PowerObjects Presents: Transforming Your Customer Service From Good to Great.

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1 PowerObjects Presents: Transforming Your Customer Service From Good to Great

2 About PowerObjects Minneapolis Atlanta Chicago Cincinnati Dallas New York Omaha Philadelphia Seattle Toronto PowerObjects was founded in We have been 100% focused on CRM since Largest Microsoft CRM Practice in the World / Largest Support Desk. Worldwide Microsoft Partner of the Year in 2012 and 2013 Our staff is diverse hailing from 17 different countries and speaking 31 different languages. We have one of the most widely visited Dynamics CRM websites in the world- including our blog and our free online Dynamics CRM guidebook: The CRM Book.

3 FOUR PILLARS EDUCATION SUPPORT ADD-ONS SERVICE

4 Event Sponsor:

5 Keynote Speakers Kate Leggett Forrester VP, Principle Analyst Kate is a leading expert on customer relationship management (CRM) and customer service strategies, maturity, benchmarking, governance, and ROI. She is an accomplished public speaker and frequently presents at events such as CRM Evolution. She has been published in The Wall Street Journal, Forbes magazine, and industry publications such as CRM Magazine, KM World, and Destination CRM. Previous Work Experience Kate has extensive industry experience, with more than 10 years of leadership at CRM and customer service software companies, where she held senior product marketing and product management roles. She is also a published author on customer service trends and best practices. Matt Kresch Microsoft Director, Product Marketing Matt is the Director of Product Marketing for Service by Microsoft Dynamics CRM. Matt is responsible for the product marketing direction for Customer Care. Matt has over 17 years of product marketing and business development experience dedicated to CRM and Customer Experience. He has served in various leadership roles, including Oracle where Matt was the Principal Product Strategy Director, in addition to senior strategic roles at Global CRM and knowledge management companies including Genesys, RightNow Technologies, Knova as well as an early stage social media analytics start-up.

6 We Have Entered The Age Of The Customer October 2013 Competitive Strategy In The Age Of The Customer 2014 Forrester Research, Inc. Reproduction Prohibited

7 Companies view customer experience as one of their top priorities Use customer experiences as a competitive differentiator The State Of Customer Experience, Management, 2013

8 In 2014, Investments in customer-facing technologies topped the list and are projected to continue in 2015 Sales 38% Customer service 32% Finance 25% Marketing 25% Research and development 25% Field service 22% Order fufillment 21% Manufacturing 18% Procurement 16% Supply chain Human resources Office of the CEO and other Other 4% 7% 14% 13% Sales and Customer Service are the top departments for software strategy and investments in Forrester Research, Inc. Reproduction Prohibited

9 Forrester s Customer Experience Index Introducing Forrester's Next-Generation Customer Experience Index,, June 26, 2014

10 But few businesses deliver an outstanding experience 42% 37% 10% 11% 1% Very Poor (0 to 54) Poor ( 55 to 64) OK (65 to 74) Good ( 75 to 84) Excellent ( 85+) Source: January 21, 2014, The Customer Experience Index, 2014 Forrester report 53% 2015 Forrester Research, Inc. Reproduction Prohibited 10

11 Good customer experiences are good for business June 27, 2014 What drives a profitable customer experience

12 It is increasingly difficult to deliver good customer service as the customer service leader must balance customer needs with business needs Customer satisfaction and loyalty Revenue Cost Compliance

13 Communication channels and touchpoints are exploding 2015 Forrester Research, Inc. Reproduction Prohibited May 2014 Brief: Systems Of Engagement Take Center Stage

14 Most Companies Are A Mess Of Siloed Applications 38% 44% 2015 Forrester Research, Inc. Reproduction Prohibited

15 Knowledge Is Everywhere Forrester Research, Inc. Reproduction Prohibited

16 How do you move the needle on customer engagement? Customers Service Manager 2015 Forrester Research, Inc. Reproduction Prohibited

17 Customer Service Should Be PAIN FREE PROACTIVE PERSONALIZED PRODUCTIVE 2015 Forrester Research, Inc. Reproduction Prohibited

18 Understand that your customers expect effortless service 55% will abandon online purchases if they can t find a quick answer For 77%, valuing their time is the most important thing a company can do to provide good service Channel Management Core To Your Customer Service Strategy: Jan 20, Forrester Research, Inc. Reproduction Prohibited

19 ..That They Want To Interact Over A Range Of Communication Channels

20 Customers Want To Be Supported Through Their End-to- End Journey

21 Realize That Your Customers Want To Interact Over Mobile Devices The New Mobile Mind Shift Index: June 3, Forrester Research, Inc. Reproduction Prohibited

22 Six Areas Of Focus Within Modernization 1 Align CRM with CX strategy Modern Customer Service Success 2 Define Measurable Outcomes 3 Understand & Support Customers Journey 4 Deeply Personalize Engagements 5 Deploy And Use What You Need 6 Engage Users Simply and Easily 2015 Forrester Research, Inc. Reproduction Prohibited

23 2015 Forrester Research, Inc. Reproduction Prohibited How Do You Gauge Your Success?

24 2015 Forrester Research, Inc. Reproduction Prohibited Skew Your Scorecard To Align With Your Brand

25 Choose Metrics Relevant To The Stakeholder I need high level KPIs that tell me how successful my programs are I need lots of operational data so I can manage operations Customer service executive Customer service manager 2015 Forrester Research, Inc. Reproduction Prohibited

26 Start With Your Business Outcomes Reduced operational costs Increased revenue Increased compliance Increased customer satisfaction 2015 Forrester Research, Inc. Reproduction Prohibited

27 Choose The KPIs That Map To Business Outcomes Reduced operational costs Increased agent productivity Increased revenue Increased compliance Increased customer satisfaction Number of cross and upsells Regulatory compliance fees NPS Customer effort score Customer service executive 2015 Forrester Research, Inc. Reproduction Prohibited

28 Align The Operational Measures To Business Outcomes Reduced operational costs Increased revenue Increased compliance Increased customer satisfaction Increased agent productivity Number of cross and upsells Regulatory compliance fees NPS Customer effort score AHT, ASA, shrinkage, turnover, schedule adherence Sale/agent Sale/product Non-compliant cases/agent or queue or channel Abandon rate, FCR, survey sat scores, social sentiment analysis Customer service manager 2015 Forrester Research, Inc. Reproduction Prohibited

29 2015 Forrester Research, Inc. Reproduction Prohibited Self Service Metrics Deserve The Same Attention As Contact Center Metrics

30 Thank you Kate Leggett VP and Principal

31 Care Everywhere Service by Microsoft Dynamics CRM Matt Kresch Director of Product Marketing, Microsoft Dynamics CRM

32 Amazing service means every interaction matters Happier 67% of consumers use web self service to find answers to their questions* agents are 2x more likely to deliver on customer satisfaction, net promoter and customer effort metrics** 90% of organizations say customer service matters* Only 30% of customers feel that they receive a great experience* Forrester Research* Ventana Research**

33 Balancing customer expectations with agility Customer Effortless Cross-channel Personal Proactive Brand Reputation Company Service agility Consistent Predictive Productive

34 Deliver exceptional experiences Earn loyalty Empower agents Stay agile

35 Microsoft Customer Engagement Solutions Customer engagement Personalized Proactive Predictive

36 Service by Microsoft Dynamics CRM Cross-Channel Service Personalized Minimize customer effort with targeted, relevant service Proactive Deflect service issues with the ability to recognize & anticipate Predictive Forecast service outcomes based on patterns & trends

37 EDUCATION SUPPORT ADD-ONS SERVICE Matt Kresch Microsoft Director, Product

38 Transforming Your Customer Service From Good to Great People Agents Call Center Operations VP of Customer Service IT / CIO / Director Business Applications Customers, Prospects, Suspects, Vendors Process Call Type Segmentation Application Unification & Alignment First Call Resolution (FCR) Average Handle Time (AHT) Agent Onboarding / Retention Knowledge Management / Self-Service Workforce Management Technology / Automation CRM Agent Desktop CTi / IVR Systems of Record Document Management Knowledgebase / Self-Service Portals Portals Chat Business Intelligence / Analytics Business Process Management Workforce Management: ELearning Voice Recording ISLANDS OF DATA REDUCTION COST REVENUE UPLIFT Pain Free Proactive Personalized Productive Baseline: Contact call centers can rarely measure AHT, CSAT, and other core KPIs at the Call Type and Agent Level- Most reporting comes out of the CTI Automation: Very expensive and time consuming, little predictable- repeatable processes in handling inquiries or how companies manage their customers. OPEX: Technology costs are expensive and difficult to manage, reporting is inaccurate and baselines are not in place. Revenue Uplift: Measuring CSAT scores and customer defection is difficult and bringing concepts like cross-sell and upsell into the center is challenging.

39 EDUCATION SUPPORT ADD-ONS SERVICE Questions! Thank You! Greg Moser PowerObjects Practice Director, Customer Care

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