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Reaching across the enterprise
Implications of increasing complexity in customer
enquiries

                                                    Simply Smarter Communications™
Plantronics – who are we

• Major headset supplier to worldwide contact centre industry
• Recently celebrated 50 years of innovation


• Long history of partnership with CCA
• CCA Excellence Awards 2012
 – Plantronics shortlisted for the Contact Centres: Great Places to Work
   category
• 2010
 – Plantronics awarded CCA Global Standard© accreditation
 – Plantronics awarded ‘Special Recognition Award for Innovation in
   Operational Excellence’
Research Overview

• Aim
 – To explore how departments connect with the contact centre and what
   improvements could be made to ensure that the customer is truly at the heart
   of the business
• Methodology
 – CCA surveyed a representative sample of its members to explore the different
   approaches to measuring customer satisfaction within member organisations
 – The survey findings were analysed and interpreted in a desk research phase
   alongside contextual information from recent CCA research projects
 – CCA and Plantronics hosted a dinner meeting of CCA Industry Council in
   January 2012 to present and discuss the results of the research
• CCA Members Participation
 – The participants were assembled from a CCA member survey. The respondents
   tended to be senior staff members and were drawn from public and private
   sector organisations from a broad range of sectors including retail, financial
   services, local authorities, health service, utilities and telecoms.
Key Findings - Summary

• Increasing complexity leading to growing resource requirements
 – Calls are more difficult to resolve, and are taking longer to finalise
• Issues with ownership of customers
 – If an escalation is needed, who owns the customer and communications
   with them?
• Not keeping pace with technological change
 – Communications in the enterprise is going through a revolution, why is the
   contact centre not included?
• Need for knowledge workers
 – What should our future hiring plan look like?
Survey - Increasing Complexity



                                    What percentage of
                                    inbound contacts
                                    need to leave the
                                    contact centre to be
                                    fully resolved?




    Response           Percentage    Trend expected by participants
    Increase           15.9          regarding the percentage of
    Decrease           43.5          inbound contacts that will need to
    Stay the same      36.2          leave contact centre to be fully
    Not sure           4.3           resolved
Interpretation - Why are calls leaving the contact centre?

• Easier interactions are being dealt with through alternative channels
  such as self-service
• Larger number of calls reaching the contact centre are complex,
  difficult to resolve
• Increasing complexity through portfolio change
• Empowered customers have increasing knowledge about products &
  services
Survey - Why are calls leaving the contact centre

• What is the main reason for you to refer an enquiry to another
  department outside of the contact centre?
Survey - How are calls finding their way from the contact centre

• How does the agent find the right person to pass the issue to?
Interpretation – The problems with calls leaving the contact centre

• Lack of visibility to the business
• No clear ownership of customer
• No tracking to completion
 – If you can’t measure, how can you improve?
• How do you measure FCR
• Throwing over the wall approach
 – “I sent them an email”
Survey – What systems used to track calls leaving the contact centre

• What systems are used for tracking the referral?
Interpretation - Problems with tracking methods

• Not real time
• Multiple copies can
  exist
 – Duplication
 – Loss
• Disputes on ownership
• How do you know they
  are there?


• Many potential areas
  for downfall
Survey – What measures are used for handling hand-offs

• What measures are used if a call is sent to another department?
Interpretation - Problems with handoff measures

• Who measures?
• What systems?
• Which department is in control of measuring?


• Again, many potential areas for downfall
Survey – What are the resource implications for contact centres

• What are the implications for front-line agents of dealing with more
  complicated enquiries?
Interpretation - Discussion on resource implications

• Implement additional
  training
• Higher calibre employees
 – Knowledge workers
• Increased technology
 – What is available to help
   employees?
Survey – Is there training in place?

• What training is being put in place for back office staff or employees
  from other departments to help them become more customer
  focused?
Interpretation - Higher calibre employees

• Recruited for problem solving
  ability
• Higher educated
• Paid more
• Promoted into the contact centre
• New work model
 – Home working
 – Flexible working patterns
• Higher number of employees for
  similar FTE
Interpretation – Better use of technology

• Unified Communications bringing new
  visibility to enterprise collaboration
• Presence at the heart of all systems
• Ability to group people by skillsets
• Integration with enterprise software
  packages to minimise screen clutter
Interpretation – Better use of technology

• Organisations unlikely to use UC for customer communication
 – Not mature enough technology yet
• Best practice approach is to maintain traditional telephony for
  customer interface, and add UC for internal collaboration
• Headset acts as a bridging point to enable collaboration between
  agent, customer and internal teams
Interpretation - Reaching across the enterprise

• Break out from silo
• Access skills in
  enterprise
• Ad-hoc training for
  agent and back office
• Tracking calls to
  completion
• No question of
  ownership
Interpretation – Barriers to reaching out across the enterprise

• Does the back office want a front line role?
• Is the back office capable?
• Contact centre still a silo in most organisations
Social media impact

• Driving First Call Resolution due to increased visibility of
  issues, questions, requests etc
• Size and breadth of social media indicates companies won’t be able
  to manage with single contact route – need ‘fans’ across the digital
  spectrum to contribute
 – Fans can be internal (employees) or external (customers)
• Customers reaching out within their social circles to find contact at an
  organisation – not necessarily going to main organisation social
  contact
• Manage social media before it manages you
Voice of the customer

• Successful organizations listen to, and act on the voice of the
  customer
• Just over a fifth of respondents to a voice of the customer
  survey1, said they share customer feedback insights across the entire
  organization
• 10 percent retain these insights within a single function.
• Further, only 11 percent of organizations reported that different
  functions have access to a central data repository, where they can
  find customer insights
• Is your contact centre the silo for voice of the customer?




                                                   1Peppers   & Rogers Group
Summary

• Many ways to deal with upcoming complexity increases


• More training
 – Ceiling on this of capabilities of current workforce
• Higher calibre employees
 – Higher cost model for customer service
• Better use of technology
 – Adding Unified Communications to extend voice of customer
   internally, and improve customer service
Richard.kenny@plantronics.com

          @contactcentred

http://www.slideshare.net/richardkenny
Simply Smarter Communications™

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Reaching across the enterprise

  • 1. Reaching across the enterprise Implications of increasing complexity in customer enquiries Simply Smarter Communications™
  • 2. Plantronics – who are we • Major headset supplier to worldwide contact centre industry • Recently celebrated 50 years of innovation • Long history of partnership with CCA • CCA Excellence Awards 2012 – Plantronics shortlisted for the Contact Centres: Great Places to Work category • 2010 – Plantronics awarded CCA Global Standard© accreditation – Plantronics awarded ‘Special Recognition Award for Innovation in Operational Excellence’
  • 3. Research Overview • Aim – To explore how departments connect with the contact centre and what improvements could be made to ensure that the customer is truly at the heart of the business • Methodology – CCA surveyed a representative sample of its members to explore the different approaches to measuring customer satisfaction within member organisations – The survey findings were analysed and interpreted in a desk research phase alongside contextual information from recent CCA research projects – CCA and Plantronics hosted a dinner meeting of CCA Industry Council in January 2012 to present and discuss the results of the research • CCA Members Participation – The participants were assembled from a CCA member survey. The respondents tended to be senior staff members and were drawn from public and private sector organisations from a broad range of sectors including retail, financial services, local authorities, health service, utilities and telecoms.
  • 4. Key Findings - Summary • Increasing complexity leading to growing resource requirements – Calls are more difficult to resolve, and are taking longer to finalise • Issues with ownership of customers – If an escalation is needed, who owns the customer and communications with them? • Not keeping pace with technological change – Communications in the enterprise is going through a revolution, why is the contact centre not included? • Need for knowledge workers – What should our future hiring plan look like?
  • 5. Survey - Increasing Complexity What percentage of inbound contacts need to leave the contact centre to be fully resolved? Response Percentage Trend expected by participants Increase 15.9 regarding the percentage of Decrease 43.5 inbound contacts that will need to Stay the same 36.2 leave contact centre to be fully Not sure 4.3 resolved
  • 6. Interpretation - Why are calls leaving the contact centre? • Easier interactions are being dealt with through alternative channels such as self-service • Larger number of calls reaching the contact centre are complex, difficult to resolve • Increasing complexity through portfolio change • Empowered customers have increasing knowledge about products & services
  • 7. Survey - Why are calls leaving the contact centre • What is the main reason for you to refer an enquiry to another department outside of the contact centre?
  • 8. Survey - How are calls finding their way from the contact centre • How does the agent find the right person to pass the issue to?
  • 9. Interpretation – The problems with calls leaving the contact centre • Lack of visibility to the business • No clear ownership of customer • No tracking to completion – If you can’t measure, how can you improve? • How do you measure FCR • Throwing over the wall approach – “I sent them an email”
  • 10. Survey – What systems used to track calls leaving the contact centre • What systems are used for tracking the referral?
  • 11. Interpretation - Problems with tracking methods • Not real time • Multiple copies can exist – Duplication – Loss • Disputes on ownership • How do you know they are there? • Many potential areas for downfall
  • 12. Survey – What measures are used for handling hand-offs • What measures are used if a call is sent to another department?
  • 13. Interpretation - Problems with handoff measures • Who measures? • What systems? • Which department is in control of measuring? • Again, many potential areas for downfall
  • 14. Survey – What are the resource implications for contact centres • What are the implications for front-line agents of dealing with more complicated enquiries?
  • 15. Interpretation - Discussion on resource implications • Implement additional training • Higher calibre employees – Knowledge workers • Increased technology – What is available to help employees?
  • 16. Survey – Is there training in place? • What training is being put in place for back office staff or employees from other departments to help them become more customer focused?
  • 17. Interpretation - Higher calibre employees • Recruited for problem solving ability • Higher educated • Paid more • Promoted into the contact centre • New work model – Home working – Flexible working patterns • Higher number of employees for similar FTE
  • 18. Interpretation – Better use of technology • Unified Communications bringing new visibility to enterprise collaboration • Presence at the heart of all systems • Ability to group people by skillsets • Integration with enterprise software packages to minimise screen clutter
  • 19. Interpretation – Better use of technology • Organisations unlikely to use UC for customer communication – Not mature enough technology yet • Best practice approach is to maintain traditional telephony for customer interface, and add UC for internal collaboration • Headset acts as a bridging point to enable collaboration between agent, customer and internal teams
  • 20. Interpretation - Reaching across the enterprise • Break out from silo • Access skills in enterprise • Ad-hoc training for agent and back office • Tracking calls to completion • No question of ownership
  • 21. Interpretation – Barriers to reaching out across the enterprise • Does the back office want a front line role? • Is the back office capable? • Contact centre still a silo in most organisations
  • 22. Social media impact • Driving First Call Resolution due to increased visibility of issues, questions, requests etc • Size and breadth of social media indicates companies won’t be able to manage with single contact route – need ‘fans’ across the digital spectrum to contribute – Fans can be internal (employees) or external (customers) • Customers reaching out within their social circles to find contact at an organisation – not necessarily going to main organisation social contact • Manage social media before it manages you
  • 23. Voice of the customer • Successful organizations listen to, and act on the voice of the customer • Just over a fifth of respondents to a voice of the customer survey1, said they share customer feedback insights across the entire organization • 10 percent retain these insights within a single function. • Further, only 11 percent of organizations reported that different functions have access to a central data repository, where they can find customer insights • Is your contact centre the silo for voice of the customer? 1Peppers & Rogers Group
  • 24. Summary • Many ways to deal with upcoming complexity increases • More training – Ceiling on this of capabilities of current workforce • Higher calibre employees – Higher cost model for customer service • Better use of technology – Adding Unified Communications to extend voice of customer internally, and improve customer service
  • 25. Richard.kenny@plantronics.com @contactcentred http://www.slideshare.net/richardkenny