Copyrighted - No Reproduction TELUS June 8, 2005 Slide 1 North America’s Leading Experts for...

Copyrighted - No Reproduction TELUS June 8, 2005 Slide 1

North America’s Leading Experts for Measuring and Improving

Call Center Service Quality Performance

Call Center Performance

Measuring & Improving


To be operationally excellent at being a quality assurance solutions provider that helps call centers measure and improve their service quality, sales and first call resolution performance.

Mission Statement…




Facts About SQM Group…● We benchmark over 200 leading North American call centers on an annual basis and we have been conducting this benchmarking study for over 9 years

● On an annual basis we conduct over 250,000 surveys with customers who have used a contact center’s call center, email, website or IVR channel services

● We also conduct over 20,000 surveys yearly with employees

● Our experience in call center service quality measuring, benchmarking, tracking and managing are unsurpassed and enable us to provide call centers with unique insights into developing and implementing world class customer service

● The majority of SQM’s tracking clients improve on customer satisfaction and operating cost




SQM Clients…

● Telcos/Cable… Rogers, Bell, FIDO, TELUS, Sprint, SaskTel, Star Choice, AT&T, etc

● Banks… Royal, CIBC, Scotiabank, Bank of Montreal, TD Bank, Wells Fargo, US Bank, ING, Citifinancial, etc

● Retail/Hospitality… Canadian Tire, Sears, Marriott Hotel, WestJet, Staples, Officemax, Safeway, Molson, etc

● Government… Treasury Board, Citizen & Immigration, HRDC, Provincial and Local Government

● 81 of the 100 largest call centers in Canada are SQM clients

● The average SQM call center client size is 400 work stations handling 3.6 million inbound calls

● SQM enjoys 95% customer retention North America’s Leading Experts for Measuring and Improving


Some of the most successful organizations in North America utilize SQM Group’s expertise to benchmark and track their call centers customer and employee satisfaction such as:


Call CenterIndustry Comparison

Overall Customer Satisfaction By Industry…


Call CenterHistorical

Overall Employee Satisfaction By Industry…


Call CenterKey Performance Indicators

Average Calls to ResolveInquiry is 1.2




Contact ChannelsComparison

WebsiteAverage Contacts to Resolve Inquiry is 1.2

Call CenterAverage Calls to

Resolve Inquiry is 1.5

IVRAverage Calls to


EmailAverage Calls to


Note: Website ratings are for only the banking industry

Key Performance Indicators…


Contact ChannelsComparison

Overall Impression of Company has Changed as a Result of Contact Method Experience…

Note: Website ratings are for only the banking industry

Top Box Better Rating


Employee and CustomerRelationship Study

Conducted for

Treasury Boardof Canada




The study is based on data collected from January 1, 2004 to March 31, 2005 Customer data is based on 208,125 surveys of customers who phoned a call center in North America Employee data is based on 18,652 surveys of employees who work in a call center in North America 212 call centers in North America have participated in SQM’s benchmarking study (14% are in the public sector; 86% are in the private sector) Call center sample size breakdown percentage is as follows:

Low performing call centers are 21% Average performing call centers are 63% High performing call centers are 16%

Call center performance criteria is as follows: Low performing call centers are based on customer satisfaction that is 54% and below Average performing call centers are based on customer satisfaction that is 55% to 69% High performing call centers are based on customer satisfaction that is 70% and above

Study Methodology…


Customer Rating

Employee Rating

Customer Rating

Employee Rating

Customer Rating

Employee Rating

Low Customer

Performance

Average Customer

Performance

Low Employee

Performance

Average Employee

Performance

Public 49% 24% 59% 30% 68% 37% +39% +15% +54% +23%

Private 54% 29% 66% 36% 76% 42% +41% +15% +45% +17%

All 53% 29% 65% 35% 75% 41% +42% +15% +41% +17%

High Performing Call Centers Improvement % Comparison

Low Performing Call Centers

Average Performing Call Centers

High Performing Call Centers

Call CenterCustomer & Employee Overall Satisfaction

Improvement Comparison

Customer Question… Based on your last call to their call center, overall how satisfied are you with the call center?

Employee Question… Based on your working experience at the call center, overall how satisfied are you working at the call center?

Note: Rating % is top box very satisfied rating

Key Finding…High performing call center overall employee satisfaction improvement % is approximately the same as overall high performing call center customer satisfaction improvement %. Therefore, SQM is of the strong opinion that employee satisfaction impacts customer satisfaction for both the public and private sectors.


Em

plo

yee

Sat

isfa

ctio

n

35%

Higher 45%

Lower 20%

Customer Satisfaction45% Lower Higher 90%65%

Employee & Customer Satisfaction Relationship Map…Key Finding: Overall private or public call center’s employee and customer relationship is positively or negatively correlated.

Public High

Public Average

Public Low

Private High

Private Average

Private Low

All High

All Average

All Low

Positive RelationshipCorrelation

No RelationshipCorrelation

No RelationshipCorrelation

Negative RelationshipCorrelation


Employee and Customer Attribute Linkage…Public

Note: Points are based on very satisfied ratings

Legend:HC=High Call CenterAC=Average Call Center LC=Low Call Center

Key Finding…High performing call center employee satisfaction attribute improvement % is approximately the same as high performing call center customer satisfaction attribute improvement %.


Call CenterSource of Error for Not Achieving

First Call ResolutionComparison

59%

30%

11%

58%

33%

10%

58%

32%

10%

0%

10%

20%

30%

40%

50%

60%

70%

Public 59% 30% 11%

Private 58% 33% 10%

All 58% 32% 10%

Employee Organization Customer


49%

59%

68%

37%

24%

30%

1.9

1.5

1.3

0%

10%

20%

30%

40%

50%

60%

70%

80%

Low PerformingCall Centers

Average PerformingCall Centers

High PerformingCall Centers

1.0

1.2

1.4

1.6

1.8

2.0

2.2Customer OverallSatisfaction

Employee OverallSatisfactionAVG. # Calls toResolve

Call CenterKey Performance Indicators

ComparisonPublic

Note: Rating % is top box very satisfied rating

Key Finding…High performing call centersemployee satisfaction increases customer satisfaction resulting in a better (lower) Avg. calls to resolve.


Call CenterAvg. Calls to Resolve

Gap Comparison

Avg. Call to

ResolveGap

Avg. Call to

ResolveGap

1.2 -0.4

Avg. Call to Resolve

All 1.7 -0.1 1.6

-0.2

Private 1.8 -0.3

Low Performing Call Centers

Average Performing Call Centers

1.3

High Performing Call Centers

1.51.9 -0.4Public

-0.3 1.5 1.2

Key Finding…High performing call centers Avg. Call to Resolve is substantially better (lower) than average and low performing call centers resulting in lower operating costs.


Business Case Why to Improve Employee Satisfaction …

QueueAvg Call

ResolveVolume

Cost Per Call

CostAvg Call

ResolveVolume

Cost Per Call

CostPotential Savings

Call Center Average

1.5 3,800,975 $6.52 $24,782,357 1.4 3,534,907 $6.52 $23,047,594 $1,734,763

1.3 3,268,839 $6.52 $21,312,830 $3,469,527

1.2 3,002,770 $6.52 $19,578,060 $5,204,297

1.1 2,736,702 $6.52 $17,843,297 $6,939,060

Improvement PerformanceCurrent Performance

Employee Satisfaction

Impact

Employee Satisfaction

Impact

Customer Satisfaction

Impact


Impact


Impact


Impact

1% improvement in Employee Satisfaction Equals2% improvement in


1% improvement in Customer Satisfaction Equals1% improvement in

First Call Resolution (FCR)

5% improvement in FCR Equals

.1 improvement inAvg. Call to Resolve

Key Finding… Based on a 2.5% improvement in Employee Satisfaction, an average call center can improve Avg. Call to Resolve by .1 and can potentially save $1.7 Million

First Call Resolution

Impact

First Call Resolution

Impact


Top 10 First Call Resolution Practices




Top 10 First Call Resolution Practices…

In Your Heart & Mind Senior Management Involvement Senior Management Line of Sight Stable Management Team at all Levels

Management



Business Case Shared No Job Loses Weekly Meetings Sharing Results

Awareness



At all Levels Call Types, Segments & Locations Key Vendors FCR & Average Calls Needed for

Call Resolution

Goals & Accountability



Focus on Outcome versus Journey Take Ownership Apologies & Recovers Best Available Solution Customer Acceptance of Resolution Recognizing Customer Dissatisfaction

Resolution Outcome



Reason for 2 Plus Calls Source of Errors Customer Feedback

2 Plus Calls



Measure Weekly Measure FCR, Average Calls Needed for

Resolution & Service Quality Attributes Customer is the Judge FCR/CSR Integrity For the QA program separate business and

customer measures

Call Monitoring/FCR Calibration

Measurement



Upfront CSR Training Train the Supervisors Benchmark Comparison FCR Performance Targeted Opportunities

Coaching



Hire for Customers versus Organization FCR Profile Stable Workforce

Hiring & Turnover



Service Standards (Journey) Service Standards (Outcome) Escalation Process Call Flow Practices Hold & Transfer can be Good CSR Desk Top Applications

Call Flow



Best Performers Most Improved Performers Monthly Recognition Financial Incentives Quarterly Financial Payout At Least 50% Financial Payout

Recognition & Incentives

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