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