Building Customer Loyalty

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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.

33 Thank You and. Questions????

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