The benefit of considering customer experience when managing a multi channel contact centre

1. consulting | research | contracting
Using the Multi-Channel Contact Centre to
Enhance Customer Experience

2. Agenda 1. Current demands /
challenges in
satisfying customer
experience
2. A method to
optimise customer
experience

3. Challenges: Do we understand our customer?
Enlightened
Customer
Choice
Promiscuity
Rebellion
Expectations
Multiple
Channels
Prosumer
The age of the
Enlightened
Customer
means that we need
to think differently to
solve the problems
we have always
had. The problems
are the same, but
the answers need to
be different…

4. Challenges:The explosion of channels
• Customers expect to interact with you when they want to, where
they want to and how they want to
• Move from multi (many) channels to omni (all) channels – more
pressure to:
― Offer all channels
― Deliver a consistent experience
― System integration and
data availability challenges

5. Challenges: Do we understand what our
customers need?
• Do our customers know what they really need? Asking them what
they want won’t necessarily help us to deduce their real needs
• Disney don’t do customer surveys – instead they analyse the
questions that customers ask their staff to determine customer
needs
“If I’d asked them what they wanted, they would have said faster
horses”
– Henry Ford
“People don’t know what they want until you show it to them”
– Steve Jobs

6. Challenges: Is our organisational structure helping
or hindering?
Think about how we organize ourselves to do work…
• We have functional siloes of specialised skill grouped together
• The customer (or their transaction) is passed through the organisation from
one area to the next – almost like moving on a conveyor belt through a
factory, with the ‘finished product’ popping out at the end.
• We measure success based on internal metrics for siloed outputs – often not
related to the overall effectiveness of meeting customer needs at all
This mind set was created
in the Industrial Revolution
c. 1770.

7. Challenges: Is our organisational structure helping
or hindering?
Everything has changed except for the way we organise ourselves to do
work
• The customer’s experience is everyone’s job!
― Making customer experience the ‘job’ of the contact centre and
marketing departments, without fundamentally changing the mindset
(and possibly structure) of the rest of the organisation is not the answer.
• The customer is the cause of all work we do in an organisation
― We need to understand our customer and what their real needs are -
and then align the whole organisation to meeting those needs

8. A method to optimise customer experience:
Outside In
Outside In is a 21st century philosophy for managing
an organisation by putting the customer at the heart of
everything we do
It is a Copernican
shift that changes
the way you
organise work
within every
department and
across the
enterprise

9. How customer centric is your organisation?
A real test of current customer alignment - does
everybody in your organisation know:
(a) the cost of customer acquisition
(b) the annual value of a customer
(c) the cost of a customer complaint

10. Case Study
Courtesy of the BP Group

23. Getting Started: Four steps to move
Outside-In
Articulate Successful Customer Outcomes
Determine what business you are in
Examine where your process really starts
and finishes
Understand and apply process diagnostics
1
2
3
4

24. Step 1: Successful Customer Outcomes
Ask yourself:
• Who is your customer?
• What are their expectations of you?
• What are they actually getting from you?
• What process do they think they are involved in?
• What do you determine for the customer?
• What are their real needs?
• Sum it all up into a 1-liner that everyone in the organisation
associates with
• Start aligning your processes, org structure and channels with the
Successful Customer Outcomes you have identified above
It’s about understanding and aligning to customer needs

25. Who is the
customer?
What did they
expect?
What did they
get?
What process
Does The
customer think
They are in?
What do we
Determine for
The customer?
What are
The real
needs?
The one
Line sco

26. Step 2:What business are you in?
• There is a difference between what you do (Eg.
Hallmark does greeting cards) and what business you
are really in (Hallmark is in the business of Expression)
• Opens up opportunities to meet those needs in other
ways – helps your business model to evolve alongside
your customer’s changing needs
What is the outcome of what you do – the SCO 1-liner

27. Step 3:Where does your process start and finish
• The contact with the call centre is not the start of the process
– your customer embarked on this journey much earlier
• Successfully meeting customer needs requires you to
understand where it all started for the customer and respond
accordingly. The job is also only done when that initial need
has been met (it’s not necessarily when the phone call ends)
• The full process lifecycle:
— Awareness
— Buy In
— Acquisition
— Care
— Use
— Share
Hint: it starts when the customer has a need & ends when the need is met

28. Step 4: Process Diagnostics
• Identify and optimise the process points of failure, paying
particular attention to:
— Moments of Truth
— Break Points
— Business Rules
• These diagnostics are the causes of all work in the
organisation.
• By eliminating or optimising the Moments of Truth, you will
achieve the Triple Crown, ie: simultaneously:
— Improve Customer Experience
— Reduce Costs
— Increase Revenue

29. Want to know more?
Next course starting 7 July – book today!

30. Questions
?

31. ThankYou
Lizette Akker
Tel. 011 2594000
Email lakker@iqgroup.net