Customer Experience at Stericycle

Transcription

1 Click to edit Master title style Customer Experience at Stericycle Dale Parchois VP Customer Experience, Stericycle USA

2

3 Stericycle Overview SRCL Stock Price 10 yr period Focused on: Protecting People. Reducing Risk. Founded in 1989 in response to Medical Waste Tracking Act of 1988 Publicly traded company since 1996 Steady, strong growth

4 Stericycle Locations Over 5,000 team members in six countries Approximately 400,000 customers globally

5 Our Business Lines Regulated Medical Waste Services Stericycle Sharps Management Services OSHA Compliance and Training Return Management Services Patient Communication Services

6 Regulated Medical Waste Services Industry leader in the collection, transport, treatment and disposal of medical and biohazardous waste Business to business Large and small quantity customers: hospitals and manufacturers; medical offices, labs Promoting a safer workplace Extensive compliance/safety training - blood-borne pathogens Providing recall, return, retrieval and communication services for pharmaceutical, medical device and consumer product markets

7 US Customer Service Organization Main Contact Center: Northbrook, IL 10 remote contact centers across the country

8 Customer Experience Call Routing Stericycle??? Multiple toll-free numbers Frequent customer misdirects and transfers CUSTOMER INTERACTION GRID CAS x 8747 Gov't x LQ x 8371 Type of Request SQ CS MQ Acct Rep SQ CS Dialysis Rep SQ CS Drug Disposal SQ CS Nat'l Acct Rep SQ CS LQ SQ CS Gov't SQ CS 3rd Pty New Site or Service Leads (Live Call) X X Sales Lead Q X X Sales Lead Q X New Site or Service Leads (Non Live) X X Sales Lead Q X X Sales Lead Q X Change Tax Exempt Status X X X X X X X Credits/Re-bills X X Normal Issues PI Rollback-to A.R. X X X X Profile Changes (address, etc.) X X X X X X X Fax Contract Copy X Acct Retn. Acct Retn. X X X X Fax Insurance Certificate (Marsh) X X X X X X X Fax Invoices X X X X X X X For the top 30 customer inquiries Fax Manifests X X X X X X X Fax Payment History X X X X X X X Fax Calendar X X X X X X X Fax Trans Cert/License X X X X X X X Fax Weight No Report technology or customer X X there were 240 X transfer possibilities X X X X Frequency Increase X X Sales Lead Q X X X X Frequency Decrease X X SFDC Q-see notes X X X X Discuss State service Regulations representative X tools X X X X X X Invoice Questions X X X X X X X Manifest Archive Set-up/Questions X X X X X X X Order Products X X X X X X X Inquire About Next Pick-up X X X X X X X Cancel Account (Live Call) X Where X were IB Retn. we? X X X X Cancel Account (Non Live) X X OB Retn. X X X X Pricing Questions X X Acct Retn. X X X X Schedule/Cancel Pick-up X X X X X X X Program Level Upgrades X X Sales Lead Q X X X X Program Level Downgrades X X Acct Retn. X X X X Take CC Payment X X X X X X X Request Trans Supplies X X X X X X X Transfer Misapplied Payments X X X X X X X Purchase Order Changes X X X X X X X CAS x 8747 Rene x 6568 Drug Disposal LQ x 8371 The Acct Rep's name can be found by searching for the affiliation code or account number on the "MQ Account" list on the SFDC home page. The CAS (Corporate Accounts Services) team can be reached at ext Cases should be sent directly to the acct rep if you aren't sending a live call, otherwise send the case to the person who took your call Rene Gaunaurd is the Dialysis Account Rep Drug Disposal Program(Pharma Waste Accounts). Requests to Cancel: Live Calls should be warm transferred to the IB Retention Group w/ a case. (x8190) Non-Live s, Voic s, Postage Mail or Faxes, should be directed to the OB Retention Queue w/ a case. Frequency Decreases: Send a case to "Pharma Frequency Changes" queue in SFDC and notify customer someone will contact them within hours. Frequency Increases: Go to Inbound Sales The Account Rep's name can be located by searching for the affiliation code on the "Master Group Affiliation List" on the SFDC home page. The CAS (Corporate Accounts Services) team can be reached at extension % of US consumers form their image of a company based on their experience using the company s call center Calls can be warm transferred to LQ CS at extension If the customer does not wish to hold cases can be sent to the LQ/MAE Support queue. Purdue University Government accounts will have an account warning in SFDC. The government team can be reached at extension If no one is available cases can be sent to the "CS- 8

9 Where were we Technology (circa 2009) Avaya ACD SalesForce.com CSR Front End Other Legacy Systems

10 Where were we? Impact Loyalty Problem Resolution % Loyal All Respondents n =1167 No Problem Reported n = 1020 Problem Reported n = 147 Problem Reported n = 143 Problem Handling Receives High Rating of 7 to 10 n = 95 Problem Handling Receives Low Rating of 1 to 6 n = 48 64% 23% 10% 4% 67% 22% 9% 3% 46% 27% 16% 11% 61% 28% 11% 1% 16% 24% 29% 30% 10

11 Where were we? Back office challenges We have a growing backlog of customer requests. What can we do? Why is the back office such a bottleneck to our business growth? Why do I need supervisors manually re-prioritizing tasks? How can I measure the performance of the back office?

12 Service Model Phases Recommendation Service Tools Optimize Outcomes Reduce Costs Customer Service Capability Model Starting Point 09 Performing Phase Integrated Customer Service Groups 2. Standard Work 3. Core CS Tools/Technology: Computer Telephony Integration Siloed Channels ACD Reporting WFM Separate Operations Intelligent Routing Multiple Non-integrated Training Curriculum Apps CS Dashboard OJT IWD No Industry Tools Improve Operations Optimizing Phase Optimized Agent Create New Customer Channels Develop Self Service Integrate Applications Build Knowledge Tools Voice Recognition Data Mining Improve Customer Experience

13 Customer Service Overhaul Vendor selection started in Q SaaS alternative discarded early in the process Genesys and Aria won the bid: iwd Project duration: June to December 2010

14 Our Approach Complete technological overhaul of the Contact Center Intelligent call routing Work Force Management QA tools (100% recording) and post interaction survey CTI iwd Integration between the solution and our current CRM tools (SalesForce) - Aria s CIMplicity Desktop

15 Customer Experience What s Different Daily Customer Service C O M P L E T E Establish CE Team Develop Training/Standard Work Intelligent Routing CTI/IWD Quality Monitoring and Call Recording Workforce Management Reporting CS Department - customer hub established merge SQ, MQ, LQ, CAC, Contract Performance based curriculum/certification developed Standard work processes identified First Call Resolution workflow Routes calls and cases based on customer data and skill Enables population of customer data (screen pop) Allows recording of 100% calls/and data input Use in coaching & quality improvement, follow up Enables customer surveys - immediate response Matches staffing to call arrival patterns/models resource needs Allows fully automated scheduling for staff Provides real-time adherence and monitoring CS Dashboard productivity, call sat, quality, FCR

16 Genesys iwd - Key Capabilities Capture Calculate Distribute Manage Report Captures tasks from multiple sources process, channel Out-of-the-box adapters for quick integration Adapters are bi-directional not a fire and forget Define business SLAs using business rules Intuitive user interface Automatically monitors tasks Leverages Genesys skills Proactive assignment to right resource (push or pull) Manage across groups or locations Skills of back office team members Performance of individuals, groups and teams Task backlog for workforce planning Provides insights into business performance Statistics can be used in Genesys CCPulse+, or existing 3rd party BI tools Compare against KPIs defined by business users

17 Intelligent Work Distribution Engine Case Voice Customer Work Flow iwd Process Phone Agent Waiting Call Pop with Customer Information Agent Creates Case Business Rules Applied Back Office Agent Waiting Case Pop Customer Information Complete Case or Send to iwd for Next Phase

18 One of our Processes iwd Trigger SFDC Process

19 iwd Leverage iwd with SFDC capabilities Incoming s Incoming Web requests Provides offline work control and visibility sent Arrives in SFDC Case is created automatically and sent immediately to iwd Case (with attached) pops on agents screens

20 The 2009 work allocation model CRM, BPM, applications... Incoming requests Work bins Workforce Process Process Cherry-picking

21 intelligent Workload Distribution CRM, BPM, applications... Incoming requests Global Task List Virtual Workforce Workforce Process Process Optimized Allocation Departments Enterprise

22 intelligent Workload Distribution CRM, BPM, applications... Incoming requests Global Task List Virtual Workforce Process Process Optimized Priority Routing Allocation Enterprise

23 CLI Trend 3 yr. Overall Evaluation Customer Service Statistically Significant Improvement at the.05 level of confidence 50.0 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q

24 Overall Customer Loyalty Index Speed to Resolve Issue Rep Professional Improvements Achieved (basis points) CLI Results +440 Overall Customer Service CLI Results +530 Understands Your Problem 4/18/ Rep Knowledge +530 Rep Follow Through

25 Improve Customer Click Experience edit Master title style Process Enablers Create Service Culture Customer 1 st Improve Customer Loyalty Survey/Action Plan Establish Service Recovery Service Miss/Root Cause Improve Problem Resolution Reporting/Targeting

26 Case Process Establish targets by case type Report and drive turn around time improvement LOYALTY OUTCOMES Case avg. days pending reduced 14 days Percent in range improved 300 basis points Service 80 Recovery Loyalty Value Overall Continue Recommend ACTION PLANNING BEGAN Identify and scope issue Rapid customer 44 response 49 with 40 Cross Functional Team 0 Root cause analysis and solution implementation Problem Resolution Enabling Processes Starting Point May Pending Cases Monthly Results percentage in/out target time range Loyalty Sept 11 Action Planning 73 Review of detailed CSAT results by region, function Reporting of trends and customer verbatims Quarterly action plans Statistically significant May Avg. June Avg. July Avg. Aug Avg. Sept Avg Improvement: Loyalty Customer Service Out of Range % In Range %

27 Drive culture throughout: Click to edit Master title style Roll Out ericycle/31223/ / 27

28 Lessons Learned Stable processes pre-implementation Change management process Company-wide effort Drive culture Effective Partner: -- reliable, flexible, collaborative, knowledgeable multiple software systems

29 Partnership IN THE BOAT In the boat

30 Discussion, Questions?