Building the Business Case for an Omnichannel Contact Center
4 Key Ingredients to Transform Your Contact Center into an Omnichannel Engagement Center
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4 Key Ingredients to Transform Your Contact Center into an Omnichannel Engagement Center
Transcript of 4 Key Ingredients to Transform Your Contact Center into an Omnichannel Engagement Center
4 Key Ingredients to Transform Your Contact Center into an OmnichannelEngagement Center
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WHY TRANSITION TO AN OMNICHANNEL ENGAGEMENT CENTER ?
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STATE OF THE INDUSTRY
16%
2014
2016
75%
EXPECTED INCREASE IN SELF SERVICE IN 2016
CUSTOMERS THAT ARE ALREADY ONTHE WEB WHEN ENGAGING
35%
2014
2016
NUMBER OF CUSTOMERS THAT USE MORE THAN 4 CHANNELS
51%
STILL CUSTOMERS PREFER VOICEFOR MORE COMPLEX ISSUES
The voice channel is becoming a secondary entry point and focuses on more complex queries
The increased usage of channels requires ‘outside in’ omnichannel thinking
Self Service is not about deflecting, but about attracting
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TRENDS
92% of all interactions are
digital
Top channel choices are Web, Mobile and Social
Web Chat will grow to 81.1%
in 2017
We will have 35 billion IOT
equipped devicesby 2020
Social Media will grow to 76.1%
in 2017
Average of 9 channels for most companies by
2017
Connected Omnichannel
Journeys is #1 trend in 2016
Mobile Apps will grow to 65.4%
in 2017
Multi Modal CX is the norm seamless between self &
assisted
Micro personalization and advanced
biometrics based authentication
Digital on track to overtake phone
interactions by end of 2016
Messaging based channels will overtake Voice volume wise
CX will be delivered mostly from the
Cloud
DATA is the new currency, CX the new differentiator
99% of all conversations start online
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WHY DID TELUS TRANSITION TO AN OMNICHANNEL ENGAGEMENT CENTER?
• Connect customer journey together
• Channel switching
• Ability to take ownership
• Making it EASY for our customers
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TELUS SHARES THE KEY INGREDIENTS NEEDED IN HOW TO START?
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4 KEY INGREDIENTS
• Start with culture
• Map your journeys• Gain broad org alignment early
• Adjust what you monitor and measure
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1. START WITH CULTURE
Named one of Canada’s 10 most admired corporate cultures since 2009, and inducted into the Top 10 corporate cultures hall of fame
LEVERAGING OUR CULTURE FOR OUR COMPETITIVE ADVANTAGE
10TELUS Confidential • Page 10
1st Canadian company ever recognized as the world’smost outstanding philanthropic company
$440 million and 6.8 million volunteer hours since 2000
We give where we live
11TELUS Confidential • Page 11
GLOBAL LEADER IN TEAM ENGAGEMENT
“With engagement at 87%, TELUS is #1 globally among organizations of its size and composition.”
-‐ AON HEWITT
87%
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2. MAP YOUR JOURNEYS
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MAP OUT YOUR CUSTOMER JOURNEYS…
FINANCIAL SERVICES
• MASS MARKET CUSTOMER FUNDS INCREASE 15%
• HIGH VALUE FUNDS INCREASE 13 TIMES
• ATTRITION CUT BY 1/3• SERVICE COSTS DECREASED
30%
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A SERVICE BLUEPRINT AND PRIORITIZED ROADMAP
• CONTEXTUAL INTERVIEWS• CONTACT CENTER
OBSERVATIONS• CUSTOMER EFFORT AUDIT• ORGANIZATIONAL CHANGE
READINESS SURVEYS• SURVEY VERBATIM
• CRITICAL NEEDS THROUGH PERSONAS, STAKEHOLDER MAPS, BRAND VALUES
• AS IS CUSTOMER JOURNEY MAPS
• PRIORITIES
• TO-‐BE CUSTOMER JOURNEY MAPS
• SERVICE BLUEPRINTS• FINANCIAL BUSINESS
CASES
• PHASED ROADMAP AND BUSINESS CASE THAT CLEARLY DESCRIBES ACTIONABLE PATH TO OPTIMIZE CUSTOMER EXPERIENCE.
DISCOVER DEFINE DESIGN DELIVER
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3. ATTAIN BROAD ORGANIZATIONAL ALIGNMENT EARLY
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FOCUS ON ROLLING OUT EARLY MIGRATOR PROJECTS FOR EACH LOBANALYZE + DESIGN
QX 2016 QX 2016 QY 2016
DISCOVERY
DESIGN
MONITO
RING
& CHA
NGE MAN
AGEM
ENT
TRAINING(GENESYS UNIVERSITY) LOB2 EARLY-‐TO-‐FULL MIGRATION
ENVIRONMENTS ENTERPRISE BUILD (DEV, QA, PROD)
LOB3 EARLY-‐TO-‐FULL MIGRATION
ORGANIZATIONAL READINESS & RELATED INITIATIVES (PHASED)(PEOPLE, PROCESSES, STAFF TRAINING, ETC.)
BUILD + TEST + DEPLOY
BUILD TEST
BUILD TEST
BUILD TEST
BUILD TEST
BUILD TEST
BRANCHES EARLY-‐TO-‐FULL MIGRATION
CONFIGURE, TEST & DEPLOY FOR EACH FUNCTION
CONFIGURE, TEST & DEPLOY FOR EACH FUNCTION
CONFIGURE, TEST & DEPLOY FOR EACH FUNCTION
CONFIGURE, TEST & DEPLOY FOR EACH FUNCTION
DIGITAL CHANNELS
EARLY-‐TO-‐FULL MIGRATIONCONFIGURE, TEST & DEPLOY FOR EACH FUNCTIONTESTBUILD
LOB 1 EARLY-‐TO-‐FULL MIGRATION
LOB 2 (BRANCH) EARLY-‐TO-‐FULL MIGRATION
LOB 3 EARLY-‐TO-‐FULL MIGRATION
LOB 4 EARLY-‐TO-‐FULL MIGRATION
ANALYZE AND DESIGN ACROSS ALL LOBS THEN ITERATIVE PHASED PROJECTS AND DEPLOYMENTS WITHIN EACH LOB
QZ 2016
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THE RIGHT EARLY MIGRATOR NEEDS TO BE RELATIVELY SELF-‐CONTAINED, A CHAMPION, AND A CHANGE AGENT
800#(S) PER BUSINESS FUNCTION(S) WITH
FEWER TRANSFERSCUSTOMERS
BRANCH
PHONE
EMAIL/CHAT
ASSOCIATES
NEW BUSINESS PROCESSES & INTEGRATION
GENESYS WORKFORCE MANAGEMENT
NEW DESKTOP & TOOLS
GENESYS REPORTING & ANALYTICS
TRAINING
AUTOMATED VOICE
BUSINESS LEADER
CHAMPION / CHANGE AGENT
FRIENDLY, LOW-‐RISK
MIGRATION OF RELATIVELY SELF-‐CONTAINED, LOW-‐RISK
GROUPS BY BUSINESS FUNCTION(S) AND/OR CHANNEL(S), NOT BY
SWITCHES
80% OF DESIRED END-‐STATE
FUNCTIONALITY
ASSOCIATE FEEDBACK ON
NEW EXPERIENCE
TRAINING ON NEW SKILLS/TOOLS
DEDICATED, NON-‐VOICE
TRIAL WITH SOME EXISTING, THEN NEW BRANCHES
ALIGNMENT WITH IVR STRATEGY
ALIGNMENT WITH DESKTOP STRATEGY
NEW CUSTOMER EXPERIENCES & CAPABILITIES
END-‐OF-‐LIFE INFRASTRUCTURE CONSIDERATIONS
NEW AGENT-‐LEVEL SKILLS/TIERING
CUSTOMER FEEDBACK ON NEW
EXPERIENCE
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MANAGING CHANGE AND WHO DOES WHATTASK OPS
CS STRATEGIC INITIATIVES
SITEMGMT IT FREQUENCY EFFORT RISK COMMENTS
WFM FORECAST R C, I C, I H H, M M EFFORT IS REDUCED DUE TO CENTRALIZED ROUTINGINSTEAD OF SITE DISTRIBUTION
WFM SCHEDULER R H M M OPPORTUNITY TO MANAGE SCHEDULING CENTRALLY –
LARGER POOL COULD BENEFIT. VACATION SLOTS BASED ON DEMAND, SENIORITY/PRIORITY
WFM ADHERENCER R H M L ADHERENCE AND CALL HANDLING WILL BE KEY
MEASUREMENTS FOR SITE PERFORMANCE – MAINTAIN SITE PRESENCE AND MONITOR ENTERPRISE WIDE
WFM EVAL R C, I R H M L FORECAST/SCHEDULE EFFECTIVENESS AND SERVICE LEVEL IS VIRTUAL
QA BIZ PLANNING C, I R C, I C, I L M L NO CHANGE
QA OBJECT BUILD C, I C, I R L L M NO CHANGE
QA EVAL R R H M L NO CHANGE
REPORT CREATIONR R L M-‐L L NEW SYSTEM PROVIDES MORE OPTIONS FOR USERS TO
CREATE REPORTS AS OPPOSED FOR AD=HOC REQUESTS TO IS TEAM
FREQ – L 1 PER MO; M 1 PER WK; H >=1 PER DAY; EFFORT – L <DAY; MED DAY TO WEEK; HIGH > WEEKRISK – L – LITTLE TO NO IMPACT TO CUSTOMER; M – POTENTIAL IMPACT TO SET OF CUSTOMERS; H – IMPACT TO ENVIRONMENT
PRE-GENESYSPOST-GENESYS
R – RESPONSIBLEC – CONSULT (BEFORE)I – INFORM (AFTER)
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4. ADJUST WHAT YOU MONITOR AND MEASURE
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VOICE OR DIGITAL: SAME OVERARCHING PRINCIPLES APPLY• Performance Metrics Matter Most
• Leverage Customer Patience in Your Routing Logic to Route Based on Agent Performance Metrics
• Use Operational Metrics to track trends
• Don’t be a “slave” to any particular operational metric
• Do correlation analysis to see which operational metrics significantly impact performance metrics (and which do not)
• Remember that averages, can “lie”; it may be better to set a top or bottom threshold (E.G., ASA within 5 min, rather than trying to hit an average service level of 80/20)
Performance Metrics
Customer Experience(NPS, CSAT, CES)
Desired Business Outcomes
Operational Metrics
AverageSpeed of
Answ
er/ S
ervice
Level
Abando
nRa
te
AVGHa
ndle Tim
e
FirstC
ontact
Resolutio
n
Utiliza
tion
Occup
ancy
Sche
dule
Adhe
rence
ErrorR
ates
Etc.
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CORRELATE BUSINESS OUTCOMES WITH CUSTOMER INTENTION AND AGENT PERFORMANCE
-‐30
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1
27
60
-‐40
-‐30
-‐20
-‐10
0
10
20
30
40
50
60
70INTERACTION NPS FOR AGENT X
LESS OF THISMORE OF THIS
PRODUCT A PRODUCT B PRODUCT C PRODUCT D PRODUCT E
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TRACK PATIENCE THRESHOLDS BY INTERACTION TYPE
EVERYONE BENEFITS – IT PAYS TO WAIT.
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◉ The importance of culture and broad organizational alignment
◉ Re-‐thinking your KPIs◉ Operationalizing new technology
and channels◉ Driving continuous improvement
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GET ADDITIONAL RESOURCES
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Forrester Report: Total Economic Impact of the Genesys Omnichannel
Engagement Center Solution
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