1 Building Customer Loyalty e-contact Conference, Mexico City, 7 May 2002 Presented by Jennifer Howe VP Strategic Partnership, APLA
2 CRM. The facts. the value drivers of a business are becoming increasingly more relationship based the total value of the customers relationships creates the value of the business customers are becoming increasingly more demanding as to the quality of the relationship increasing number of contact channels and methods increases the difficulty of keeping the relationship personal.
3 CRM. Not a simple solution!. 8 to 12 technology vendors and 3 to 5 ESPs/SIs are needed for a complete CRM solution. While 55 percent of enterprises in Europe think they are doing CRM only 3 percent are making the necessary changes to accomplish CRM. Gartner Group
4 CRM. Not a simple solution! Most CRM deployments end in failure. The organizational trauma created by attempts to re-engineer business processes is greater than the majority of management teams can cope with. Compromises get made, corners get cut. Two-thirds of all ERP implementations deliver negative returns on investment the story is no different for CRM. Customer Contact World, July 2000
5 Customer Complaints 3.5 Millions Source: Council of Better Business Bureaus
6 Satisfaction Takes a Nose-Dive '94 Airlines '96 '98 ' '94 Banks '96 '98 ' '94 '96 Stores '98 ' Hotels Computers Phone '94 '96 '98 '00 '94 '96 '98 '00 '94 '96 '98 '00 Source: University of Michigan Business School s American Customer Satisfaction Index
7 The Challenge you Face with your Customers Your customers have a greater choice from fiercer competition Your contact with them is becoming much more diverse and more complex Calls Waiting 3 Unread 1 new fax Internet call It is becoming more and more difficult to keep it personal At the same time, customers are demanding much greater personalization in their relationship.
8 What Happens When you get it Wrong? The average company loses as many as 25% of its customers annually (Source - Oppenheimer & Co.) 68% of customer say they would prefer to go to another company if one SINGLE call is badly handled.. (source - Henley Centre, ) - Gartner estimate this at 65%!
9 Quantitative Measures Many Call Centres rely totally on ACD statistics such as number of calls handled; average call duration; talk time; wrap-up time; after call work; average handling time; average speed of answer; service level; abandon rate, and so on... This often frustrates CSR s and encourages wrong behaviour. They may. hang up on difficult customers transfer difficult calls so the long calls go elsewhere give partial answers, brief explanations stay away from their position for as long as possible (adherence). Gartner Group
10 When we Rely only on Quantity. ACD stats are important for managing a call centre but they say nothing about the quality of calls or the satisfaction levels of customers. Placing too much emphasis on quantitative measures increases staff attrition rates and lowers customer satisfaction levels. Source: Gartner Group
11 Quality or Quantity? Agents are front line and can seriously impact a customer s perception of an organisation. Customers want to be dealt with effectively, not necessarily quickly. Gartner Group
12 68% will leave if one single call is handled badly A Simple Calculation. 100 call centre consultants, 10 calls each per hour, 6 hours pre day = 6,000 calls 1 in 500 calls are bad calls, therefore 12 bad calls per day 68% will lose a customer, so 8 customers lost per day 40 customers lost per week, 2080 per year if the average lifetime value of the customer is only $1,000, that is still costing your company $2,080,000 per year in lost revenue alone.
13 Facing the Challenge - ask yourself. Are you measuring the right things in your call centre? Are you measuring production statistics or do your measures reflect the Call Outcome?
14 A Practical Example. Our call centre handles complaint calls. Bob takes 80 calls of which 72 are handled successfully Jane takes 100 calls and successfully handles 68 Who has done a better job for the company? It s not how many calls are handled but the result achieved from the call which counts focus on Outcome, whether sales or service, helps us to document and demonstrate the value of the call centre activity.
15 How Do We Add Value to the Organisation? we know that what we do is valuable but we find it difficult to convince others how do we demonstrate our value to the rest of the organization? what we hold up as our key measures will determine how the rest of the organization perceives us if we cannot demonstrate our value, it is unlikely that someone else will do it for us we owe it to our customers and our people.
16 Changing the Focus to Call Outcomes No-one said it was easy You will probably have to fight for it You will probably need a Management Champion Activity levels will increase Staff attrition and absenteeism will decrease The organization will respect you by understanding your contribution The customers will love you! (and if they love you, the value of their relationship will increase.)
17 Who Will Be the Winners? Jack Welch, CEO of GE, outlining his competitive strategy for this century We have only two sources of competitive advantage. 1. The ability to learn more about our customers faster than the competition 2. The ability to turn that learning into action faster than the competition
18 Listening to Customers Listening to customers must become everybody s business. With most competitors moving ever faster, the race will go to those who listen (and respond) most intently. Tom Peters, Thriving on Chaos
19 Relationships have Emotional Elements It is an emotional decision when a Customer decides to walk! When our customers rate us better or worse than someone else, it s never very scientific but it is always disastrous if you score low! Jack Welch Listening to customers puts the emotional element back into the relationship.
20 What is C.E.M? The ability for anyone within the business enterprise to listen and respond to their customers. For example. people in the Contact Centre people in R&D people in Marketing people in Product Marketing people in Legal Affairs people in Distribution people in Competitive Analysis people in Sales people in Finance people in Technical Service People in Executive Management
21 What Can We Learn from Listening? In what ways do our customers want us to improve? How could we sell more to our customer base? What other products, or refinements, would our customers like? How well are our customer facing applications working? Do our business processes help or hinder customer satisfaction / customer retention or our cross & upselling? What is it about our best CSR s that others can learn from? What do our customers really think of us? What are they saying about how we could be better than our competition?
22 Need to maximize value of customer relationships Acquire Advocacy ACURA Cross-sell Retain Up-sell
23 Building Better Customer Relationships the call centre has access to more information about customers than the rest of the organization combined we can help the organization understand and learn more about our customers we take control of the relationship by demonstrating that we have the information we selectively and intelligently share this relevant information with others in a timely manner we become missionaries for CRM!
24 The Role of the Contact Centre ensure that contacts are recorded and sorted by appropriate criteria identify patterns and exceptions relevant calls to appropriate people for review and action implement an effective Call Evaluation Program to ensure desirable call outcomes are consistently achieved consistently improve the customer experience.
25 % Recordings Utilised % Recordings Utilised Impact of Recording, Quality and CEM CSR Quality CSR Productivity Quality CSR Attrition = 20% Absenteeism = 20% Training Reduction = 50% CSR Monitoring = 6 Times Call Handling Time = 29% = $ 9,745,975 Churn Analysis Campaign Analysis Lost Opportunity Analysis Resource Management CEM Customer Churn = 5% Sales Conversion Rate = 17% A 5% increase in customer = $ 33,485,730 retention equates to approximately a 100% Compliance Recording Call Retrieval & Replay = 80% Law Suits = Risk Management Paper Costs = Compliance Order Processing Costs = Verbal Contract Call Handling Time = 29% First Call Resolution = 20% increase in profits. Robert Sasser,, Harvard Business Review = $ 9,636,036 % of Recording
26 Recording Contacts can Revitalise your Call Centre It s not the recording but what you do with the data!! It s how you go Beyond the Wires and Tapes.
27 Beyond the Wires and Tapes. how do you become an expert in maximizing the use of the recording equipment? technology will not give you a solution that comes from effective implementation and. people when you record, you can collect a wealth of data with each call everyone in the organization is able to listen to the customers to listen to the calls that are relevant to their part of the business an effectively implemented quality evaluation program will revitalize your call centre.
28 Evaluation and Coaching Model Monitor (observe) Coach (help) Evaluate (assess) Feedback (discuss)
29 A Quality Evaluation Program implementation assistance using a business model; combination of consulting know-how (call centre and product) and management workshop comprehensive tailored Call Evaluation Program. from design through to implementation plus follow-up links the soft quality initiative to the hard business drivers of the call centre ensures focus on evaluation and coaching for improvement rather than monitoring consistent rating guide gives the CSR confidence in the integrity of the program.
30 1. Improves focus on Call Outcome TARP Benchmarking Studies ( 97) identified Call Outcome as a key call centre benchmark Outcome measures reflect the true value of the call centre activity ability to demonstrate the impact of quality on the bottom line means the quality initiative can be sustained over time.
31 2. Improves Motivation and Productivity development of more and better skills increases selfworth and job satisfaction reflected in general increase in productivity and increased achievement of desirable call outcomes enables productive staff to be identified and get rewarded will contribute to reducing staff turnover.
32 3. Improves Customer Satisfaction the program is built on a foundation of identified customer needs customers want someone who cares. happy, motivated and highly skilled people are much more likely to provide genuine care in the customer relationship focus on achieving desirable outcomes leads to increase in first call resolution. another key customer requirement.
Take your business to the next level Best in Class Customer Retention A 5% Improvement Can Double Your Bottom Line Profits Free Sales and Marketing Audit Call 410-977-7355 Lead Scoring, Prioritization,
Maximizing Your Customer Experience Management Metrics For Internal Use Customer Experience Is The New Brand Image Other people s experiences influence everyone Good and bad experiences impact non-customers
Chapter 5: Customer Relationship Management Introduction Customer Relationship Management involves managing all aspects of a customer s relationship with an organization to increase customer loyalty and
How CRM Software Benefits Insurance Companies Salesboom.com Currently, the Insurance Industry is in a state of change where today's insurance field is becoming extremely complex and more competitive. As
Follow these and enjoy an immediate lift in the loyalty of your customers By Kyle LaMalfa Loyalty Expert and Allegiance Best Practices Manager What is the Key to Business Success? Every company executive
The customer experience: have customers been forgotten? In the current economic climate, keeping customers happy ought to be at the top of every company s agenda. But many managers are simply too bogged
Maximizing Customer Retention: A Blueprint for Successful Contact Centers Sponsored by Table of Contents Executive Summary...1 Creating Loyal Customers: A Critical Company Goal...1 Causes of Customer Attrition...2
CUSTOMER RELATIONSHIP MANAGEMENT (CRM) CII Institute of Logistics Session map Session1 Session 2 Introduction The new focus on customer loyalty CRM and Business Intelligence CRM Marketing initiatives Session
01. Create a plan 06. Create a feedback loop Plan how you are going to provide better customer service and take help from both staff and customers. 02. Improve People skills Service is a skill and people
10 ACD/CRM Questions Answered Table of Contents INTRODUCTION 1 1) What are the basics? 1 2) We already have integrated our ACD with a CRM...Haven t we? 1 3) What Can I Expect for CRM Availability Beyond
Opening Case: Twitter: A Social CRM Tool McGraw-Hill-Ryerson 2015 The McGraw-Hill Companies, All Rights Reserved Chapter Nine Overview SECTION 9.1 CRM FUNDAMENTALS Introduction Using Information to Drive
How Organisations Are Using Data Mining Techniques To Gain a Competitive Advantage John Spooner SAS UK Agenda Analytics why now? The process around data and text mining Case Studies The Value of Information
WHITE PAPER SPEECH ANALYTICS for Predicting Customer Churn Uniphore Software Systems Contact: email@example.com Website: www.uniphore.com 1 Table of Contents Introduction... 3 Problems... 3 Solution...
Customer Relationship Management Some Myths and Realities By Pierre Chenet According to Buttle(1), CRM is widely misunderstood by Marketing Management and seriously misrepresented by software houses. Companies
Assessing the Economic Value of Making the Right Customer Satisfaction Decisions and the Impact of Dissatisfaction on Churn By Joel Barbier, Andy Noronha, and Amitabh Dixit, Cisco Internet Business Solutions
We have to admit it. we really love what we do. We get to work with great brands to create brilliant customer experiences that their customers love and their employees can t wait to deliver. It s not just
2013 Satisfaction Survey How are we doing? Easier to Read Version We asked people some questions about their support. Here is some of what people said and the changes we will make. That someone who knows
Get Better Business Results From the Four Stages of Your Customer Lifecycle Stage 1 Acquisition A white paper from Identify Unique Needs and Opportunities at Each Lifecycle Stage It s a given that having
Outsourcing Contact Center Benefits to your credit union Table of Contents Importance of Call Quality Monitoring Goals of Call Quality Monitoring Aspects of Call Quality Monitoring & Coaching Why Outsource
: Improving Service Delivery 3 rd Edition Robert Johnston and Graham Clark FT Prentice Hall 2008 ISBN: 1405847328, 552 pages Theme of the Book The focus of the book is service delivery and the objective
The Customer Experience: The Holy Grail of Competitive Advantage. 1 A great customer experience has emerged as the holy grail of competitive advantage. Providing a great customer experience has emerged
Transform your Contact Center into a Relationship Platform with PositiveEdge Solutions NEXT GENERATION MULTI CHANNEL CONTACT CENTER PLATFORM Being a vital link to the customers they serve, Contact Centers
THE HR GUIDE TO IDENTIFYING HIGH-POTENTIALS What makes a high-potential? Quite possibly not what you think. The HR Guide to Identifying High-Potentials 1 Chapter 1 - Introduction If you agree people are
Exceptional Customer Experience AND Credit Risk Management: How to Achieve Both Lynn Brunner Experian and the marks used herein are service marks or registered trademarks of Experian Information Solutions,
Smart Ways To Improve Contact Center Performance The right technology helps measure what matters White Paper sponsored by Aligning Business and IT To Improve Performance Ventana Research 1900 South Norfolk
Creating an Awesome Customer Experience The need to provide a great customer experience. To have profitable customers who stay with you a long time, your goal must be to create the kind of experience that
Driving Sales Full Cycle sm WHAT IS A LEAD? >NEXT > THE CYCLE A lead is an individual who understands what you offer. > CUSTOMER DEVELOPMENT > You re being judged, like every other executive, on growing
Call Recording for Customer Retention and Superior Service An OAISYS White Paper Table of Contents Leveraging Superior Service in a Down Economy...1 Tracer: The Professional Interaction Management Solution...1
WEEK 1 4 SESSIONS FEB 28-4 MARCH 2 Learning Unit 1 Customer Relationship Defined P 19-P 32 3 Outcomes Defining the concept of a customer Learning Unit 2 relationship Evolution of Customer Orientation in
Circle Research White Paper B2B Customer Satisfaction B2B Customer Satisfaction Research IN SUMMARY This paper on B2B customer satisfaction research: Identifies why customer satisfaction matters Provides
European research study: what consumers want from online customer service WHITE PAPER Artificial Solutions White Paper 81% of people would engage with a virtual assistant if it reduced online waiting time
How to Gain Competitive Advantage by Automating Client Onboarding A new business process management framework to optimize your client onboarding Contents Business Benefits How to Gain Competitive Advantage
Employee Surveys: Four Do s and Don ts Alec Levenson Center for Effective Organizations University of Southern California 3415 S. Figueroa Street, DCC 200 Los Angeles, CA 90089 USA Phone: 1-213-740-9814
HOW TO MAP THE CUSTOMER JOURNEY 2 The way customers buy products and services have changed forever. Today, if you offer an online service with recurring fees that are dependent on customer renewals, then
CRM Expert Advisor White Paper 3 Keys to Preparing for CRM Success: Avoid the Pitfalls and Follow Best Practices Ten years ago, when CRM was nascent in the market, companies believed the technology alone
Customer Experience Management (CEM) Technology: What, Why, and How Does It Work February 2005 Executive Summary A new class of technology has arrived. Customer Experience Management (CEM) Technology delivers
Sage CRM Solutions Customer Relationship Management - a strategic approach Managing interactions with prospects and customers effectively and profitably is a fundamental part of business. Success depends
2013 Whitepaper Five Essential Measurements of Contact Center Success Five Essential Measurements of Contact Center Success In order to have a contact center that is truly valued and respected both internally
: Reaping the Rewards of the Next Revolution in Customer Experience Business Brief: In today s digital world, businesses must find new ways to engage current and potential customers, extending the dialogue
Managing Customer Relationships A guide to help you identify a range of areas to address in order to get the most from your relationships with your customers Managing customer relationships should be seen
Markets, W. Close Research Note 7 March 2003 Contact Center Performance Software Enterprises face critical challenges in contact center management. Capitalizing on people, performance and analytics will
THE CALL CENTER S NUMBER ONE DILEMMA - Profit Erosion: Is Workforce Attrition Eating Away at Your Profitability? A WHITE PAPER FROM WWW.TELECORPPRODUCTS.COM THE CALL CENTER S NUMBER ONE DILEMMA - Profit
Changing Our Focus From Cost to Customer by Dr. Jon Anton Director of Research Purdue University Center for Customer-Driven Quality and Tom Hammond VP Contact Center Strategy The Hartford Financial Services
Case Studies, E. Thompson, A. Bona Research Note 14 January 2004 Audi's Three Steps to a Winning CRM Strategy This case study shows how Audi takes reactive, proactive and selective approaches to customer
TURN YOUR WEBSITE INTO A PROFIT ENGINE Turning your website into a profit engine: where to start In a competitive market, generating more leads from your website traffic has become crucial to maximising
Monitoring the team s performance Why does your team need to be monitored? How can performance be monitored? You should ensure that you monitor only what is really important. In the two BS2 sessions Making
Experience Trumps All Leveraging the Top Trends in Customer Service Table of Contents 03 The Changing Landscape of Omnichannel Service 05 Trend 1 The Social Media Explosion 07 Trend 2 Device Hopping 09
TRAINING NEEDS ANALYSIS WHAT IS A NEEDS ANALYSIS? It is a systematic means of determining what training programs are needed. Specifically, when you conduct a needs analysis, you Gather facts about training
Improving Customer Satisfaction to Accelerate Your Business Results Adrian Posteraro Managing Director Agenda About Presenter Why Customer Satisfaction (CSAT) Benefits of CSAT How to Implement a CSAT Process
Customer Retention A way of business life for the successful Are all your customers happy customers. Do they buy and move on, or buy and buy again? Do you even know if they have left and if not how many
1 Golden Rules of Customer Management Velimir Srića 2 The job of all jobs is to attract new customers and to retain the old ones Peter Drucker 3 The Times 1000 Research 2010 54% CFO s believed investment
03-03-10 INFORMATION MANAGEMENT: STRATEGY, SYSTEMS, AND TECHNOLOGIES CUSTOMER RELATIONSHIP MANAGEMENT AND DATA WAREHOUSING Duane E. Sharp INSIDE The CRM Solution; Customer Feedback; Defining the Customer;
Learn the secrets to becoming a great leader. LEADERSHIP Questionnaire Brian Tracy WWW.BRIANTRACY.COM LEADERSHIP QUESTIONNAIRE BRIAN TRACY 1 LEADERSHIP QUESTIONNAIRE The only limit to our realization of
Reducing Customer Churn A Love Story smarter customer contact Breaking up is hard to do The old adage that it s cheaper (and better) to hold onto an existing customer than to acquire a new one isn t just
Contents 1. What is a Sales Process..1 2. What we all Hate About Sales Processes. 1 3. Process versus Goals 3 4. Why We Should All Love the Sales Process..4 5. The Elements of an Ideal Sales Process..6
Beyond Net Promoter Scores Understanding Customer-Generated Word of Mouth A Shirman Group Client Brief The highly popular Net Promoter Score (NPS) customer satisfaction metric has gained broad adoption
Relationship Marketing SHSMD Luncheon October 5, 2007 Leean Kravitz Mudhouse Advertising What is relationship marketing? Marketing designed to create, maintain, and enhance strong relationships with customers
A Learning Paths Whitepaper Improving Call Center Performance Creating Consistency, Transparency and Speed The ultimate goal of any call center is to deliver a consistent customer experience on each call,
January 2012 Executive summary Becoming a Data Driven Business, particularly from a Marketing perspective, presents significant benefits in helping your business to grow, develop and succeed, by working
Creating Exceptional Customer Service Tim Maples - Inova Group Chris Wrathall City Care Ltd Why Bother? The Value of Exceptional Customer Service The Cost of Poor Customer service How many customers do
When it comes to Customer Relationship Management (CRM) it s important to understand all the benefits of an integrated system before beginning your selection process. That s why we created this guide to
Calculating the Return on Investment (ROI) for Organizational Development (OD) and Human Resource (HR) Initiatives By: Temre Green and Michael Brainard April 28th, 2005 Brainard Strategy 2121 Newcastle
People intelligence from New Tech companies 2013 NEW TECH BENCHMARK REPORT ANATOMY OF A NEW TECH COMPANY Average number of people 250 Survey response rate 80% 90% of companies are in the 50-1000 employee
SAP Thought Leadership SAP Customer Relationship Management Enhancing the Customer Experience with Loyalty Management Strengthen the Brand and Improve Customer Retention Executive Summary Satisfying Customers,
CUSTOMER RELATIONSHIP MANAGEMENT CONCEPTS AND TECHNOLOGIES Chapter 1: Introduction to CRM Selected definitions of CRM 1 CRM is an information industry term for methodologies, software, and usually Internet
The Diamond Dozen: Your 12 point guide to success in selecting and implementing CRM Maximizer Software Ltd July 2010 Introduction For more than 25 years Customer Relationship Management (CRM) systems have
WHITE PAPER The metrics that matter How actionable analytics can transform field service management performance. www. Introduction The top strategic action for two-thirds of service organisations is to
Get Better Business Results From the Four Stages of Your Customer Lifecycle Stage 2 Service A white paper from Identify Unique Needs and Opportunities at Each Lifecycle Stage Each stage in the customer
A Custom Technology Adoption Profile Commissioned By KANA Software Your Customers Are Demanding Omni-Channel Communications. What Are You Doing About It? Executive Summary Consumers are changing how they
Introduction Marketing automation - is the name given to software platforms designed for marketing departments and organizations to simplify processes by automating repetitive tasks. Marketing departments
5Ways to Put Your CRM Data to Work for You and Your Customers Customer Relationship Management (CRM) solutions are becoming increasingly prevalent in today s organizations to collect and manage information
The following is intended to outline our general product direction. It is intended for information purposes only, and may not be incorporated into any contract. It is not a commitment to deliver any material,
Call Recording for Customer Retention and Superior Service A Mitel Whitepaper August 2014 LEVERAGING SUPERIOR SERVICE AS A COMPETITIVE ADVANTAGE...3 THE PROFESSIONAL INTERACTION MANAGEMENT SOLUTION...3
Customer relationship management MB-104 By Mayank Kumar Pandey Assistant Professor at Noida Institute of Engineering and Technology University Syllabus UNIT-1 Customer Relationship Management- Introduction
Customer Experience Management Best Practices for Voice of the Customer (VoC) Programmes Jörg Höhner Senior Vice President Global Head of Automotive SPA Future Thinking The Evolution of Customer Satisfaction
US ONSHORING OFFERS SUPERIOR EFFECTIVENESS OVER OFFSHORE FOR CRM IMPLEMENTATIONS Whitepaper Eagle Creek Software Services March 2015 Introduction CRM services are shifting from a focus on point solution
Rising Above the Rest: Employee Performance Management Creates Lasting Market Differentiation A Performix Technologies White Paper Copyright Performix Technologies April/2006 Achieving Service Excellence
Design of a Customer-Centric Balanced Scorecard Support for a Research on CRM Strategies of Romanian Companies from FMCG Sector MICU ADRIAN MICU ANGELA ELIZA CAPATINA ALEXANDRU NISTOR COSTEL Management-Marketing
CUSTOMER EXPERIENCE MANAGEMENT A BUSINESS OWNER S GUIDE 1 CUSTOMER EXPERIENCE MANAGEMENT A BUSINESS OWNER S GUIDE Helping to improve customer satisfaction and loyalty with Customer Experience Management.
ramyam Intelligence Lab E x p e r i e n c e Y o u r C u s t o m e r s D e l i g h t Ramyam is a Customer Experience Management Company enliven CEM An enterprise grade Customer Experience Management Solu
10 Rules for Customer Experience Excellence Rule1: Have a Deep Understanding of Your Customer before You Design or Implement any Customer Experience Program. This may sound like an obvious rule but one
56 Key Profit Building Lessons I Learned from Jay Abraham s MasterMind Marketing Training. Jay Abraham is a man you should all know. If you do not - go to the library and start learning - just do it! He
Sometimes called cloud-based, web-based, or on-demand, Software as a Service ( SaaS ) is a way of delivering applications over the internet. Instead of installing software locally, you simply access it