Service Excellence Cockpit Report 2015

Transcription

1 Service Excellence Cockpit Report

2 Authors Rémon Elsten Daniel Stiefel Cyril Mugglin Contact Crystal Benchmark AG Gessnerallee 38a 8001 Zürich Telephone:

3 Service Excellence Cockpit The Service Excellence Cockpit is an online benchmarking solution to capture, display and compare the established state-of-the-art KPIs in customer service and provides management with an effective instrument for planning, managing and controlling their customer service. Challenges More customer interactions Increasing amount of touchpoints No established key performance indicators (KPIs) Increasing complexity Solution Service Excellence Cockpit, the answer to the increasing complexity of managing customer interactions in customer service The Service Excellence Cockpit is an online benchmarking solution to capture, display and compare the established state-of-the-art KPIs in customer service and provides management with an instrument for planning, operational management and controlling. We make customer service measurable and comparable! Figure 1: Challenges and goals of Service Excellence Cockpit Added Value With the Service Excellence Cockpit you will get a management tool that supports you to make your customer service measurable and comparable, to identify areas for improvement to present Management objective arguments for budget and project planning Already by participating in the survey you benefit a lot, as you get: a check with the strategic state-of-the-art KPI s compared to your current set of KPI's a documentation (PDF report) of your current performance based on the established KPI's (based on the European Norm EN 15838) first feedback on the status of your service operation the management summary of the market report the option to upgrade for the benchmarking product in the Service Excellence Cockpit

4 You will enjoy full benefit once you obtain the benchmarking product: an objective mirror of your own service operation compared to the market and to relevant peers, documentation of your performance towards your clients, suppliers and your management, input for your improvement processes. It may help to answer questions such as: Where is room for improvement and how can it be exploit? How to improve customer satisfaction / How to improve employee satisfaction? In which way do we need to design our services and processes to improve the service center? In which areas do we need to invest in order to improve the quality and competitiveness of the organization? The use of Service Excellence Cockpit as a strategic management tool Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Participation in survey QM Report Analysis and comparison of data in cockpit Budget & project planning Analyse own service center operation in comparison to relevant peer groups Identify area s for improvement Download or copy comparison charts as input for internal budget & project proposals Define what strategic goal will be supported with the project Present management the proposal with comparison charts as objective arguments Figure 2: Integrating results of Service Excellence Cockpit in the yearly project planning and budget phase

5 Content and functions of Service Excellence Cockpit Service Excellence Cockpit covers below topics, based on the European Norm EN 15838: process / technology, efficiency, quality, employees, clients. In addition there is a general chapter. General Quality KPIs for location, languages, type of service, office hours and aims KPIs for certificates, process und quality management Processes / Technology KPIs for used channels for each process, with volumes. Toolsupport for staff scheduling and load balancing, IVR, language recognition etc. Employee KPIs on the number and structure of employees, employment contract, salary, recruitment, education, development, fluctuation, employee assessment and employee satisfaction Efficiency Clients KPIs for Service Level, First Contact Resolution, use of Self Service, costs and outsourcing KPIs for customer satisfaction and complaint management Figure 3: Strategic state of the art set of KPI s Capture the data: You can capture the KPI's of your company in a user friendly way, The interface is intuitive. To support filling out the survey, you can choose to display the values of the previous year, if available. While clicking through the survey some first useful results will be calculated and displayed. The data is kept strictly confidential. Market- and peerdata are presented in such a way that single companies can not be traced. Display and Analysis: The KPI's of your company are presented compared against overall market data and selected peer groups. Herewith you receive consistent benchmarks and standards. Furthermore you see at a glance, how your service center is positioned versus the market and competitors. The Service Excellence Cockpit provides you interesting comparisons of your KPI s: with the overall market with defined peer-groups (industry, size, country, type of business, amount of contacts, level of outsourcing) across multiple years Simulations: Service Excellence Cockpit enables you to compile revealing simulations with relevant KPIs. For instance you can define a target and simulate how to get there.

6 Summary Companies differentiate themselves with exceptional services from the competition. However, it is challenging to design the interactions between customer and company in a way that the customer is satisfied at the end with the services. As shown by the Service Excellence Cockpit, general criteria, processes, efficiency, quality and employees of Service Centers are playing a decisive role. This year's report is based on information provided by 120 service centers in Switzerland, Germany, Austria, Luxembourg and Poland and includes the following sectors: 9% 3% Bank/Finance 7% 33% Insurance Telecommunication 9% Energy Retail Media/Communication Contact Center Services 12% Manufacturing others 7% 3% 17% Figure 4: Breakdown of survey participants (n=120) The most leading findings are the following:

7 Customer satisfaction is still central, but increases the importance of efficiency, measured among others on the basis of the First Contact Resolution Rate As before, Service Centers would like to increase their customer satisfaction as well as their quality. In addition, there is a tendency to focus more on efficiency. Today, 70% of the service centers offer their customers extended service hours. The "First contact resolution rate (FCR)" has increased compared to last year in all communication channels. Here it should be noted that the definition and measurability of FCR continues to pose a challenge because the data are not often present in the desired form. Telephone 67% 82% Letter Fax 54% 57% 55% 83% 84% 86% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Figure 5: First Contact Resolution per channel, Peer Group Switzerland / total market, Multi-year comparison 2014 and 2015

8 Online channels and especially chats are becoming more important for communication with customers The results continue to show a clear trend towards the offer of online channels. Service Centers continue to provide the majority of , letter, phone, fax and web form; However, two-thirds are planning to introduce the media chat. Interestingly, fewer customers use the chat for complaints, but more often for orders and administrative concerns. The support in the processing of requests through these channels has potential. CRM systems or ticketing tools are used only occasionally. Figure 6: Screen shot - Which channels are you planning to offer customers, Overall Market, Multi-year comparison 2014 and 2015

9 Customers want to be served quickly Self-Services are an expression of the rising expectations of many customers: they expect a permanent availability, rapid response to service requests, and independent execution of activities. More than twothirds of the companies are setting to self-service, with the aim to increase customer satisfaction by reduced waiting times. Compared to last year, the proportion of service centers who offer web forms, customer portals or similar apps, increased. Customer portal Web Forms Chat with Avatar Automated Speech Recognition (ASR) Customer community Interactive Voice Response (IVR) SMS/MMS App Figure 7: Use of Self-Services, Overall market 2015

10 Quality for customers The service centers are located at the interface to the customer and are often not able to take care of all concerns. Requests which are passed on to other departments are monitored through automated systems by more than 50% of the service centers. Moreover, in comparison with the previous year there is a significant widespread of the application of the standard EN15838 and therefor the wish to be certified accordingly is increasing significantly among the Service Centers. Automated systems 68% Manuel systems 53% No system support 15% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Figure 8: Systems to monitor the status of the forwarded concerns (multiple selection possible), Overall market 2015

11 Employees are satisfied The direct relationship between customer and employee satisfaction has been proven. Thus, the Service Center pay particular attention to satisfied employees. Compared to last year the employee satisfaction has increased slightly and is now at a high level. Interestingly, less than half of the Service Centers are using professional service center workforce management tools. An important component of the employee satisfaction is a good basic education and ongoing further training. The service centers have evaluated the professional development of its employees compared to the previous year significantly more important and invest accordingly. On average, 34 days for the initial training and 9 days per year for ensuring the continuing training of service center employees are used. The fact that the employees in the service center are highly qualified, is demonstrated by the fact that two-thirds are bilingual or trilingual. Initial training Ongoing education 4 7 Coaching Switzerland Overall market Figure 9: Number of days training, Peer Group Switzerland / Overall market 2015 Customers are satisfied Customer satisfaction is an important corporate objective and differentiator over the competition. 58 percent of the service centers indicate that their customers are satisfied. This value corresponds to the previous year. The customer satisfaction survey is a continuous improvement process, the aim is to achieve in a second step, an increased customer loyalty. This also means to solve customer complaints on time. Compared with last year, Service Centers are increasingly fixing their response time. This ensures reliability. Yes 75% No 17% Planned to measure 5% Not measuring anymore 3% Figure 10: Measuring customer satisfaction (display tabular form), Overall market 2015