2014 Credit Union Call Center Conference Survey Results

Transcription

1 2014 Credit Union Call Center Conference Survey Results Presented by: KIVA Group, Inc. 40 South River Road, Unit 57 Bedford, NH December 1, 2014

2 Page 2 of 7 Introduction The role of the call center continues to evolve to more of a communication center, to address the organizational need for a unified channel approach to member service delivery. Having a broad ability to support both inbound and outbound communications is becoming increasingly important as self-service channel activity limits the opportunity to know the member. Agents are expected to support an increasing number of products and channels. As live contacts become increasingly rare, the importance of delivering a great member experience and maximizing the personal interaction becomes critically important. The following information was compiled from a survey conducted by KIVA Group at the 2014 Credit Union Call Center Conference. While this information is not presented as a scientifically valid survey, it does reflect questions that were being broadly considered by the participants and responses from credit unions ranging in asset size from $91,000,000 to $3,200,000,000, and currently having between zero and 75 call center agents. KIVA Group, Inc. has taken the liberty to present some contextual detail and offer some insights on the nature of the responses provided.

3 Page 3 of 7 Q1. What channels are supported in your call center? On the basis of this survey s responses, the call center has clearly become a communication center. Agents are expected to support an increasing number of products and channels, making the role more complex. Outbound activity for phone, and web chat have all increased measurably in the past year. Support for social media a year or two back was in the hands of marketing and had little involvement of the call center team, but that is clearly changing. In addition, the use of video sessions to support member transactions and service has been a frequent response when discussing other channels supported by the call center. This trend increases the need for blended queues where interactions can be managed across teams where individuals have the skills and ability to support multiple interaction channels and diverse topics. Q1. What channels are supported in your call center? Inbound Calling Inbound Outbound IVR Telebanking US Mail Response Web Chat Outbound Calling Social Media IVR Opt-out Other Automated Calling Mobile Chat Mobile Call Back 15% 15% 13% 9% 32% 38% 55% 53% 53% 62% 66% 100% 98% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Q2. How many data sources/systems do your agents access for member service delivery? The number of systems that agents are required to navigate remains high, at an average of nearly 9 systems. The average number of systems being used to support members falls in line with research we have seen from industry analysts. Clearly, the time and complexity of navigation not only slows down the service and selling process, but negatively impacts the experience for both members and staff. Further, it complicates and elongates the staff training process.

4 Page 4 of 7 Q3. Do your agents have incentive plans? If so, for what objectives? The call center s involvement in selling as an extension of servicing member requests has doubled in the past 2 years. Sales activity continues to grow rapidly and incentive plans are playing a part in providing the direction as well as a reward for attaining goals and quotas. Although the data shows that both service and sales goals have incentive programs, referrals continue to be the single largest incentivebased item. As self-service channel support is increasingly delivered from the call center rather than the branch, the call center needs to be positioned and engaged to capitalize on live interactions that reveal genuine needs and allow for the ad hoc delivery of product information to support member decisions on personalized, relevant product offerings. Q3. Do your agents have incentive plans? 5.7% 22.6% 71.7% Q3. If so, for what objectives? Referrals 74% Sales Goals/Quotas 68% Service Goals 61% Efficiency 42% Other 8% 0% 20% 40% 60% 80%

5 Page 5 of 7 Q4. Do you screen-pop member profiles? If so, do they include non-core data? Include interaction history? Include other information? Screen pops with real-time member profiles help to streamline the delivery of member service and provide insights on opportunities to expand the relationship. Popping member profiles facilitates a know your member strategy which is key to delivering a great member experience. Enabling agents to see interaction history helps to avoid the painful event of having to ask the member to provide information and background details that have already been provided in a previous contact. Q4. Do you screen-pop member profiles? Q4. If so, do they include non-core data? 9% 60% 56% 74% 17% 50% 40% 30% 20% 10% 44% 0% 60% 50% 40% 30% 20% 10% 0% Q5. If so, do they include Interaction History 56% 33%

6 Page 6 of 7 Q5. Do you pop personalized offers to individual members? Popping personalized offers has yet to be widely adopted because existing systems likely do not provide this capability. In the past two years, there are identical results, where 64% of respondents said they do not offer personalized offers. This is an untapped well of possibilities. Offers that are intelligent and relevant to a member s true needs experience a much higher acceptance rate than global offers. In this highly competitive financial marketplace, your best prospects are existing members, which also brings the opportunity to deepen existing relationships. While sales goals are increasing, the ability to target specific offers to an individual member becomes a requirement rather than a nice to have. Q5. Do you pop personalized offers to individual members? 8% 64% 28% Q6. Do you integrate CRM into the member service flow or interaction? If so, how? CRM as a concept has a spotty history. Many early initiatives failed to meet expectations. Projects suffered from being poorly conceived and/or poorly executed. Today, strategies that use a member s relationship information, from all sources, to support the delivery of meaningful service and relevant sales insights are succeeding. The focus is shifting to supporting a great experience with each interaction, not simply executing a data-driven strategy to make a next best product recommendation. Providing consistent, exceptional service experiences increases the likelihood of engaging the member in exploring additional products and services. With a properly executed CRM strategy implemented in the communication center, the results are rewarding to both members and the organization. Q6. Do you integrate CRM into the member service flow or interaction? 6% Q6. If so How? Manually 34% 39% Automated Process Both 55% 44%

7 Page 7 of 7 Q7. Do you track First Contact Resolution? If so, how? First contact resolution continues to be a primary goal of improving the member experience; however few institutions are tracking and measuring this activity. The basic concept is that members expect a quick and accurate response to their question or issue the first time they contact the organization. Being able to do so is a hallmark of a great consumer organization. It suggests the organization has the right information accessible, the systems to provide access and a staff that is focused on service delivery. Tracking is obviously not mandatory but as is often said what gets measured gets done. Q7. Do you track FCR? Q7. If so, how? 9% 74% 17% 78% Automated Manual Both About KIVA Group KIVA Group is a global provider of unified customer interaction and experience management software that helps financial institutions to integrate and optimize their multiple delivery channels to achieve sales success through exceptional service. The company s Respect technology platform and suite of applications are enabling institutions worldwide to connect the customer, product and services information they need to create a more satisfying experience with each interaction. These call center, IVR, teller, branch, internet, marketing and sales software products can be implemented as point solutions or as part of a strategic initiative to completely unify the enterprise.