Bridging the gap People build success. Analysis & Planning. Award Finalist Presentations Webhelp UK

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1 Bridging the gap People build success Analysis & Planning Award Finalist Presentations Webhelp UK Gold Gold Sponsor Sponsor Professional Planning Forum 2014

3 Solutions and Insight Solutions and Insight team Robust Business Intelligence and reporting Actionable Insight Solutions and Innovation 1 Transactional, contact centre Experience Centre 1 Partnership with our clients Drive Outcome based results for our clients Revenue Cost experience Advocacy Implement transformative solutions Develop co-created value with our clients Copyright All rights reserved

4 The High Level Insight Methodology 1 Multi-channel Touchpoints 2 Map Journeys 3 Design Integrated Multi-channel SMART Solutions 4 Deploy SMART Solutions 5 Deliver Value Outcomes Mail WEB Online Mobile Acquisition On-Boarding Voice Journey Design Demand Management REDUCE COST Phone In-Life Servicing Social Media In-store Queries & Complaints Social CRM Effort Score INCREASE REVENUE Up-sales / Cross-sales Collections WEB VID Web Self Service Chat Video & Text Touchpoint NPS Sales thru Service IMPROVE CUSTOMER EXPERIENCE Holistic Data Set Retentions Web Call Back Experience Analytics BUILD ADVOCACY 360 o View of the customer Closures Copyright All rights reserved 4

5 Telco Insight Case Study What we did 1 Discovery & insight We conducted a thorough mapping of contacts drivers & triggers, customer experience, repeat propensity, root cause analysis etc.. Deploying calltrack gave us an accurate picture of demand type and repeat propensity Linking calltrack results to other key data such as post call survey results, customer data, account information and transactional events such as billing and contract and device changes enable use to conduct trigger event & impact analysis We ran Discovery sessions with the frontline to gather extra insight into root cause and created a set overall prioritised recommendations for demand elimination 2 Operating Model Opportunities team We formed a joint change programme with Client A to manage the process of prioritising and executing demand reduction initiatives Data and insight analysts from Webhelp and Client A jointly prepare business cases for demand management initiatives Demand Warroom Webhelp and client have Project Managers assigned to delivering initiatives approved by the War-room 3 Execution Our Project Managers worked with our own Operations and key Client A stakeholders to deliver a portfolio of quick-wins and more complex initiatives Initiatives were managed on a portfolio basis ensuring early realisation of value to the client Copyright 2014 All rights reserved 5

6 Insight Methodology: The Early Life Solution Initial Analysis Deployment and Results Conducting event analysis, identified that contact propensity spiked significantly around a customer s highest bill received during their contract Combining data sets such as contact mix, repeat propensity, survey data (NPS, Res, Sat), supplemented with speech analytics determine the root causes of new customer contacts. Further analysis identified that in >80% of these cases the customer was either new or had just renewed their contract. Discovery sessions conducted to gain frontline advisor and customer feedback and perception on identified issues. Further analytics including Journey Mapping & Cohort analysis allowed us to build models identifying the impact on contact volume, customer experience and revenue of these new customer issues. This revealed that a customer contacting in early life had a 60% higher contact propensity and a 20% lesser tenure than customers who did not contact at this stage. Copyright 2014 All rights reserved 6

7 Insight Methodology: The Early Life Solution Discovery is a scientific methodology that enables us to rapidly understand the nature of issues and opportunities and design solutions The model office is run in collaboration with the client to ensure strategic alignment The model office is a fully operational environment capable of handling any channel Voice SMS SMS WWW Online Webchat Mobile Mail Videochat Social Copyright All rights reserved 7

8 Insight Methodology: The Early Life Solution An example of an early life customer journey map is given below. This customer journey was a key driver of contact volume and poor customer experience with a very high effort score. Solutions to tackle the issues identified were deployed and the results tracked and measured. Journey Example New Delivery Task Start (1 million s per Year) 4.3% Chance of 81% Chance of 62% Chance of 78% Chance of 45% Chance of 179% Chance of 32% Chance of Contact 1 buys product online. No delivery date is given at this stage. NPS : 62% Contact 2 chases delivery by . SLA 48 hours. This is too long, so NPS : 8% Contact 3 Calls. Given standard SLA response of 48 hours for delivery slot to be set. NPS : 24% Contact 4 checks online, after 24 hours. No info yet. However NPS : 24% Contact 5 webchat activates. Advisor cannot resolve as delivery date not yet set in system NPS : 4% Contact 6 After 48 hours customer calls. Advisor cannot see a date in system yet. Advises call back later. NPS : -10% Contact 7 calls back, often more than once. Eventually told by advisor item out of stock as system updates. NPS : -56% Contact 8 goes online and cancels order. Probability of repeat purchase: 5% NPS : -95% Annual Contact Count Voice Webchats 4342 Cancellations NPS of journey: -9% reaching low of -95% Copyright All rights reserved 8

9 Insight Methodology: The Early Life Solution Solution Design and Test Deployment and Results Presented Insight and a quantified set of proposals to client. Designed solution focusing on new contracts for both existing and new customers. Intervention team A specialist empowered team was proposed to handle customer calls based on Voice of the feedback and Insight. These calls were extended in length and would pre-empt likely customer queries and educate to eliminate future issues, reduce re-contacts and maximise customer experience. Process, product and policy improvement A programme of process, policy and product redesign implemented to maximise efficiency, reduce cost, increase revenue and increase customer experience and advocacy. 18pp increase in NPS 22% Reduction in New PTC 22% 10% Increase in Tenure 150% 10% Solutions included: i) Full redesign of delivery and returns process ii) Alterations to self serve and knowledge management including website, marketing and channels iii) iv) Policy change to new product design and release Redesign of tariff and Billing structure Copyright 2014 All rights reserved 9

10 Stage Difficulties - Collections Mapping customer collection rates, contacts, relapse to collections and NPS along all collection pathways, through combining over 20 data sets including call track, surveys, telephony, automation, CRM and billing platform data. This analysis required the creation of a large data base amalgamating disparate and often unstructured data. Identified good customer NPS and collections were not mutually exclusive Causal link between poor NPS, low collection rate, high repeats and poor SLAs Pro-active comms on caused unnecessary contacts, poor NPS, no impact on revenue collected Habitual promise to pay customers (5% of collection base) did not require telephony contact Webhelp s credit and collections team have moved Collections from being a low NPS (-11%) activity to the highest NPS line in the customer estate (average 33% 2013 to date). Cash per call has risen 29% and voice contact volume reduced by 45%. Propensity to contact for collections of customer base moves from to (Aug 2011 to June 2013). Copyright 2014 All rights reserved 10

11 Telco Case - The results Example initiatives delivered for Telco Client 30% Increase in NPS 5% reduction in voice channel contacts 20% reduction in repeat propensity 1.2 million call reduction per year 17pp increase in C-Sat >100% increase in added sales revenue 18pp increase in NPS 22% reduction in propensity to call of new customers 10% increase in customer tenure across 18 months 300% increase in added sales revenue Overall Progamme Results with Client A from June 2011 to date NPS increased by 13% points Propensity to call down from 2.3 to 1.8 calls per customer Average customer tenure up from 54 to 59.5 months in 1.5 years Significant reduction in voice demand (30m contacts per year to 23.5m) C-Sat increased by 17% points 150% On average 22% 6.5 Million 9% On average calls 21% On average Copyright 2014 All rights reserved 11

13 Bridging the gap People build success Strategy & Planning April Brighton #ppfconf Gold Gold Sponsor Sponsor Professional Planning Forum 2014