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Using the Multi-Channel Contact Centre to

Enhance Customer Experience

Ag

end

a1. Current demands /

challenges in

satisfying customer

experience

2. A method to

optimise customer

experience

Challenges: Do we understand our customer?

Enlightened Customer

Choice

Promiscuity

Rebellion

Expectations

Multiple Channels

Prosumer

The age of the

Enlightened

Customer

means that we need

to think differently to

solve the problems

we have always

had. The problems

are the same, but

the answers need to

be different…

Challenges: The explosion of channels

• Customers expect to interact with you when they want to, where they want to and how they want to

• Move from multi (many) channels to omni (all) channels – more pressure to:

―Offer all channels

― Deliver a consistent experience

― System integration and data availability challenges

Challenges: Do we understand what our customers need?

• Do our customers know what they really need? Asking them what

they want won’t necessarily help us to deduce their real needs

• Disney don’t do customer surveys – instead they analyse the

questions that customers ask their staff to determine customer

needs

“If I’d asked them what they wanted, they would have said faster

horses”

– Henry Ford

“People don’t know what they want until you show it to them”

– Steve Jobs

Challenges: Is our organisational structure helping or hindering?

Think about how we organize ourselves to do work…

• We have functional siloes of specialised skill grouped together

• The customer (or their transaction) is passed through the organisation from

one area to the next – almost like moving on a conveyor belt through a

factory, with the ‘finished product’ popping out at the end.

• We measure success based on internal metrics for siloed outputs – often not

related to the overall effectiveness of meeting customer needs at all

This mind set was created

in the Industrial Revolution

c. 1770.

Challenges: Is our organisational structure helping or hindering?

Everything has changed except for the way we organise ourselves to do

work

• The customer’s experience is everyone’s job!

― Making customer experience the ‘job’ of the contact centre and

marketing departments, without fundamentally changing the mindset

(and possibly structure) of the rest of the organisation is not the answer.

• The customer is the cause of all work we do in an organisation

― We need to understand our customer and what their real needs are -

and then align the whole organisation to meeting those needs

A method to optimise customer experience: Outside In

Outside In is a 21st century philosophy for managing

an organisation by putting the customer at the heart of

everything we do

It is a Copernican

shift that changes

the way you

organise work

within every

department and

across the

enterprise

How customer centric is your organisation?

A real test of current customer alignment - does

everybody in your organisation know:

(a) the cost of customer acquisition

(b) the annual value of a customer

(c) the cost of a customer complaint

Case Study

Courtesy of the BP Group

Getting Started: Four steps to move Outside-In

Articulate Successful Customer Outcomes

Determine what business you are in

Examine where your process really starts and finishes

Understand and apply process diagnostics

1

2

3

4

Step 1: Successful Customer Outcomes

Ask yourself:

• Who is your customer?

• What are their expectations of you?

• What are they actually getting from you?

• What process do they think they are involved in?

• What do you determine for the customer?

• What are their real needs?

• Sum it all up into a 1-liner that everyone in the organisation

associates with

• Start aligning your processes, org structure and channels with the

Successful Customer Outcomes you have identified above

It’s about understanding and aligning to customer needs

Who is the customer?

What did they expect?

What did they get?

What process Does The

customer thinkThey are in?

What do weDetermine for

The customer?

What are The real needs?

The oneLine sco

Step 2: What business are you in?

• There is a difference between what you do (Eg.

Hallmark does greeting cards) and what business you

are really in (Hallmark is in the business of Expression)

• Opens up opportunities to meet those needs in other

ways – helps your business model to evolve alongside

your customer’s changing needs

What is the outcome of what you do – the SCO 1-liner

Step 3: Where does your process start and finish

• The contact with the call centre is not the start of the process

– your customer embarked on this journey much earlier

• Successfully meeting customer needs requires you to

understand where it all started for the customer and respond

accordingly. The job is also only done when that initial need

has been met (it’s not necessarily when the phone call ends)

• The full process lifecycle:

— Awareness

— Buy In

— Acquisition

— Care

— Use

— Share

Hint: it starts when the customer has a need & ends when the need is met

Step 4: Process Diagnostics

• Identify and optimise the process points of failure, paying

particular attention to:

—Moments of Truth

— Break Points

— Business Rules

• These diagnostics are the causes of all work in the

organisation.

• By eliminating or optimising the Moments of Truth, you will

achieve the Triple Crown, ie: simultaneously:

— Improve Customer Experience

— Reduce Costs

— Increase Revenue

Want to know more?

Next course starting 7 July – book today!

Questions

?

Thank You

Lizette AkkerTel. 011 259 4000

Email lakker@iqgroup.net