This document discusses recommendations for improving various capabilities in customer experience. It begins with a gap analysis identifying areas where many organizations lack capabilities in technology/data management, knowledge management, quality management, performance management, training/development, workforce management, and customer analytics. For each area, it proposes solutions such as implementing Salesforce for CRM, a knowledge management tool, call recording/speech analytics, an agent scorecard, gamification, online training software, workforce management software, and integrating customer data sources. The goal is to provide a better customer experience, increase metrics like CSAT and FCR, and improve business performance.

1. Customer Experience
Vision & Strategy Architecture 1
Marcel Barrera MBA |BSBA | COPC © Registered CSP Coordinator

2. Typical Gap Analysis
• Capability Gap Assessment
• Recommendations
Future State Recommendations
• Strategic Solutions
• Operating Model
Agenda
2

3. Typical
Gap Analysis
3

4. Gap Analysis – Customer Engagement & Operations
Many Organizations find themselves lacking in the capabilities noted because of operating models, non customer
centric approaches, and a focus that a call center is a “COST CENTER” only.
1.0
Technology
& Data
Management
2.0
Knowledge
Management
3.0
Quality
Management
4.0
Performance
Management
Current State Ideal Future State
Current State Ideal Future State
• CRM Application is not customer
centric and creates inefficiencies
• Minimal Data available for customer
interactions
• Data fringes drive reaction and
prevent proactive engagement
• Tribal Knowledge Model currently
deployed
• Lack of KM tool increases training
costs and ramp times
• Lack of KM driving productivity and
efficiency issues
• No QM software currently deployed
• Calls not currently stored  (PCI)
Compliance concerns
• Unable to conduct qualitative
analysis and call correlation analysis
• No Agent scorecard used to drive
metrics
• No formalized coaching process
utilized
• Reporting for CSAT and Quality is
non-existent
• Multiple Misaligned KPI’s
• Utilize SFDC as a universal customer
experience management tool driving a
360 view of the customer
• Rich Analytical Datasets
• Single Source of truth to drive simplicity
and access to information
• Knowledge Mgmt. tool which is
connected to SFDC and IVR providing
rich support at the agent level
• Live updates to content to remedy
customer fires and understand where
knowledge gaps exist
• Call recording with speech analytics
driving into real time concerns
• Call data which provides insight into
training, business, and process gaps
• Ability to view performance of
contact center anywhere/anytime
• Scorecard for agents, supervisor, and
business providing performance and
focus points
• Engaged employee based coaching
model with funnel based feedback loop
• Single Source of Truth For True
Performance
• Gamification Driven Culture 4
Lagging Peer Parity LeadingNon-Existent Emerging

5. Gap Analysis – Customer Engagement & Operations
Depending on the targeted business outcomes; it may make sense to be at peer parity in some areas and excel in
others to differentiate against the landscape of competitors.
Lagging Peer Parity Leading
5.0
Training &
Development
6.0
Workforce
Management
7.0
Customer
Analytics
8.0
Ecommerce
Experience &
Digital
Strategy
Current State Ideal Future State
Current State Ideal Future State
• No training lead currently available
• Minimal product knowledge and
education surrounding products
• No repository of individual learning
• No self-guided training software
pinpointing agent knowledge gaps
• Senior CS Representative who onboard’s
all agents
• Rich Curriculum which can be accessed
any time
• Intelligent software which drives
training during off-peak times
Non-Existent
• No software to forecast supply and
demand
• No true insight into productivity
• Inaccurate representation of
efficiency, utilization, and occupancy
• No ability to effectively schedule
• Deep WFM capabilities to meet
customer demands
• Ability to balance offline and phone
queue work
• Insight into back-office workloads to
balance efficiency and effectiveness
• Minimal insight into customer pain-
points
• No call correlation to customer
satisfaction
• Inability to validate pain-points to
business processes
• Call coding and case management
show high level details
• Emerging datasets provide factual
impacts to service
• Ability to calculate AMPR – Average
Minutes Per Resolution
• Little marketing campaigns
• Minimal Web Analytics
• Content Management is ineffective
and no rhyme or reason for layouts
• Account Management is non-
existent
• Single customer number for all Ecom
customers
• Targeted Customer Marketing
• Interactive product pages
• Content Mgmt. which aligns to
Industry benchmarks
• Dermatologist based
recommendations driven incremental
revenue
• Cross-sell upsell capabilities 5
Emerging

6. Strategy Architecture
Proposed Solutions
6

7. Goal: Utilize a platform which provides a 360 view of the customer.
1.0 Technology & Data Management – Capability Enhancement
High performing businesses utilize systems which enhance the customer experience and deliver insight into customer
analytics. With many tools utilized the customer experience is convoluted and data is distorted.
Solution:
• Leverage SFDC© in the contact center to simplify interaction
management and enhance the data available surrounding our
customers and business
• Create a data warehouse which contains the following elements:
- Customer Sales Data & Account History
- Account Portfolio Data : RFM (Recency, Frequency, Monetary Value)
- Customer Interaction History: Contact Reasons, Escalations,
Aggregate Data
- Purchase History : Correlated and aggregate data which feeds
campaigns and sales agendas
Gained Capabilities
• Accelerated Reporting: Integrated view of marketing and account
details improving speed and accuracy of data
• Improved Productivity: Simplicity of SFDC will improve order
accuracy and provide agents real time information
• Improve FCR (First Contact Resolution): Single source of truth
feeding real time account updates and improved access to
information
Risks
•Potential Revenue Stream Impact
•Lack of insight into customer pain points
•Reactivity to issues continues
•Inability to quantify results, actions, and workflow
•No visibility to customer aggregate data to improve brand
affinity and loyalty
•Increase in Customer DSAT
Roadblocks
•Legacy CRM Sunk Cost
•Cap Ex
•Resource Allocation
Rewards
•AOV (Average Order Value)
•CSAT (Customer Satisfaction)
•FCR (First Contact Resolution)
•Cost
•Response Time
7

8. 1.0 Technology & Data Management – Capability Enhancement
Rich CRM applications drive revenue and experience in tandem producing predictable consistent measurable results
• Analytics provides us the insight to guide our sales strategy
• Businesses learn how to better predict and support their
customers
8

9. 2.0 Knowledge Management
As a leading practice contact centers deploy rich knowledge management systems which integrate with the IVR and
CRM applications. This reduces customer effort and increases customer satisfaction.
Goal: Provide a consistent and predictable customer experience with one voice
Solution:
• Utilize technology to deliver a consistent customer
experience and drive resolution with rich resources and
integrated solutions
• Deploy a solution like Moxie© which integrates with SFDC to
reduce the need for customer to provide redundant details
• Create a KM Capital System which contains the following
elements.
- Blog Information on frequent peer assistance questions
- Live update capabilities to address large scale customer issues
- Correlation capabilities of customer contact reasons
- Publish articles and content to customers
- Decision Tree based Call Triage Process With IVR and CRM
Integration
Gained Capabilities
• Reduce Training Ramp Times
• Understand agent knowledge gaps
• Provide & Communicate Consistent Policies, Procedures,
Timeframes etc... to customers.
Risks
• Longer training resulting in poor customer experience
• Repeat contacts to resolve same concerns repeatedly
• Inconsistent Process For Call Triage
• Increase in Customer DSAT
Roadblocks
• Cap Ex
• Resource Allocation
• Software Development Protocols
Rewards
• CSAT (Customer Satisfaction)
• FCR (First Contact Resolution)
• Reduce Cost to Serve
• Reduce Training Expense
9

10. 2.0 Knowledge Management
Knowledge management drives positive interactions and improves speed and accuracy to provide a predictable customer
experience . The goal is interaction consistency; utilize a system which leverages where agents and customers need help.
• Knowledge management brings the
necessary information to agents based on
customer selected options in the IVR.
• Agents can query and determine which
tools and resources are need to resolve
the call
Did the customer return
their product with an
RMA #? Please select
yes or no…
I am going to post
and see if anyone
else is having this
problem
Knowledge Management brings Speed & Accuracy
together to drive efficiency and effectiveness
10

11. 3.0 Quality Management
High performing contact centers have robust quality reporting, analysis, and surround call handling with robust
coaching capabilities. Improving interactions will drive improved FCR and CSAT which correlate to NPS.
Goal: Identify gaps in agent skills while promoting a positive customer experience
Solution:
• Utilize a tool through a wide variety of vendors like Verint©,
Nexidia ©, Aspect©, or IEX© to help us manage and drive
customer experience improvements
• Utilize Real Time Speech Analytics to surround global pain-
points and update the Knowledge Management tool
• Require the following capabilities
- PCI Compliant software and recording capabilities
- House Quality Form
- Agent Scoring Data and Correlation Analysis across teams
- Progressive call analysis which provides trends of callers and agents
- Screen capture and capabilities to audit processes and L’Oreal
norms are followed
Gained Capabilities
• Improved Reaction Speed to Global Customer Issues
• Ability to quantify agent training gaps
• Accurate scoring and aggregate results of team performance
• Protects the business from FTC and FCC litigation
• Insight into other areas of the business
Risks
• FTC & FCC Litigation
• Repeat contacts to resolve same concerns repeatedly
• Inconsistent Processes Followed
• Extremely Re-active business
• Decrease in CSAT
Roadblocks
• Cap Ex
• Resource Allocation
• Software Development Protocols
Rewards
• CSAT (Customer Satisfaction)
• FCR (First Contact Resolution)
• Improved Business Processes
• Brand Loyalty & Affinity
11

12. 3.0 Quality Management
While interactions are improved, gained marketing capabilities are a vital component of effective quality
management. Insight through analytics helps businesses engage customers differently
Marketing
• Understand where and when products come up in conversation
• Know what is driving dialogue with the business and improve
marketing communications
• Improve Brand Affinity & Loyalty through correlation analysis
Sales
• Reach out to customers immediately follow escalations and
issues to improve relationships
• Insight into global customer concerns to address during client
visits
• Deploy with your salesforce and find opportunities for closing
sales
Operations
• Designate e-learning sessions based on scores to improve agent
skills
• Centralized Agent Scorecards
• Understand and react quickly to efficiency impacts
• Call segmentation analysis to improve all areas of contact
handling process
12

13. 4.0 Performance Management
To improve agent skillsets and drive the overall consistency of performance delivery contact centers deploy robust
performance management tactics. Scorecards and gamification are critical to drive agent ownership.
Goal: Plateau and deliver consistent performance at all levels and areas of the contact center
Solution:
• Utilize 1.0-3.0 to drive performance and produce the analytics
needed to determine our pain-points as an operation
• Utilize software to deliver areas of focus week over week
driving agent accountability Deliver a scorecard for Customer
Service from agent-director
• Utilize gamification to promote and align incentives to results,
ensure same company for Quality Mgmt is utilized for PM
• Create a coaching model for contact center employee’s which
contains the following elements:
- Agent Driven Dialogue
- Empowered Ownership of Results & Development
- Continuous Improvement Model ( Up-skill & Peak Performance)
Gained Capabilities
• Accountability with factual datasets
• Ability to incent and drive results
• Cross-functional deployment for Credit Dept.
• Automated Alerts to notify management (through software) of
pain-points which need to be addressed
• Predictability of Results
Risks
• Misaligned merit review process
• Inconsistent Performance Delivery
• Lack of insight into performance impediments
• Misalignment of team and business goals
Roadblocks
• Cap Ex
• Resource Allocation
• Outside Software Requirements
Value
• CSAT (Customer Satisfaction)
• FCR (First Contact Resolution)
• Improved Business Processes
• Consistency in Performance Delivery
• Reduce DSO
13

14. 4.0 Performance Management
Gamification is a leading practice in driving engagement and productivity within contact centers
14

15. 5.0 Training & Development
High performing contact centers utilize technology and highly integrated tools to produce crisp training; reducing
ramp times, and continuously developing its workforce . Do so has a positive impact to FCR and CSAT.
Solution:
• Utilize Knowledge Management Reporting & Quality Reporting
to determine training and development gaps
• Target agents and their specific pain-points rather than blanket
training
• Utilize a web-based tool (VPI©) with the ability to create a
robust learning library
• Deploy a program for contact center employee’s which contains
the following elements:
- Personalized Assignments
- Training during off-peak intervals
- Deliver training directly to agent desktops
Gained Capabilities
• Systemic Tracking of Training Completion
• Enhanced view of training gaps to close during onboarding
• Verified testing results to improve individual performance and
aggregate data for larger onboarding gaps
• Cross functional deployment for Credit Dept.
• Algorithm based scheduling
Risks
• Unquantifiable Training Gaps
• Inconsistent Performance Delivery
• Attrition
• Inability proactively identify impacts to development
Roadblocks
• Cap Ex
• Resource Allocation
• Software Development Protocols
Rewards
• CSAT (Customer Satisfaction)
• FCR (First Contact Resolution)
• Cost to Serve
• Productivity & Revenue Stream Stabilization
• Turnover
Goal: Deliver training quickly and develop our workforce based on individual performance gaps
15

16. 5.0 Training & Development
A business focused on its development of its workforce improves KPI’s and drives sustainability throughout the
contact center.
16
Search and query to
determine what
events occurred in
calls
Reporting to deliver
aggregate analysis of
key learning gaps
Know what areas get
the most usage
Training drives better
engagement, ownership of
results while targeting
customer issues
Drive KPI’s that Matter
• CSAT
• FCR
• DSO
• Revenue

17. 6.0 Workforce Management
To drive productivity and effectiveness leading call centers utilize workforce management software to forecast
demand, ensure adherence, and optimize workflow’s.
17
Solution:
• Utilize software from Cisco© , Aspect ©, or IEX© which will
help to transform and optimize the workforce
• Integrate WFM application with ACD telephony to gather rich
data sets and produce forecasts and adherence modeling
• Same software used for QM | PM | WFM – ONE TOOL
• Utilize software which provides the following elements
- Forecasting Demand
- Forecasting Offline Back-office Work
- Scheduling /Schedule Adherence Reporting
- Ability to produce IDP| IWP
- Agent shift swap
Gained Capabilities
• Ability to align supply and demand with an accuracy of 90%+
• Sustainable and predictable forecasting
• Measure metrics that are standard industry requirements
• Ability to react and adjust staffing based on demand
• Insight into back-office workflow and productivity
• Granulized accuracy to meet customer expectations
• Agents driving shift swaps and staffing
Risks
• High Occupancy
• More Abandoned Calls
• Over Utilized Labor
• Inaccurate forecasting
Roadblocks
• Cap Ex
• Resource Allocation
• Software Development Protocols
Rewards
• CSAT (Customer Satisfaction)
• FCR (First Contact Resolution)
• Cost to Serve
• Turnover
Goal: Drive agent yield and workforce optimization to meet customer demands
Agent Yield - Defined as the true productive minutes an agent provides the business. Total minutes in a month is 9,600 (40 hoursx 60 minutes x 4 weeks). High performing
businesses can get 6,000 productive minutes from their agents.

18. 6.0 Workforce Management
High performing contact centers utilize Workforce Optimization to align budgets, staff, and planning while improving
customer experience .
18Productivity analysis occurs with rich datasets and robust reporting systems

19. 7.0 Customer Analytics
Customer centric and revenue focused businesses utilize customer analytics to improve customer experience and
improve AOV ( Average Order Value )
19
Solution:
• Cross pollinate data from the contact center and marketing to
develop a full view of the customer with software like SAS©
• Integrate IVR, CRM, Marketing, Quality Analytics, Web, and
Sales data to correlate data and drive organic growth
• Develop predictive analytics capabilities driving the below:
- Visualize Social Networks to improve targeting
- Understand buying habits
- Product Awareness & Relevant Offers
- Contact Prevention & Proactive Communications
Gained Capabilities
• Precision Demand Forecasts
• Pin-point customer frustration to interactions and products
• Design aggregate customer profiles for targeted marketing
• Follow customers from channel to channel seamlessly
• Correlate what we are branding against what customers are
feeling.
• Omni-channel approach towards customer interaction and
revenue
Risks
• Reduced profitability
• Inconsistent customer experience
• Poor Branding
• Stagnate growth
Roadblocks
• Cap Ex
• Resource Allocation
• Software Development Protocols
Rewards
• CSAT (Customer Satisfaction)
• Revenue
• Cost to Serve
• Brand Affinity
• Marketing Accuracy
Goal: Improve customer experience and revenue while retaining profitable customers

20. 7.0 Customer Analytics
Customer analytics is not only the future of marketing; it is an absolute in closing gaps between perception vs. reality
of how you’re branding and connecting with our customers.
20
Predictability
• Get in front of
customers to improve
engagement and
revenue streams
• Predict when customers
will contact the brand or
interact
Segmentation
• Know key levels of data
to aggregate customers
and target offers with
specificity
• Develop Loyalty & Value
based segmentation for
differentiated services
Growth
• Drive growth and
revenue through
targeted acquisition
campaigns
• Improve Cross-Sell &
Upsell capabilities on
the web and in the CC
Omni-channel
• Provide customer
interactions on the
channels they want
• Deliver a consistent
customer experience
from channel to channel
Customer Journey Analytics & Modeling

21. 8.0 Ecommerce Experience & Digital Strategy
High performing businesses have Ecommerce account for 30-40% of their revenue-stream!
21
Risks
• Narrow revenue stream
• Inconsistent customer experience
• Poor Branding
• Stagnate growth
Roadblocks
• Cap Ex
• Resource Allocation
• Software Development Protocols
Rewards
• CSAT (Customer Satisfaction)
• Revenue
• Cost to Serve
• Brand Affinity
• Marketing Accuracy
• Reduced AR
Goal: Improve Ecommerce revenue and develop robust self service capabilities and support our digital future
Solution:
•Develop the website to allow B2B customers the ability manage
invoices, payments, and overall account
•Utilize services like Omniture© to provide robust web analytics
•Utilize services like CheetahMail© or SilverPop© to drive targeted
email campaigns
•Utilize email tools like Kana© to improve our E-experience
•Explore the following analytic tools to drive revenue and
customer experience:
-Google Analytics ©|Google Website Optimizer ©
-Optimizely ©
-Facebook Insights ©
-Twitalyzer ©
Gained Capabilities
•Self-Service Account Management
•Billing & Invoice Engagement
•Web Analytics
•Targeted Customer Marketing

22. 8.0 Ecommerce Experience & Digital Strategy
Email Campaign Management systems can be leveraged not only to sell and market product, but also for billing and
invoice engagement driving reductions in open AR.
22
• Aggregate & Segregate customers to deploy
rich content emails targeting their wants and
needs
• Create automated email blast campaigns with
specific services, products, or billing queries
• Receive rich reporting and analytics which
delivers
• Email Campaigns drive revenue and
can enhance customer experiences
through propagated marketing
techniques from 20-70%!
• Deliver reductions in AR through
seamless contacts and lower cost
channels making customer pay quickly
reducing DSO!
• Send Package Tracking Details and
new promotions
• Embed links for accounts to self-
serve and manage orders

23. 8.0 Ecommerce Experience & Digital Strategy
As a leading practice businesses utilize “Email Management Tools” to drive engagement, productivity, and increase
self-service capabilities.
23
Email Management Systems Advantages
• Auto Response – In the retail world businesses
can respond to 30-40% of emails with
automated responses generated from systems.
• Productivity Analysis – Know workloads,
timing, and forecast against demand
• Contact/Traffic Analysis – Know who is
emailing the most and create automation to
address top contact reasons
• Response Time Analysis – Ability to know
aging, response times, and course correct via
coaching and templates.
• Email Queues – Create queues to manage
traffic
Drive customer
experience and digital
engagement with
qualitative measured
interactions

24. 8.0 Ecommerce Experience & Digital Strategy
Leading practice businesses can predict revenue and grow their customer base year over year by 5%-10% guaranteed.
24
Digital
Transformation
drives revenue
Strategize
Analyze
Optimize
• Leveraging data we can improve
how we engage our customers
• Our Marketing Strategy and
Customer Experience model is
optimized driving higher
conversion

25. 8.0 Ecommerce Experience & Digital Strategy
Digital Transformation will improve your ability to engage customers on all channels with universal messaging and
introduce new ways to engage your customers.
25
Gamification
can drive a
20% lift in
social sharing!

26. Consumer Operations Modeling
Differentiation
26

27. 27
Customer Experience Operating Model
Organizations which focus on an experience based model vs. sales model are more likely to retain customers longer than
competitors. Businesses aligned to customer outcomes, understand impediments on the customer journey, and remove
them to drive a seamless buying and interaction experience.

28. About the Strategist!
28

29. 29
• Telco Contact Center Assessment– Provide guidance and operational evaluation to determine root cause
drivers impacting call center performance. Provide benchmark data related to performance indicators for
Telco’s. Evaluate vendor performance and engagement. Develop strategies to improve WFM, Coaching,
Vendor Management, Customer Experience and Agent Desktop.
• Telco DSL Sales & Strategy Transformation – Assist Vendor in identifying root cause issues to poor sales
performance. Improve dialer strategy and outbound calling sales process. Create and drive leaderships to
optimize floor management. Improve system utilization and client engagement for front line management
teams. Improved CSAT scores via scripting and coaching model.
• CRM & Cloud Based Analytics – Assisted in the design of the agent desktop and championed the usage of
SFDC to provide a 360’ view of the customer. Utilize IT resources to help create data to produce predictive
analytics for customer behavior, purchase cycle, and consumer life cycle.
• Technical Support Contact Center Assessment – Drive quality management and support strategies for large
technology company’s consumer products line of mobile technologies and touch screen products. Evaluate
management and conduct robust training to improve floor management and agent capabilities.
• Satellite TV Sales and Service Strategy – Provide support to leadership and conduct call driver analysis for
service calls. Improve sales execution and contact center operations training protocols. Created customer
pulse feedback channel for contact center to vocalize concerns related to channel line-up, technician
concerns, costs, contracts, and retention strategies.
• Shared Services–Drive solutions for client centered on integrating solutions which improve efficiency,
productivity, customer experience, and maintains high performance. Developed policies, procedures, and
training documents which establish baseline activities and support clients vision. Strategize and provide
affinity driven contact solutions for long term customer experience goals.
• Contact Center Consolidation - Consolidated contact center operations and outsourced customer service
department. Trained and mapped out technology needs, human capital, and training timelines. Created
processes and new customer service methodology to improve customer experience during transition.
Completed for Telco and Nutraceuticals organizations.
• Customer Experience Design– Successfully created CSAT program and FCR capability for large scale retail
platform. Led the project with IT resources to ensure accuracy of data and analytics. Promoted NPS as a viable
solution to improve e-com experience. Deployed omni-channel seamless experience strategy.
Marcel is a strategy architect and customer experience champion. His 16
years of Multi-Channel Contact Center experience includes developing
brand loyalty/affinity processes, improving contact center operations, training
and development, customer analytics, Workforce Management, Vendor
Management, and Call Center Consolidations. Marcel has directed and
implemented customer experience programs and developed metrics to
optimize the customer journey. Marcel’s industry experience includes Health
Care Shared Services, Nutraceuticals, Consumer Packaged Goods, Luxury
Goods, Technical Support, Pharmacy Benefit Management, Satellite TV,
DSL, POTS, and Mobile Technology Support.
Marcel holds an MBA from University of Phoenix and a BS in Business
Administration from University of Phoenix. Marcel is also a Certified COPC ©
Registered CSP Coordinator, and certified in Human Resource Management.
Background Selected Relevant Experience
Marcel Barrera
Marketing, Sales, Customer Experience, and Contact Center Strategist
• Customer Service Strategies
• Contact Center Assessments
• Sales Strategies
• Contact Center Operations
• Workforce Management
• Cost Per Call P&L Design
• Agent Desktop Applications
• Customer Self-Service Solutions
• Customer Journey
• Customer Experience
• Analytics
 Telco | DSL | TV
 Luxury Technical Support/
Help-Desk
 Nutraceuticals
 Pharmacy Benefit
Management
 Retail
 Consumer Goods
Functional Expertise Industry Experience