JOURNEY MANAGEMENT IN THE CONTACT CENTER: THE PATH TO SUPERIOR SERVICE EXPERIENCES April 28, 2015
SPEAKERS Omer Minkara John Cray Research Director, VP of Product Contact Center & Customer Management Experience Management @cray_john @omer_aberdeen Follow the conversation on Twitter: #custjourney 2
THE BUSINESS BENEFITS OF JOURNEY MANAGEMENT IN THE CONTACT CENTER +27.4% Improvement in positive social ‘buzz’ +18.7% Increase in cross-sell / up-sell revenue +12.6% Improvement in first contact resolution rates 3
$1.56 MILLION 4
TODAY’S AGENDA: -What is journey management? -How to use journey management to maximize omni-channel results? -Steps to reduce customer effort through self- service -How to enable contact center agents with timely and relevant insights -Real-life examples -Q&A 5
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KEY LEARNINGS • Enterprise contact centers are focused on balancing customer experience objectives with operational goals • Journey management complements omni-channel activities by adding structure and purpose • Know your customers, and use the related insights to minimize their effort while adding value during each interaction • Don’t manage self -service in a siloed fashion; integrate it within your omni-channel activities • It’s the agent experience that directly impacts customer experiences; empower your agents with the right tools to manage buyer journeys 7
UNDERSTANDING WHAT IT TAKES TO ACHIEVE SUCCESS P A C E What you need to do to Best-in-Class become Best-in-Class: What processes you should have in place Industry What you need to measure Average Organizational changes you might want to make Data / Knowledge management considerations Laggard Technologies you should evaluate 8
CUSTOMER CARE EXECUTIVE’S AGENDA Enterprise Contact All Contact Top Goals (n=407) Centers (>50 Centers seats) Improve customer experience 91% 92% results and consistency Reduce customer effort for issue 78% 82% resolution Improve brand loyalty 74% 71% Increase agent performance / 72% 83% productivity Streamline contact center 67% 81% operational activities 9
JOURNEY MANAGEMENT: WHAT? WHY?
FOR CUSTOMERS Journey management refers to organizations providing them with the tools and information needed to make educated buying and loyalty decisions. Interactions across different Image credit: BusinessNewsDaily journeys are tailored to meet the evolving needs of buyers via interactions across different channels. 11
FOR AGENTS Journey management refers to agents using data captured across multiple touch-points to orchestrate future interactions. The goal of these activities is to lead conversations towards Image credit: B2C Community desired outcomes, including raising awareness of a product, making a sale or earning positive referral business. 12
WHY DO YOU NEED JOURNEY MANAGEMENT? 30% 27.4% Companies with a Customer Journey Management Program 25% 21.1% All Others 18.6% 20% 14.1% 15% 13.1% 12.6% 10.4% 9.7% 10% 5.9% 4.7% 5% 3.9% 3.2% 0% Number of Cross-sell and Customer win- Improvement in First contact Improvement in positive up-sell revenue back rate average handle resolution average response mentions time time to customer through social requests Percent of respondents, n=91 media channels Source: Aberdeen G roup, February 2015 13
THE ROLE OF JOURNEY MANAGEMENT IN CUSTOMER CARE EXECUTIVE’S AGENDA Improve customer experience results & consistency Reduce customer effort for issue resolution Improve brand loyalty Image credit: JourneyElgin Increase agent performance & productivity Streamline contact center operational activities 14
JOURNEY MANAGEMENT: HOW?
100% Multi-Channel is the New Normal. On average, companies use 4 Of companies are using multiple channels through the channels (at least two) to interact with lifecycle of customer customers interactions. 16
WHO ARE THE BEST-IN-CLASS? Best-in-Class All Others Customer 82% 63% retention rate Year-over-year 60.2% 5.0% change in annual company revenue 17
WHO ARE THE BEST-IN-CLASS? (CONT.D) Best-in-Class All Others Year-over-year improvement 23.8% 1.6% (decrease) in response time to customer requests Year-over-year 23.6% -2.7% improvement in average customer profit margin 18
Omni-Channel CEM refers to organizations’ use of multiple channels and devices to interact with customers in a context-aware manner. 19
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OMNI-CHANNEL HELPS FIRMS GROW REVENUE & CREATE HAPPY CUSTOMERS 14.6% Omni-Channel C ontact C enters 15% 13.0% Multi-Channel Contact Centers 11.8% 11.8% ear-over-year percent change 12% Non Multi-C hannel Contact Centers 9.2% 9.0% 8.5% 9% 6.6% 5.8% 5.1% 6% 4.2% 3.3% 3% 1.2% 0% Y -2.3% -3% -2.4% Annual company Customer retention First contact Improvement in Agent utilization n=396 revenue resolution rates number of customer rate complaints Source: Aberdeen G roup, November 2014 21
OMNI-CHANNEL IS TABLE STAKES TO BECOME BEST-IN-CLASS 95% 100% Best in Class 90% All Others 80% 70% 56% 60% 47% 47% 50% 42% 35% 40% 31% 28% 30% 20% 10% Deliver consistent V isibility on Optimize product Create models of customer messages customers' concurrent bundles and offer customer buying through multiple use of channels for times based on behavior processes to channels multi-modal historical and real- map customer interactions time customer data journeys Percent of respondents, n=91 Source: Aberdeen G roup, February 2015 22
HOW TO MANAGE CUSTOMER EFFORT THROUGH DIFFERENT JOURNEYS
BUILD CONTEXT INTO PREVIOUS INTERACTIONS TO GAUGE & MANAGE EFFORT 74% 80% 74% Best in Class All Others 56% 60% 47% 39% 40% 21% 20% 0% Collect customer feedback Centralized repository of product Integrate internal account data through multiple channels and service information with external data to enrich customer profiles Percent of respondents, n=91 Source: Aberdeen G roup, February 2015 24
TAILOR EACH CONVERSATION BASED ON CUSTOMER NEEDS 95% 100% Best in Class 90% All Others 80% 70% 56% 60% 47% 47% 50% 42% 35% 40% 31% 28% 30% 20% 10% Deliver consistent V isibility on Optimize product Create models of customer messages customers' concurrent bundles and offer customer buying through multiple use of channels for times based on behavior processes to channels multi-modal historical and real- map customer interactions time customer data journeys Percent of respondents, n=91 Source: Aberdeen G roup, February 2015 25
62 Self-Service: Customers want more of % it. • 91% of contact centers plan to incorporate self-service as part of their business activities over the next 12 of enterprise contact centers currently have months. a self-service portal 26
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SELF-SERVICE SUPPORTS BUSINESS GROWTH Companies delivering self-service through corporate website 6.0% 6% All Others 4.9% Year-over-year percent change 4.1% 4% 3.5% 2.3% 1.9% 2% 0.2% 0% -1.0% -2% Customer retention Number of positive Number of quality Average revenue per n=305 SLA’s met mentions through contact social media channels Source: Aberdeen Group, April 2014 28
COMPANIES HAVE A WEALTH OF OPTIONS WHEN PROVIDING SELF-SERVICE Current Adoption (n=305) Self-Service Users FAQs 84% Keyword search box 70% Downloadable manuals, drivers, etc 66% Customer-specific portal with product and service 62% information Educational videos 49% Online communities 40% Product forums 27% Virtual assistant / Conversational agent 18% 29
VISUAL IVR HELPS REDUCE CUSTOMER EFFORT Year-over-year Performance Visual IVR Non-users Improvement (n=407) Users Number of positive mentions 6.0% 4.5% through social media channels Improvement in number of 5.7% 3.4% customer complaints Improvement in average handle 3.6% 1.5% time 30
AGENT EMPOWERMENT TO DRIVE DESIRED JOURNEY OUTCOMES
TECHNOLOGY HAS THE GREATEST IMPACT ON AGENT EXPERIENCE All Respondents Technology tools facilitating agents' ability to conduct day-to- 47% day tasks Sense of empowerment in 35% addressing customer needs Compensation and benefits 25% 0% 10% 20% 30% 40% 50% Percent of respondents, n=373 Source: Aberdeen G roup, October 2014 32
Agents Need Easier and 4 More Timely Access to Data • On average, agents spend 13% of their time navigating through four different systems to find and access relevant insights to serve Number of customers. applications agents needs to manage during a typical interaction 33
Cost of Unproductive Agent Time $1.56 million • Assuming an average annual cost of $40,000 per agent, this means that a contact center with 300 agents incurs an average of $1.56 million in unnecessary costs due to unproductive agent time. 34
ENABLE AGENTS WITH A SINGLE SCREEN ACCESS TO VIEW & MANAGE CUSTOMER JOURNEYS 100% Leaders Followers 92% 92% 85% 90% 80% 72% 69% 70% 60% 54% 50% 40% 30% Agents can create and follow Customer data can be Detailed customer tasks through their desktop transferred across agent transactional data is desktops available through the agent Percent of respondents, n=373 desktop Source: Aberdeen G roup, October 2014 35
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