Powering Customer s to Effortless service. Project Apollo Operations Presentation - Edinburgh June 2012
Presenter – Bill Hopkins Bill Hopkins joined thetrainline.com in July 2002 and is the Operations Director • Previous positions include: VP customer care & billing at KPNQwest, Head of service centre development at Cable & Wireless Jamaica, Head of Planning and Forecasting o.tel.o communications Gmbh & co • 25 years’ experience in the customer management. • Over 19 years experience in network communications and internet start ups. 2
Increased Loyalty = Reduced Customer Effort Customer service role in mitigating disloyalty Mitigate disloyalty by reducing customer effort More Loyal Total Potential Impact 20% 95% 80% 5% Total Potential Low effort High effort Impact Experience Experience Less Loyal 3 Source: Cus9otmer Contact Council
How do you reduce customer effort Remove Reasons for contact Exertion Interpretation Required by the customer Made by the customer The number of steps and actions Customer’s subjective impression Understand Agents Enable required during the service of how the rep made them feel experience. focused on customer to your duiring the service expereince. outcome of serve customer contact themselves 34.6% 65.4% Of Total Impact Of Total Impact Drive Customer to the appropriate medium 4
Understand your customer Understanding your customers is at the heart of your success. Why do they contact us ? Understand the customer What they contact us about ? and use the What do they think of us ? information How do they contact us ? 5
Drive Customer to the appropriate medium Focus on delivering a strategy that reduces customer effort. Increases customer satisfaction and reduces operating costs High Cost to Serve Low Right First Time Key principles Proactive • Removing the need for contact Self Service – FAQ & Social delivers on the brand proposition • No contact means a lower effort Online Chat • Lower effort delivers higher Telephone – sales and service satisfaction • Higher satisfaction delivers higher Email loyalty Post High Customer Effort Low
Remove Reasons for contact An example of removing the need for contact Fraud Loss as % of Revenue Bank Accept Rates Jan-09 Mar-09 May-09 Jul-09 Sep-09 Nov-09 Jan-10 Mar-10 May-10 Jul-10 Sep-10 Nov-10 Jan-11 Mar-11 May-11 Jul-11 Sep-11 Nov-11 Jan-12 TTL FTS % Average HSBC CNP Merchant TTL % Average HSBC Merchant Linear (TTL %) Fraud as % of sales Bank Accept rates significantly above significantly below HSBC average HSBC 7
By recognising the importance of eHelp to the online And ensured a seamless transition between channels by Through the development of eHelp widgets we have been experience we have created a self help environment that optimising help through your mobile device able to embed help into key ‘action’ pages mirrors and enhances the look, feel and use of the eCommerce site
Enable customer to serve themselves Improving self service key to our success • Channel migration has been key Customer Contact Split by to the successful delivery of our Channel - FY13 CX strategy. Twitter Chat Email 1% • Understand the channels in 1% 2% operation • Identify the best channel to Voice 15% achieve resolution • Maximise capabilities of each channel FAQ Views • eHelp increased from 56% to 81% 81% • Voice reduced from 36% to 15% • Social now larger than Chat 9
Agents focused on outcome of contact Agents are trained and incentivised to solve the problem. Customer Experience • UK Quality team sign off all agents Name: Activity: 100.0% Reference: Score: Date: Coach • Weekly joint calibrations to share best Agent Tenure: NPS Score Scenario Customer contacted TTL to ask for help in changing their single for a return ticket. practice between High Performer? 40 Section 1 Solving the Problem Applicable – Provided the best solution/explanation (Made full use of CSG's) UK Quality team 1.1 Yes Yes Satisfied the customer with solution 1.2 Yes Yes Added value to experience/exceeded customer's expectations 1.3 Yes Yes – UK agents The CSR did everything they could to assist the customer 1.4 Yes Yes The CSR completely answered all of the customer's questions/requests 1.5 Yes Yes – Solution means customer will not have to contact TTL again with a similar issue Sitel Quality team 1.6 Yes Yes Comments: – Sitel agents 30 Section 2 Customer Effort The CSR listened to the customer's needs • 2.1 Yes Yes New Quality Form The CSR understood the customer's needs 2.2 Yes Yes The CSR communicated clearly 2.3 Yes Yes The CSR came across as confident 2.4 Yes Yes • Focus on the customer. Main drivers:- The CSR took the appropriate amount of time to resolve the customer's needs/Maintained control 2.5 Yes Yes The CSR made the customer feel that their time was important 2.6 Yes Yes ? – Comments: 40% of the marks available are 20 Section 3 Relationship dedicated to solving the problem The service given was personal 3.1 Yes Yes The CSR was engaging/engaged 3.2 Yes Yes – The CSR showed understanding of the customer's query 30% to minimising the customer effort 3.3 Yes Yes The CSR understood the customer's emotional state 3.4 Yes Yes – 20% to building relationships with The service left a positive impression of TTL 3.5 Yes Yes Comments: customers 10 Section 4 Required Actions Completed Yes 4.1 Protected customer's personal/ private information (Adhered to DPA rules) Yes – 10% for completing the required actions Yes 4.2 Complied with all regulatory behaviours/Adequate confirmations/Adequate disclosures Yes Yes 4.3 CSG Breach Yes during, or following the contact. All system notes updated clearly Yes 4.4 Yes All agreed actions completed/1st call resolution Yes 4.5 Yes Reasons for follow up contact appropriate Yes 4.6 No • All MI completed accurately All UK agents CORAC accredited. Yes 4.7 Yes Feedback passed on appropriately (agents and processes) Yes 4.8 No Comments: • All Agents to be CORAC accredited by mid Opportunities for Change (OfC) July CSR Comments Coach Signature CSR Signature
Effective Strategy and Implementation deliver results Reduced Contacts per 1,000 over 4 years Contacts Per 1,000 Transactions - thetrainline.com CPT Period Total Offered Linear (Total Offered) • Focus on customer reasons for contact • Development of on and offline customer support solutions • Integrating the ‘Voice of the Customer’ 11
Effective Strategy and Implementation deliver results Increased Net Promoter Score over 3 years Net Promoter Score - 3 year trend NPS % Linear (NPS %) • Re-engineering agent metrics to focus on providing excellent customer support • Centralised quality operations • Removing the need for customers to contact us – delivering on the brand proposition 12
P1001 Effective Strategy and Implementation deliver results P1002 P1003 P1004 P1005 P1006 P1007 P1008 P1009 P1010 P1011 P1012 Costs in 1213 v those in 1001 Cost per Transaction – 3 year trend P1013 P1101 P1102 P1103 P1104 CPT P1105 P1106 P1107 Linear (CPT) P1108 P1109 P1110 P1111 P1112 P1113 P1201 P1202 P1203 P1204 P1205 P1206 P1207 P1208 P1209 P1210 P1211 P1212 13 P1213
Key to success = business working together towards same goals Leadership and FrontLine Support team Staff • Management • trainers/ Coaches • Quality • Team Leaders Low customer effort Internal Business Partners • web team • Marketing • Product mgt • IT 14
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