, Accurate Resolution, Recap and Courtesy. This chart shows over time that Customers during the first month become more satisfied with the soft skills of the agents until the last week of the year where the red line is almost flat.
- For the Non Agent drivers it usually consist of identifiers that would help us identify the client opportunities on their services based on customer feedback. These are Past Experience, Quality of Service, Price, Out of Scope, Refuse to Accept the Solution, and Length of Process. This is where the CSAT comes int the purview of the QA agent. All these drivers can be analyze by listening in the two parts of the call: (1) call made by the customer and (2) comment left by the customer through IVR. When the customer expresses any dissatisfaction of the non agent driver listed above, it needs to be tracked using a sub driver report to get the root cause of the customer dissatisfaction.
- E.g. “ I have been a your customer for more than twenty years. I should not be treated like this by your company. I have been paying a lot for a service that doesn’t work. I have been calling your hotline to have a technician to come out here and check my cable wiring. I have been calling your customer service and yet my service calls have always been rescheduled. I want a refund on the months that I have paid in full and yet I do not have cable.” In the above customer comment, the non agent drivers that affect the customer dissatisfaction were: past experience, price, and quality of service. For Past Experience, customer said that she has been calling to have her cable wire look by a technician and yet all service call has always been rescheduled. We will have to check the client application and in house application like ACSR to check if the customer did really call and asked for a service call. Time frames when the customer called in will also be checked. For Price, customer said that she has been paying in full but her cable was out. Customer is paying for the services that she doesn’t use because it is not working. For Quality of Service, customer said that she has been calling the customer service hotline to schedule a service call but most of the service calls have always been rescheduled. We need to check whether this has been rescheduled due to unavailability of the technicians, schedule adherence of the technicians, or his previous service call have not been booked at all. By Combining the two QA and CSAT we have seen several changes to specfic campaigns adding other identifiers to measure customer satisfaction provided by their agents.
- E.g. “ I have been a your customer for more than twenty years. I should not be treated like this by your company. I have been paying a lot for a service that doesn’t work. I have been calling your hotline to have a technician to come out here and check my cable wiring. I have been calling your customer service and yet my service calls have always been rescheduled. I want a refund on the months that I have paid in full and yet I do not have cable.” In the above customer comment, the non agent drivers that affect the customer dissatisfaction were: past experience, price, and quality of service. For Past Experience, customer said that she has been calling to have her cable wire look by a technician and yet all service call has always been rescheduled. We will have to check the client application and in house application like ACSR to check if the customer did really call and asked for a service call. Time frames when the customer called in will also be checked. For Price, customer said that she has been paying in full but her cable was out. Customer is paying for the services that she doesn’t use because it is not working. For Quality of Service, customer said that she has been calling the customer service hotline to schedule a service call but most of the service calls have always been rescheduled. We need to check whether this has been rescheduled due to unavailability of the technicians, schedule adherence of the technicians, or his previous service call have not been booked at all. By Combining the two QA and CSAT we have seen several changes to specfic campaigns adding other identifiers to measure customer satisfaction provided by their agents.
- E.g. “ I have been a your customer for more than twenty years. I should not be treated like this by your company. I have been paying a lot for a service that doesn’t work. I have been calling your hotline to have a technician to come out here and check my cable wiring. I have been calling your customer service and yet my service calls have always been rescheduled. I want a refund on the months that I have paid in full and yet I do not have cable.” In the above customer comment, the non agent drivers that affect the customer dissatisfaction were: past experience, price, and quality of service. For Past Experience, customer said that she has been calling to have her cable wire look by a technician and yet all service call has always been rescheduled. We will have to check the client application and in house application like ACSR to check if the customer did really call and asked for a service call. Time frames when the customer called in will also be checked. For Price, customer said that she has been paying in full but her cable was out. Customer is paying for the services that she doesn’t use because it is not working. For Quality of Service, customer said that she has been calling the customer service hotline to schedule a service call but most of the service calls have always been rescheduled. We need to check whether this has been rescheduled due to unavailability of the technicians, schedule adherence of the technicians, or his previous service call have not been booked at all. By Combining the two QA and CSAT we have seen several changes to specfic campaigns adding other identifiers to measure customer satisfaction provided by their agents.
- E.g. “ I have been a your customer for more than twenty years. I should not be treated like this by your company. I have been paying a lot for a service that doesn’t work. I have been calling your hotline to have a technician to come out here and check my cable wiring. I have been calling your customer service and yet my service calls have always been rescheduled. I want a refund on the months that I have paid in full and yet I do not have cable.” In the above customer comment, the non agent drivers that affect the customer dissatisfaction were: past experience, price, and quality of service. For Past Experience, customer said that she has been calling to have her cable wire look by a technician and yet all service call has always been rescheduled. We will have to check the client application and in house application like ACSR to check if the customer did really call and asked for a service call. Time frames when the customer called in will also be checked. For Price, customer said that she has been paying in full but her cable was out. Customer is paying for the services that she doesn’t use because it is not working. For Quality of Service, customer said that she has been calling the customer service hotline to schedule a service call but most of the service calls have always been rescheduled. We need to check whether this has been rescheduled due to unavailability of the technicians, schedule adherence of the technicians, or his previous service call have not been booked at all. By Combining the two QA and CSAT we have seen several changes to specfic campaigns adding other identifiers to measure customer satisfaction provided by their agents.
- E.g. “ I have been a your customer for more than twenty years. I should not be treated like this by your company. I have been paying a lot for a service that doesn’t work. I have been calling your hotline to have a technician to come out here and check my cable wiring. I have been calling your customer service and yet my service calls have always been rescheduled. I want a refund on the months that I have paid in full and yet I do not have cable.” In the above customer comment, the non agent drivers that affect the customer dissatisfaction were: past experience, price, and quality of service. For Past Experience, customer said that she has been calling to have her cable wire look by a technician and yet all service call has always been rescheduled. We will have to check the client application and in house application like ACSR to check if the customer did really call and asked for a service call. Time frames when the customer called in will also be checked. For Price, customer said that she has been paying in full but her cable was out. Customer is paying for the services that she doesn’t use because it is not working. For Quality of Service, customer said that she has been calling the customer service hotline to schedule a service call but most of the service calls have always been rescheduled. We need to check whether this has been rescheduled due to unavailability of the technicians, schedule adherence of the technicians, or his previous service call have not been booked at all. By Combining the two QA and CSAT we have seen several changes to specfic campaigns adding other identifiers to measure customer satisfaction provided by their agents.
- To wind up our presentation, I’d like to share 3 case studies with you from the Telecommunications, Food Service and Appliance – Parts and Repair businesses.
- We support a major Telecommunications provider and through our Customer Satisfaction program, we determined that failure to provide first call resolution resulted in customer dissatisfaction 60% of the time. While many, many customers were getting their issues resolved on the first call, for those that didn’t, 60% became unhappy customers. Through customer satisfaction statements taken through survey recordings, we heard specific customers complaining about having o make multiple calls. In addition some dissatisfaction data was determined by analysis of previous contacts and through dissatisfied customer's account reviews. Our Satisfaction Team began an extremely detailed probe into the feasibility and cost to cross train all agents to be multiple skilled, to handle technical support, billing, collections, overdue payments, complex inquiries, and provisioning. So what we would end up with was a sort of Super agent. When our client was presented with the alternative of savings gained through training versus losses incurred through a reduced customer base, approval was given to proceed. What happened was that even as an increase in call volume spread across multiple sites, there was an increase in overall Customer Satisfaction scores. This proved to be an exceptional proposal that at once improved customer, client, and employee satisfaction.
- In this instance we implemented Satisfaction surveys with a food products provider in a Canadian marketplace. We set targets of 85% very satisfied (5/5 for overall satisfaction) and 95% satisfied (4/5 or 5/5 for overall satisfaction). We quickly found that our biggest opportunity to improve customer satisfaction was through Agent Drivers, and through analysis of the calls where the consumer was not satisfied we found that we needed to put a greater emphasis on soft skills, and to not rush too quickly into the 'Business' requirements of the call. Based on this we approached the client and requested that the call length be increased to allow the agent more opportunity to work on the 'Human' elements. The client also immediately funded for some Training on the areas of tone, compassion, appreciation, sincere empathy, active listening, sensitivity, professionalism, loyalty, and word choices. We also implemented a Call Back process, which would allow us the opportunity to reach out to consumers after the original contact if through CSAT review we felt a second contact would benefit the customer. Within 30 days we were achieving our CSAT targets through a 10% increase in the measurement of Overall Satisfaction. We are proud to say we maintain these results over years of a successful partnership with the client. They could never imagine being without CSAT as a portion of how we gauge our business.
- Customer Satisfaction Surveys were put in place as a means to determine agent and non agent satisfaction drivers for a Parts and Repair Client. We quickly determined that the level of equipment knowledge from the agents had an extremely large impact on dissatisfaction. Through analysis we determined it was related to moving the call along in an efficient manner and confidence level with the agents quickly recognizing and locating parts. This caused extremely large pockets of dead air and excessive hold times driving call times up and customer satisfaction down. It was also determined that there were two significant Non Agent dissatisfaction issues; Missed/Late/No Shows for appointments, and a lack of availability for Parts for delivery. Recursive Training was prepared and provided for the entire population to improve their level of knowledge with the wide range of products. We were also able to determine that empathy was a huge opportunity for us, and we immediately fed Employee Training Application and provided Recursive Training to all of the agents on how to be effective when adressing customer's concerns. Also for the non agent drivers, the information was cascaded to the client so that they could provided the necessary follow up to dispatch, and to determine the gaps in Parts availability to prevent customers from having to drive the warehouse to get the parts they need. This is working well as a means to get the feedback to the departments impacting customer satisfaction which are out of the agent's control, and are impacting customer loyalty.
- Thanks Dan, for you sharing your knowledge with us. If anyone would like to have Dan contact you with more information about Transcom’s Quality Assurance Program just let me know and I’d be pleased to make the introductions. One more thing This webinar will be made available shortly on our website at www.transcom.com/northamerica Just click on the solutions tab for our whole catalogue of valuable information. All our webinars are there as well as white papers and of course our books Call Centers for Dummies and 23 Steps to an Effective Call Center. For every viewer of this webinar, just get in touch with me and I’ll let you know how you can get your own copy of one of our books absolutely free. Have a great day everyone. I hope to talk to you soon.