Mike Garner, Cicero

Desktop Analytics Impact on Effort & Engagement

10 SECONDS ON THE GLORY OF BEING ME

• OPERATIONS GUY – RAN SERVICE AND SALES FOR VZ AND AFNI

• CHIEF CUSTOMER OFFICER @ CICERO

• AND MY OPERATIONS RAISON D'ÊTRE WAS TO ALWAYS BE ANSWERING THIS QUESTION…

“DO YOU KNOW WHAT I HAVE TO GO THROUGH TO…?”

MEASURING, MANAGING & PREDICTING GROWTH

THE KEYS TO PROFITABLE GROWTH:

HIGH CUSTOMER ENGAGEMENT

HIGH EMPLOYEE ENGAGEMENT

LOW CUSTOMER EFFORT

TRUST IS THE FOUNDATION FOR ENGAGEMENT

Passion

Pride

Integrity

Confidence

Customer Engagement - Gallup

CUSTOMER ENGAGEMENT (CE)

• FEELINGS ARE FACTS; PERCEPTION IS REALITY

• GREATER PREDICTOR OF REVENUE & LOYALTY THAN CSAT

• 23% LIFT IN REVENUE PER CUSTOMER WHEN ‘IRREPLACEABLE’

Gallup

ATTITUDINAL & EMOTIONAL RELATIONSHIP STRENGTH MEASURES

Overall, how satisfied are you

with our company

How likely are you to continue to choose,

repurchase or repeat your business with our

company

How likely are you to recommend our

company to a friend or associate

This company is a name I can always trust

This company always delivers on what they promise

This company always treats

me fairly

If a problem arises, I can always count on this

company to reach a fair and satisfactory

resolution

I feel proud to be a customer

of this company

This company always treats

me with respect

This company is the perfect company

for people like me

I can't imagine the world without

this company

Human Sigma

WIIFM IS THE FOUNDATION FOR ENGAGEMENT

Grow

Belong

Give

Get

Employee Engagement - Gallup

EMPLOYEE ENGAGEMENT (EE)

• 18% HIGHER PRODUCTIVITY

• 27% LESS ABSENTEEISM

• 260% MORE REVENUE GROWTH WHEN HIGH EE

• ONLY 43% CAN RELAY ‘WHY DO BUSINESS WITH US’

• HIGH MARKS ON BOTH EE AND CE = 3.4X GROWTH RATE

Gallup

MEASURING THE QUALITY OF A LOCAL WORKPLACE

Know what’s expected of me

Have the tools to do it right

Get to do what I do best every

day

Recognized in the last 7 days

Someone here actually cares

@ me

Someone here encourages my development

My opinion seem to count

My job matters Our Purpose

matters

We’re all committed to

doing quality work

I have a best friend here

Progress discussed every

6 months

Learned and grew this year

Human Sigma

“DO YOU KNOW WHAT I HAVE TO GO THROUGH TO…?”

ARE WE EASY TO WORK FOR?

ARE WE EASY TO WORK WITH?

AND NOW… CUSTOMER EFFORT SCORE

OBJECTIVE: CALLBACKS WITHIN 14 DAYS.

70% SAID THAT 2 OR 3 CALLS REGISTERED AS "MODERATE-TO-HIGH" EFFORT

30% GAVE THAT RATING FOR THOSE THAT MADE ONLY ONE CALL.

SUBJECTIVE: CUSTOMER SURVEY QUESTIONS

“HOW EASY WAS IT TO FIND X OR DO Y?”

COMPANIES THAT CAN TRACK CUSTOMER EFFORT, ESPECIALLY AT THE CUSTOMER, ISSUE, AND AGENT LEVEL, ARE MUCH BETTER POSITIONED TO SOLVE FOR CUSTOMER EFFORT.

SOURCE: CEB AND CONTACT CENTER COUNCIL

CUSTOMER EFFORT SCORE

High

Low High

Predictive Power forPurchasing

Predictive Power forIncreased Spending

CSAT

NPS

CES

“The Customer Effort Score outperforms the Net Promoter Score and customer satisfaction measures in predicting behavior.” – Harvard Business Review

96% ‘high effort’ are more disloyal

9% ‘low effort ‘are more disloyal.

HOW CUSTOMER SERVICE PERFORMANCE AFFECTS LOYALTY

0

1.75

3.5

5.25

7.0

Average Loyalty Score

Below Expectations

MeetsExpectations

ExceedsExpectations

Source: Harvard Business School

THE COST OF TRYING TO EXCEED EXPECTATIONS

Expectations Not Exceeded

ExpectationsExceeded 11-15% More

15-20% More

6-10% More

+20% More

Customer Reporting ServiceExceeded Expectations

The Cost of Exceeding Expectations (Versus Meeting)

Source: Customer Contact Council research.

And yet…20% of Satisfied leave28% of Dissatisfied stay

EFFORT MATTERS!

Neutral

More Loyal

More Disloyal

75%

12%

219%

45%

40%20%18%

Effort: +1 Contact to Resolve

Rep: Generic Service

Effort: Repeating Info

Effort: Perceived More Effort

Effort: Transfers

Effort: First Contact Resolution

Moments of Wow: Teaching Customer

Source: Customer Contact Council research.

87%

342%

Satisfaction

ImprovedExperience

with the Rep

ReducedCustomer

Effort

Provided“Momentsof Wow”

• Rep confidence• Rep concern• Rep listening ability• Ability of rep to understand customer• Rep understood mood• Service personalization• Certainty of follow through

• Number of transfers• First contact resolution• Perceived additional effort to resolve

• Service organization’s knowledge about customer

Source: Customer Contact Council Research

MITIGATE RISK BY IMPROVING THE EXPERIENCE

Loyalty

ImprovedExperience

with the Rep

ReducedCustomer

Effort

Provided“Momentsof Wow”

• Number of transfers• Repeating information• First contact resolution• Number of contacts to resolve• Perceived additional effort to resolve

• Teaching the customer• Service personalization

Source: Customer Contact Council research.

AND DRIVE LOYALTY BY REDUCING EFFORT

NUANCES OF CUSTOMER EFFORT

• MARK MILLER – JD POWER & ASSOC.

• THE HARD STUFF IS HITTING THE CENTERS

• EASY STUFF IS GOING TO THE WEB OR IVR

• HIGHER EFFORT

• PROBLEMS AND COMPLAINTS

• HIGH TECH, TRAVEL, LEISURE AND SHIPPING

• LOGISTICS & COMPLEX TECHNICAL ISSUES

• PHONE, EMAIL AND CHAT

• MULTIPLE CONTACT METHODS, REPEATING INFO, X-FERS, CUSTOMERS PUT TO WORK (FORMS, FAXING, ETC…)

• LOWER EFFORT

• CHECKING STATUS OF AN ACCOUNT - MAKING A PURCHASE - GENERAL INQUIRY - WEB INTERACTIONS

Source: CEB and CCC

LOW EFFORT ORGANIZATIONS…

1. DON’T JUST RESOLVE THE CURRENT ISSUE – HEAD OFF THE NEXT ONE

2. MINIMIZE CHANNEL SWITCHING BY INCREASING CHOSEN CHANNEL ‘STICKINESS’

3. USE FEEDBACK TO REDUCE CUSTOMER EFFORT

4. EMPOWER EMPLOYEES TO DELIVER LOW-EFFORT EXPERIENCE

Source: CEB and CCC

“DO YOU KNOW WHAT I HAVE TO GO THROUGH TO…?”

ARE WE EASY TO WORK FOR?

ARE WE EASY TO WORK WITH?

WHERE ALL THE INFORMATION & PROCESSES INTERSECT

CRM

Procedures

Processes

Tasks

Knowledge Management

Softphone

Internet

Intranet

Salesforce ClicksTabbingData Entry

Disposition

Wrap-up

Customer Look-up

Chat

Email

Websites

Product Details

Tickets

Customer HistoryService

Details

Surveys

Siebel

!

HOW CICERO DISCOVERY WORKS

Store/PublishCapture Analyze

Data• Collected in a

Database• Shared Network Drive• Publish/Subscribe

Reporting & Analytics• Real time, Historical• BPMS, BAM, BI• WFM, Analytics

Desktop Activities• User Activities• Process Events• Application Data• Network Data

Desktops Laptops Database Web Service 3rd Party Reporting and Applications

Reporting

WHAT IS CICERO DISCOVERY?

DESKTOP ACTIVITY INTELLIGENCE™

ProcessesPeople Technology

How employees actually work

Steps, sequence and points of failure

System, application usage and

responsiveness

BOTTLENECKS = HIGHER EMPLOYEE & CUSTOMER EFFORT

Simple Claims Process

Bottleneck: 48% of the Claims are in this step at >21 days. Drill down with Business Process and Data Monitors to find out Why?

Application Response: Employees wait for screens to refresh while navigating application.

Training: Employees are not following steps using best practices.

MORE MANUAL WORKAROUNDS = MORE CONTACTS TO RESOLVE

Create Case Assign Case Customer Lookup

Active Contract

Expired Contract

Website

Phone

Troubleshoot Problem

New Contract Sub Process

YES End

NO

Contract Status?

Purchase Contract?

Dispatch Sub Process

UNRESOLVED

RESOLVED

RESOLVED

Simple Customer Service Inquiry

Logical Process: Check x. If y, do z. In that order. Every time. Automation opp for parallel processing, no missed steps & faster Root identification.

Manual Process: Employee searches 3 different customer databases for status and contract details.

Missing Process: CRM not updated consistently after technician completes work.

SAMPLE EFFORT & PRODUCTIVITY VIEWS

Current Step Number of ClaimsApproved 4Rejected 1Submit 5Review Credit 5Check Fraud 6Review 2

TAG VALUABLE DATA TO INTERACTIONSANALYZE

CollectionsCustomer IDStatusResponseOutcomeFollow-up ActionPromise DatePromise AmountDollars CollectedForecast DateForecast %

InsurancePolicy NumberClaim IDClaim StatusClaim ValueDate of AccidentDuration of ClaimPolicy Effect. Date# Lines of BusinessClaims History

HealthcareAccount IDPatient NamePhysician NameDiagnosisInsurance Coverage

Mask/MutePatient Private Info.

SalesCustomer IDOrder IDOrder TypeOrder ValuePayment Method

Mask/MuteCredit Card Info.

ServiceAccount IDAccount TypeCustomer IDStatusDisposition CodeComments

Mask/MuteCredit Card Info.

Public Safety & SecurityIncident IDIncident TypeIncident LocationIncident Severity

SupportCase/Ticket #Case TypeCase StatusCase SeverityCustomer StatusWarranty StatusPurchase Channel

TradingOrder TypeShare QuantityCustomer IDPortfolio TypeStock SymbolOrder SourceShare PriceOrder Amount

Collections Optimization

CLASSIFICATION OF HIGH VALUE INTERACTIONS

RepeatCalls

CancelledAccounts

UpsellAttempts

First Contact Resolution

NewOrders

Automated Interaction Assembly

Customer Defection

CallProcesses

CallTypesHandle Time Optimization

Sales Acceleration

PCI-DSS Compliance

ANALYZE

CancelledOrders

LongHolds

InstantPayments

High HT& No PTP

MultipleTransfers& Holds

Late FeesWaived

CreditsIssued

QuickHang Ups

IncompleteSales

PROCESS INTELLIGENCE

The workstation is a gold mine – for measuring GET, GIVE & EFFORT> Capture practically any business data or action for more surgical

process improvement - even across users and departments

> Tag specific work processes for task time measurement and bottleneck isolation

> Capture specific customer intent, data changes and account actions for Big Data /marketing input

> Define workflow and other milestones

‘HOW’ MATTERS

• 60% OF ALL REPEAT CALLS ARE PROCESS OR TRAINING DRIVEN – BUSINESS PROCESSES ARE NOT IN PLACE TO MEET THE CUSTOMER’S NEED, AND AGENTS HAVE NOT BEEN GIVEN THE TRAINING (OR TOOLS) REQUIRED TO MEET THE CUSTOMER EXPECTATIONS THAT HAVE BEEN SET BY MARKETING OR ELSEWHERE IN THE BUSINESS.

• SOURCE: FROST & SULLIVAN

31

BT & THE HENSLEY B SCHOOL STUDY

• BT – CONSUMER DIVISION; 40% REDUCTION IN CHURN WHEN VIEWED AS ‘EASY TO DO BUSINESS WITH’

• “CES PROVIDES ACTIONABLE DATA THAT CAN BE USED TO HELP PREDICT BEHAVIOUR AND DESIGN CUSTOMER EXPERIENCES, AND IN THAT SENSE IT'S MUCH BETTER THAN NPS…”

• “THE GREAT THING ABOUT THAT IS THAT IT THEN BECOMES VERY ACTIONABLE, FOR EXAMPLE IF IVR IS RATED AS TWO (ON SCALE OF 5) YOU CAN QUESTION WHETHER IT'S REALLY WORKING FOR CUSTOMERS. YOU CAN ASK WHY AND YOU CAN DO SOMETHING VERY PRAGMATIC ABOUT IT. SO IT’S A GREAT TOOL TO GAUGE CUSTOMER REACTION TO NOT ONLY THE CHANNELS BUT THE CHANGES WITHIN THOSE CHANNELS.”

THANKS & A PROGRAMMING NOTE

• NEXT 2 THURSDAYS @ 11:30AM EASTERN

• CONTACT CENTER USE CASES

• BACK OFFICE USE CASES

• QUESTIONS OR LIVE DEMO REQUESTS

• WWW.CICEROINC.COM