1

The real practicalities of

omni-channel

David JaffeConsulting Director

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Discussion Points

• Three things that have changed

• Four things that have stayed the same

• Two cases to prove what’s possible

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Change 1: The next generation (selected members I know well shown here)

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Change 1 : Their Customer Rules

1. Browse First

2. Look on social media and ask their mates

4. Call…if I have to

3. Text if they can

Ask Mum or Dad to do it

Change 1 : Survey of 3000 customers across US/UK and Australia on Channel Preference

1st

2nd

3rd

4th

5th

PC

Order of Channel Preference

2nd

Tablet

Smartphone

Landline

Regular mobile

Store

Source: 24*7 Engagement Index Survey of 3000 customers

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Change 2 : Digital Drives New Demand (OMG!!, WIGO!!)

GM of Contact - Major Bank“We have almost complete uptake of internet banking, our mobile app uptake is going ballistic and our web site is best in class…

BUT

I have the same number of customer contacts as we did 10 years ago!”

Change 3 : Digital changes the needs and expectations of the contact centre

Can you help me with

this on line

application?

I tried using your

web site but it fell

over/hung/wouldn’t

work

“You’ve got my email ?”

…but I was offered

a 20% discount on

line

I’ve just completed

X on the web site

can you see that…

“I’m on the XXXX

page…”

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Not Changed No. 1: The Contact Centre Only Drives 10-20% of Demand

Contact Category Owner

I’m moving in / out (11.6%) Head of Sales

Rates enquiry (<1%)

Head of MarketingWhat can you offer? (2.2%)

How do I get Solar? (<1%)

Why is my bill so high? (incorrect bill) (1.5%)

Head of BillingWhere’s my bill? (2.4%)

I don’t understand my bill? (1.4)

I have a complaint about a letter? (4.1%)

Head of Credit

Where’s my payment? (1.3%)

I’ve been disconnected. (1.4%)

Can I set up / change my payment plan. (5%)

Can I set up bill smoothing (1%)

Where’s my concession (3.2%) Head of BPO

Why is my bill so high? (estimated read) (1.5%) Head of Network Relations

I cant log on. (<1%) Head of I/T

What’s my balance ( 2.1%) Head of Customer Service

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Not Changed No 1: The Contact Centre Only Drives 10-20% of Demand

ValueIrritant

Irritant

ValueSimplify

Leverage Opportunity

Eliminate Automate

Org

anis

atio

n

Customer

Value/Irritant Classification Example

46% 24%

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Not Changed No. 2: Our Needs as Customers

1. Know me remember me

The Seven Customer Needs

2. Give me choices 3. Make it easy for me

4. Value me 5. Trust me

“EffectiveInteractions”

“A relationship”

“My partner”

Maturity Stage

6. Surprise

me

7. Help medo more

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Not changed 3: All channels are not created equal for all activity

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Not Changed 4: It’s even harder to manage

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Case 1: The Magic of Best Practice Procedures – designing integrated solutions

One of Ten Design Principles

Digital integration and promotion We design from a default position of a digital mobilised world, encouraging, promoting

and helping customers use our digital platforms. We will integrate digital self-service into every interaction through recommended contact handling

guidelines. Text will be a primary communication and help methodology

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Case 1: More BPP Magic: Creating Commonality Across Channels

Channel Switch Integrate Channels

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Case 1: BPPs across channels

Separate email Team

New email process aligned/integrated

with calls

BPPs for email included jumping channels

Cross Channel BPP’s and Email’s Resolved

No email team

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Case 1: Customers loved it

A glitch from IT!

tNPS Score Trend From Pilot Start

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Case 1: …The business loved it

New to Old AHT Comparison

Difference trend in Green 14.5%

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Case 2: Integrated Management Across Channel teams

Frequently Seen Multi Channel Organisation Design

Dig tech

supportChat team

Inbound

handlingInbound

service

Digital Chat Email/SMS Calls

Sales +

(Service)

Face to face

Social MediaDigital

marketing

Email

marketing

Inbound

sales

Outbound

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Case 3: Potential of cross channel capability

What does almost every call/contact centre want but few have?

Staff can work in

manychannels

Move workto when

we want to do it

Our team areused in the

most effectiveway

Flexible Capacity

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Case 3: In action

Real “Active management”

The technology combines with

defined management

process

Call queues, emails, chat and text and

“case management activity”

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Total on Hand Backlog

Abandoned Calls

Case 3: Flexibility can produce great results for customers

EmailBacklog

Flexibility Impact

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Conclusions

Flexibility needs

management

discipline

Customers needs

are common

across channels

Five key conclusions

You have to integrate

channels into

processes

Cross channel

consistency can

create flexibility

Channels switching

gets better outcomes