Professor Customer: Empower Your Customer to Teach You CX … · 2019-05-22 · Customer Engagement...

Etech Global Services – Booth #14Tuesday October 9th | Workshop B | 10:30 AM – 12:30 PM

Jim Iyoob, Chief Customer Officer, Etech Global Services

Shawndra Tobias, Sr. Director Customer Experience, Etech Global Services

Jeffrey Arnold, Sales Chat Operations Consultant, Verizon Wireless

Professor Customer: Empower Your Customer to Teach You CX Delivery they Crave

www.etechgs.com | Confidential

Jim IyoobChief Customer Officer

[email protected]

936.371.2640

about.me/jiyoob

@jiyoob

facebook.com/jim.iyoob

linkedin.com/in/jimiyoob

www.etechgs.com | Confidential 2


Agenda

• Who is Etech • What is Customer Experience • How to approach implementing CX today?

• Voice of Customer and how to use it?• What and how do you measure it – Tools?

• Human Intelligence meets Artificial Intelligence • Tip of the Iceberg

• Are you really listening?• Case Study • Fun and Prizes – Q&A

• How to get a 360-Degree View of Customers

• Why focus on CX & How to Improve it

• Provide Better Coaching for Better Outcomes

• How to take unstructured data and make it actionable utilizing AI & HI


Top Takeaways

Etech’s Commitment To Culture

Servant Leadership Approach

Assume AccountabilityPeople Driven Philosophy

People First Focus Performance Development


6www.etechgs.com | Confidential

JUNE3 Days before the closing of the

Nacogdoches operations, Dilip Barot, Matt Rocco and the other investors from Etech

acquire the asset of the call center from Bellsouth Saving over 400 much needed jobs

SEPTEMBERIn addition to the headquarter center in Nacogdoches, Etech opens its back-office/ BPO center in Gandhinagar, India and now provides solutions for 4 major Telecom clients

2002Bell South made

a decision or divest its

internal call center asset in

Nacogdoches Texas

2004Launched Lufkin center with 325

Seats and 500 employees

2006Launched

Vadodara, India center with 200

Seats and 13 clients

2008Launched Rusk center with 100 Seats and 16 clients. Etech reached

1500 Employees

2010Launched Jamaica

center with 150 Seats and launched

Software and Development

services

2012Launched Dallas center

with 220 Seats

2014Launched Florida center with

150 Seats Etech launched Chat and email product ICE and software Implementation

service

2016Currently

serving 31 clients

20032018Etech family reached over 3000 employees and together serving around 43 clients

ETECH GREW FROM 400 TO MORE THAN 3000 EMPLOYEES

NO MERGERS NO ACQUISITIONS

Etech’s Journey


Customer Engagement SolutionsInbound/Outbound, Customer

Service, Tech Support

Etech Technology SolutionsSoftware/Application Development

Custom Reporting (Internal/External)

Etech’s Business at a Glance

Etech InsightsActionable Insights for Total Quality

Management to enhance operational efficiency & customer experiences


Etech’s Clients

Cable

Retail

Telecommunication

EducationInsuranceEnergy

Travel

Finance Real Estate

Banking

HotelInternet

Customer Experience Management


Evolution of Trends

Marketing

Pre 1970s

70s-80s

80s-90s

99-2007

‘07-’15

2015+

Face to Face

Letters

Phones

Chat / Email / Web

Social Media

Mobile Apps

Now

IoT

Customer Service


81%

of customers first turn to self-service to

address issues

End of an Era


86%of buyers will pay more for a better customer experience

@!#%$@!!!

1/26Only 1 out of 26 unhappy customers complain

91%Of non-complainers will simply leave

66%Consumers switch brand due to poor

experience

75%Brands do not know what engagement is, but are measuring “it”

=It takes 12 positive customer experiences to make up for ONE negative customer experience

42%Of agents are unable to efficiently resolve customer issues due to disconnected systems, archaic user interfaces, and multiple applications

70%Companies that deliver the best in class customer experience “USE” their customer’s feedback 70% of the time

Versus industry average of 50%, and 29% for those who lag on CX delivery

Impact of Customer Experience


What is Customer Experience?

PROCESS

(VIABILITY)

TECHNOLOGY

(FEASIBILITY)

PEOPLE

(DESIRABILITY)

Process Innovation• Efficiency• Profitability• Consistency

Functional Innovation• Product Features• Web Presence• Automation

Emotional Innovation• Branding• Relationships• Marketing

Customer Experience• Interactions• Product/Services• Communication

The Perception that the customers have of their engagement with the company


CUSTOMER DISLOYALTY

CUSTOMER EFFORT

RepeatContacts

Channelswitching

Transfer/ Repeat info

CUSTOMER’S FEELING

Roboticservice

Hard policiesor procedures

Hasslefactors

==

HIGH EFFORTEXPERIENCE

LOW EFFORTEXPERIENCE

9%

96%

Why make it “Effortless”?

SPREAD THE WORD!

78%

BUY MORE!!

68%

REFUSE TO BUY OTHER PRODUCTS

54%

Effortless Customer Service is the Best Customer Experience


Having the option to pay a bill online.

How easy it is to pay a bill online.

How well an in-store representative answers a customer’s question.

The ease of navigating the store, the availability of desired products, the range of options available, and the speed of checkout.

How quickly a customer’s issue is resolved.

Why the customer had an issue or question to begin with, and how often they have issues with your business.

How a car dealership’s service center representative communicates to a customer.

The issue that the customer is having with the vehicle and how he/she feels about having to bring it in.


IS “BEING SORRY” ENOUGH?


Voice of Customer

1%

70%

of customer voice data is actually understood

of feedback (Voice of Customer) is shared via phone calls by your consumers!

1% of actual Voice data of VOC is listened to by companies

30%of other VOC is not fully understood due to different systems or lack of tools to integrate all data together


The Big Rocks

My strategy for improvingcustomer satisfaction is

not producing the desired results

I need to create an internal environment

that nurtures and sustains continuous

customer experience improvement

I need to prioritize the vitalfew versus the trivial many

actions to improve customersatisfaction, loyalty, and

drive business results

I’m required to create a business case to justify

resources needed to achieve meaningful

progress

I’m struggling to make sense of multiple customer

data points... I need to create an integrated view

of all this info

I have a lot of data, but notsure if I’m measuring and

acting on the right things atthe right time

Professor Customer:

Are you Learning?

www.etechgs.com | Confidential18


Listen like Leaders!


What is AI?


How they have used AI


Maximized Learnings

LISTEN – LISTEN - LISTEN REDUCE AREA OF FAILURES

FIX CUSTOMER ISSUES

LEVERAGE TECHNOLOGY

LEARN WITH H.I. SCALE WITH A.I. GET THE EXPERIENCE

AI Without HI Can Be Disastrous


www.techrepublic.com/article/the-10-biggest-ai-failures-of-2017/


Where AI needs HI?

Gather & Prepare Data

Train Model

Apply Model

Capture Feedback


Tip of the Iceberg

As few as 2%consumers will bother

to complete a questionnaire /

survey

The sample size of QA in contact center is around

2%-5% (Higher the number of calls, smaller

the sample size)

Less than 1% companies involve

in Mystery Shopping.

(Mostly Retail)

Social Media Management while

responded by most, the VOC is not used for business decisions

420BWords are spoken on

recorded calls across the call center

45.4BInbound calls to call centers

per year

92%Of customer service

transactions happen over the phone


What do you measure?

OTHER TOOLS:

How would you rate this interaction?

CSAT SCORE

EFFORT SCORE

% EASY MINUS % DIFFICULT

AGENT QUALITY

Overall QA score/rating for an agent

CUSTOMER LOYALTY

% PROMOTERS MINUS % DETRACTORS

The company made it easy for me to handle my issue

✓ Greeting?✓ Verified Email?✓ Polite throughout the call?✓ Build Rapport?✓ Assurance of help?✓ Set the right expectations per

policy?✓ Tried to Show Empathy✓ Took Ownership of the issue?✓ Answered all questions?✓ Branding?


What do you get?

AGENT AAudits: 16/957 calls

CSAT Score: 92%Effort Score: 35%

NPS Score: 25

AGENT BAudits: 16/1021 calls


NPS Score: 75

AGENT CAudits: 12/782 calls


NPS Score: 46

AGENT DAudits: 14/840 calls


NPS Score: 72

%QUALITY

SCORE

GOODBAD

TAGCALL TYPE

DO’sDON’Ts

AGENTFEEDBACK

CIRCLECOACHING

LIMITEDINSIGHTS


What do you miss?

$$$

REVENUE DRIVERSPREDICTIVE ANALYTICS

VOICE OF CUSTOMER BEHAVIORAL IMPACTSTARGETEDCOACHING

Shawndra TobiasSr. Director Customer Experience

[email protected]

936.371.1817

facebook.com/shawndra.tobias

twitter.com/shawndra_tobias

linkedin.com/shawndra-tobias



Steps to Implement a CX Strategy

LISTEN

IDENTIFY

ANALYZE

IMPROVE

PREDICT


Traditional Approach

Agent Opportunities- High AHT- Dead Air in between- Incorrect Hold Procedure- Reason for Call – Bucketing via call

dispositions- Did the agent cross sell / upsell?

Customer Experience Approach

Traditional QA Insights +- WHY are customers calling?- What was satisfaction level for the customer?- Did the customer share high effort experience?- Was this an FCR? Was there a Self-Serve

opportunity?- Did the customer use other tools before calling?

Said & Unsaid


Ask the right questions


What works!

-6% -1% 4% 9% 14% 19% 24% 29%

C: How Do I?

Military/Government

Partner E

Bereavement

Partner D

Call to Add Baby

Web Support Walk-Thru

Cust. Upgrade

Repeat Information

Partner C

C: Frustration

Partner B

Trying to Use Miles

Refund

Channel Switch - Email

Proactive Guidance - Do Online

Trying to Use Card

Unused Credit

Partner - Other

Partner A

Calling to Book

A: Effort Driver B

Voucher

Apply Credit

Paper Voucher/Discount

Proactive Guidance - Education

Ask For Sale

A: Effort Driver A

A: Effort Driver C

16.3

52.1

Avg Rate Opportunity

Confirmed Conversion Ratebased on this sample


Proactive Improvement in:

People:- Agent Performance- Overall Communication- Customer Expectations

Process: - Enterprise Systems- Policies and Procedures- Production and Marketing

Technology:- Self Serve Options- Support Delivery- Service Delivery

Fix what matters!


Industry: Subscription Services

Finding 1: When a customer is offered a subscription service that they do not use, Agent use FREE Trial as a rebuttal for 90% of the time

Finding 2: 85% of these customers churn within the free trial period

You have a free 90 day trial

I do not listen to lot of Orange Music

Controlling Outcomes

Analytics

Predictive Analytics

Prescriptive Analytics

What happened?

What will happen?

How can we make it happen?

Case Study - Exploring The Data


Enterprise wide Data:168,771 Calls ingested

2 million Spoken wordsTranscribed for both agent and customer side with 140+ categories

Charts and trendsCreated within the AI tool based on dates, times, markets, vendors etc. (Metadata)

SO HOW TO USE IT?Primary challenge is to how to utilize all these amazing insights to get targeted business decision making done!

Now What?

Goal: 30%


MTD Conversion: 29%

25

39

37

73

41

05

32

34

22

33

32

78

34

53

37

63

35

63

40

19

30

76

21

96

35

02

34

27

31

88

31

63

33

36

29

90

22

37

30

82

31

04

30

36

30

38

30

47

25

15

19

97

31

04

31

43

28

37

28

62

31

44

10

92

14

95 15

75

10

09

87

8

14

18

14

09 14

96

15

45 1

62

9

11

88

10

11

15

25

14

46

13

62

12

65

14

63

10

46

87

0

13

23

12

69

13

44

12

37

12

42

99

0

88

9

13

84

13

37

12

63

12

00 13

11

30%

28%28%

24% 28%

30%29%

28%

30%29%

28%

31%30% 30% 30%

29%

31%

26%

28%

30%29%

31%

29% 29%

28%

31% 31%30%

31%30% 30%

0%

5%

10%

15%

20%

25%

30%

35%

0

1000

2000

3000

4000

5000

6000

Non-converted Calls Converted Calls Conversion % Benchmark - 30%

• Etech filtered the total volume of 168,771 calls using the “ Number of Adult – Verification” Category to determine the potential sales calls

• Total Call Volume Represented in the Graph: 135,495• Total Calls Converted: 39,511

Customers & Agents


No Sale Break Down – Enterprise Level

Total Call Volume : 135,495

Sale, 39511 No Sale, 95984

54

34

9

10

98

2

16

76

0

14

01

5

15

06

2

24

32

7

15

96

7

27

01

52

18

42

93

48

83

64

49

29%25%

31% 31%

32%

27%

Benchmark , 30%

0%

5%

10%

15%

20%

25%

30%

35%

0

10000

20000

30000

40000

50000

60000Call Outcome - Vendor Wise Analysis

Potential Sales Calls Sold Conversion % Benchmark

Vendor 1 Vendor 2 Vendor 3 Vendor 4 Vendor 5 Vendor 6


Successful Behaviors

• Co-efficient Value shows a correlation between the observed outcomes and the observed predictor values. The value of co-efficient is always between +1 and –1. The closer it is to +1 the stronger the correlation.

• This Analysis statistically proves the hypothesis that Asking for Sale, Providing Rebuttals, & Creating urgency and directly correlated to the conversion on an Enterprise Level and can be used to fuel a predictive model

10816

10816

271830%

30%

40%

Crucial Behaviors & Success Probability

Ask for Sale Urgency Objection Handeling

Inner Circle: Total Population

Outer Pieces: Success Percentage of the

Behavior

Co-Efficient Value: 0.9435

Statistical Success Rate: 30%


Coefficient Value: 0.7029

Co-Efficient Value: 0.7152


Note: This model is based on the data collected in the month of July. These analysis will be run quarterly to ensure we have enough data to observe any new patterns or see any visible deviations from the last output.


No Sale Calls Vs Crucial Behaviors – Creating Urgency

Vendor 1 did not create urgency on 78% of the call resulting in a potential revenue loss

of $1,787,400Vendor 1, 22%

Vendor 3, 57%

Vendor 6, 58%

Vendor 4, 61%

Vendor 2, 65%

Vendor 5, 66%

Vendor Wise Comparison - Creating Urgency on No Sale Calls

Vendor 1 Vendor 2

Vendor 3

Vendor 4 Vendor 5

Vendor 6


No Sale Calls Vs Crucial Behaviors – Asking For Sale

Vendor 3 lost $552,000 in potential

sales by not asking for sale on 80% of

the No Sale calls

Vendor 3, 20 %

Vendor 1, 38%

Vendor 4, 49%

Vendor 2, 50%

Vendor 5,,52%

Vendor 6, 59%

Vendor Wise Comparison - Asking for Sale on No Sale Calls

Vendor 1 Vendor 2

Vendor 3

Vendor 4

Vendor 5

Vendor 6


Agent Coaching Packet

Primary opportunity was derived based on the impact that behavior will have on the conversion

Asking for Sale - Impact Bucket

Creating Urgency - Impact Bucket

78%

78%

76%

74%

71%

65%

65%

62%

61%

57%

56%

56%

56%

55%

53%

51%

49%

45%

32%

22%

22%

24%

26%

29%

35%

35%

38%

39%

43%

44%

44%

44%

45%

47%

49%

51%

55%

68%

Kemar Morrison

Tevin Daniels

Adrian Samuels

Tennica Powell

Demar Tomlinson

Shanese Anderson

Lionel Reid

Shelly Whyte

Conroy Field

Akeem Lawrence

Trevaun Hamilton

Matthew Brown

Sydonnie Martin

Cleon Dougherty

Georgina McIntosh

Shekera Bicarie

Malik Thomas

Samantha Campbell

Jardine Lawrence

Ask for Sale Didn't Ask for Sale

65%

62%

52%

50%

0%

35%

38%

48%

50%

100%

SteveWilliams

Sanoy Clarke

Deano Maine

TashayCampbell

Samuel Ellis

Create Urgency


Drive Quick Improvement

Creating Urgency functioned as a

successful rebuttal for the top 3 objections

Lowest price rebuttal was successful 23% of the

times when customers objected to the price being offered

2%

7%

7%

15%

26%

36%

2%

3%

8%

13%

23%

30%

1%

3%

4%

8%

14%

19%

Holiday

Stay onPhone

CheckOther

Property

FreeCancellati

on

LowestPrice

Urgency

Top 3 Objections Vs Successful Rebuttals

Consult withsomeone

Rates too high

Call back later


After understanding what behaviors drive success – We can cross-train agents to improve performance

30%

70%

68%

48%

54%

45%

42%

46%

19%

59%

50%

54%

19%

48%

45%

36%

15%

58%

0% 10% 20% 30% 40% 50% 60% 70% 80%

Angela WS3-Jenkins

Reynaldo Nelson

Chaira Ceballos

Dawn WS3-Turmenne

Vielka Alleyne

Winston Archibold

Provide Rebuttal% Ask for Sale% Create Urgency%

31%

55%

44%

48%

40%

52%

0% 10% 20% 30% 40% 50% 60%

Average%

Replicate Successful Skills

23106

24261

26572

30038

34659

$2,163,200

$2,367,702

$2,480,400

$2,593,180

$2,705,797

$2,000,000

$2,100,000

$2,200,000

$2,300,000

$2,400,000

$2,500,000

$2,600,000

$2,700,000

$2,800,000

100015002000250030003500400045005000550060006500700075008000850090009500

10000105001100011500120001250013000135001400014500150001550016000165001700017500180001850019000195002000020500210002150022000225002300023500240002450025000255002600026500270002750028000285002900029500300003050031000315003200032500330003350034000345003500035500360003650037000

Current Improvement 5% Improvement 10% Improvement 15% Improvement 20%

Asking for Sale Creating Urgency Revenue


Predictive Model: Successful Behaviors increase Revenue

Present Rate

$2,367,702

+5% Improvement

+10% Improvement+15% Improvement

+20% Improvement

$2,480,400 $2,593,180$2,705,796

By Improving Asking for Sale and Creating Urgency on an

enterprise level by 20% in

the sample set of 44,374 calls, our predictive model forecasted an increase of

$542,597in the revenue

Note: This model is based on the data collected in the month of July. These analysis will be run quarterly to ensure we have enough data to observe any new patterns or see any visible deviations from the last output.


APITethr

Etech Database

Parse JSON data based on metadata and

field/categories required

Tethr JSON data

SQL Query

Converts data through SQL queries on “conditionality

mapping of categories” into “Insights Form” tabular format

QEval Database

Call Uploading Call Processing

Tabular format converted into QEval Evaluation Form/Reports

Still want a Score?


Effectiveness Rating

Evaluated 17k plus calls on scorecard

to give detailed output using AI


SO What??!


What Happens When You Underestimate the Importance of Transitioning Technology?


In a world driven by tech…Your people matter more than ever.

Job looks the same butyour customer expectations have changed.

Machine learning is lost without People


Record your Calls Capture Metadata Define ObjectivesMeasure Effectiveness

Monitor & Evolve Ongoing Refinement

We focus on CX, YOU Decide ToolsIMPLEMENTATION STEPS

Paper Form Excel

Artificial Intelligence & Human Intelligence

TOOLSVolume, Commitment to Customer Experience

DECIDING FACTORS


Volume Vs Cost (Etech AI)

15,905

31,110

6,075

22,555

51,805

122,490125,490

100%

51%

262%

71%

31%

13% 13%

0%

50%

100%

150%

200%

250%

300%

0

20000

40000

60000

80000

100000

120000

140000

Oct-17 Nov-17 Dec-17 Jan-18 Feb-18 Mar-18 Apr-18

Cost Vs FTE Vs Volume (Major QA Campaign)

Call Count Cost/Audit%

24

20

1413

11

6 6

0

5

10

15

20

25

30

FTEs

Don’t Gamble WithYour Customer Experience


1. Does your Quality team include CX SMEs?

2. Are your Quality and Training program integrated?

3. Do you have less than 20 parameters on your scorecard?

4. Are you linking Quality with corporate objectives?

5. Are you utilizing your customer to define world class quality assurance?

6. Are your agents bought into the Quality program?

7. Can you prove your Quality Program produce ROI?

8. Does your C-Suite describe your QA program as a “Valued Asset”?

9. Do you leverage your QA results when making process changes?

10. Do you have a close loop feedback process to improve training?

Yes No

Yes No

Yes No

Yes No

Yes No

Yes No

Yes No

Yes No

Yes No

Yes No


Don’t Gamble WithYour Customer Experience

How Does Your Customer Experience Measure Up?

> 6 Come see us, we’re hiring!

3-5 How we can help you on your journey!

<3 Your Customer called, talk to us!

Yes

Yes

Yes


Learn how Artificial intelligence isrevolutionizing the contact center.

Demo Drive: Wednesday 9:50 -10:50Book Signing: Thursday 9:50 am

Visit us at booth #14

Contact me at: [email protected]

mailto:[email protected]

Every Customer call contains thousands of business-changing data points.

Are you LEARNING?

Stop guessing.Start acting.


Visit us at booth #14

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Professor Customer: Empower Your Customer to Teach You CX … · 2019-05-22 · Customer Engagement...

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