Customers First Global insights on strategy & innovation Year 1 | Issue 1 The Culture Value Chain A proven equation: How employee engagement drives top-line growth P.11 A Six Sigma primer Is it possible to have 99.99966% good customer service? P.4 Four disruptive trends that will reshape customer service In the coming years, how will contact centers be put to the test? P.8 Discussing “mega-trends” with Microsoft Florin Grama - Director, Microsoft Customer Support, Europe P.13
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Customers First Global insights on strategy & innovation
Year 1 | Issue 1
The Culture Value Chain
A proven equation: How employee engagement
drives top-line growth P.11
A Six Sigma primer Is it possible to have 99.99966% good
customer service? P.4
Four disruptive trends that will reshape customer service
In the coming years, how will contact
centers be put to the test? P.8
Discussing “mega-trends” with Microsoft
Florin Grama - Director, Microsoft
Customer Support, Europe P.13
TELUS International
3
Engaged outsourcing relationships do not just happen – they are envisioned, intentionally nurtured, and diligently built. This study shows that while significant effort and planning goes into building such a relationship, the result is a more effective and value-driven service model.
Download the entire “Engaged BPO Relationships” study
Is it possible to have 99.99966% good customer service? P.4
On the road
A new shining star on the outsourcing landscape in 2016 P.6
Industry focus
Four disruptive trends that will reshape customer service P.8
Success stories
Culture Value Chain measures top-line impacts of an engaged frontline P.11
Keynote
Staying ahead of today’s customer “mega-trends” P.13
Noteworthy
What’s RPA got to do with outsourcing? P.16
Fraud management in 2016 P.17
Grégoire Vigroux – Publisher and ContributorSarah Sikorski – Editor-in-ChiefJennifer Bach – Executive EditorJeffrey Gangemi – Managing EditorBoriana Dimitrova – European EditorKatya Hernández – Creative Director
For editorial opportunities, please contact [email protected]@telusinternational.com
New study:
How smart buyers structure contact center relationshipsDid you know that 50-60% of end-of-term contact center outsourcing (CCO) contracts were not renewed in 2013-2014? The question is why? What’s driving buyers to have fewer vendor relationships?
Download this new research study from Everest Group, with support from TELUS International, to learn:
• Reasons behind the evolution of buyer-service provider relationships
• Six key factors impacting CCO relationship value
• Benefits achieved through a more engaged model
• Steps buyers and their service providers can take to foster an engaged relationship
• The metrics of an engaged partnership; moving from operational to business outcomes
an organization working to bring together high pro-
file companies across the Shared Services Center
(SSC), Business Process Outsourcing (BPO), Infor-
mation Technology Outsourcing (ITO) and Research
and Development (R&D) sectors.
We recently spoke with Florin to get his perspective on how big global me-
ga-trends like Big Data and Cloud Computing are impacting customer expecta-
tions and customer experience delivery in Europe and beyond.
says Kelly Wolske, a Trainer at Zappos.
“The customer experience is really a
form of marketing.”
Think about that for a second. “The
customer experience is really a form of
marketing.” I couldn’t have said it better
myself. At TELUS International, a BPO
with a measured engagement level of
80%, we’ve found that statement to be
especially true in highly competitive in-
In a one-year span, our client in the wireless space increased team member engagement by 12%. The following impacts were measured:
Between 2014 and 2015, our client in the personal fitness technology space increased team member engagement from 66% to 75%. The following impacts were measured:
Client impact 1
Client impact 2
Company revenue more than doubled year to year,
with increased profitability
Frontline attrition
decreased by 3%
CSAT improved,
from the high 70’s to
sustained level of 91%
Frontline attrition decreased
by 7%
CSAT increased by 14%, while DSAT
decreased by 9%Company
wireless revenue increased by 7%
dustries such as financial services, high
tech, and consumer goods.
We’ve proven that frontline team
member engagement has a direct
impact on our clients’ top-line growth.
The more a company’s stated values
align with its real culture on the ground,
the higher it drives measured team
member engagement and the lower it
pushes attrition. When this equation ex-
ists, sustained top-line growth follows.
That’s what we call the “Culture Value
Chain,” and we’ve seen it proven again
and again.
A few examples: With a wireless
client, fierce competition demanded
lower costs while increasing Likelihood
to Recommend (L2R). We implement-
ed mechanisms for agents to provide
direct customer experience feedback to
the client’s retail store operations. Then,
we eliminated the handle time metric so
agents felt empowered to do whatever
it took to meet customer needs and di-
rectly contribute to the L2R score. Their
engagement level increased by 12%,
and lower attrition drove down costs
while increasing customer retention (see
client impact 1).
For one of our top clients in the
personal fitness technology space,
sustained growth over several years
required us to create new strategies
to raise our engagement level. So we
asked team members for their input.
The result? We deployed our Coaching
for Excellence program, where team
leaders mentor their team members
one-on-one to drive sustained per-
formance improvement over time.
That, along with team-building events
designed to help team members use
the client’s product to build a healthier
lifestyle, drove measured engagement
from 66% to 75% in 2015 (see client
impact 2).
The Culture Value Chain proves that
team member engagement drives top-
line growth for companies like Apple
and Zappos. TELUS International has
proven the same focus can be applied
in an outsourced environment too.
Customers First (CF): What is your
role at Microsoft?
Florin Grama (FG): I lead Microsoft’s
largest Customer Service & Support
(CSS) team in Europe, the Middle East
and Africa, which consists of over 600
IT software and service support pro-
fessionals and consultants based in
Romania. The team is responsible for
assisting partners and customers in
the enterprise, mid-market and small/
medium business segments. We deliver
services and technical support related
to all Microsoft services and products,
ranging from Cloud platforms and
services – Office 365, Azure, CRM,
Continued on page 14
Download the complete Culture Value Chain study, with Frost & Sullivan.
Florin Grama – Helping Microsoft serve customers across 200 countries, and even more languages, he says the key is motivating and engaging frontline team members
Pho
to: S
tefa
n Le
u
Social Mobile Analytics Cloud
For social networks, the
cream has risen to the top.
Facebook has well over a
billion users, and Twitter and
LinkedIn are rapidly monetiz-
ing their reams of data.
With massive smartphone
adoption, millions of people
are walking around with
supercomputers in their
pockets, with access to
services like never before.
Machine learning continues
to converge with processing
power, allowing computers
to increasingly sift through
both structured and un-
structured data.
As cloud capacity increases,
computing efficiency comes
at pennies on the dollar. Flex-
ible arrangements allow users
to adapt capacity as their
demands change.
TELUS International
1716
Customers First - Noteworthy
What key challenges and trends will
transform fraud management in 2016?
We tried to answer this question at
our Executive Breakfast event held in
February in Paris, France. Over 75 of
the country’s top fraud management
experts met with decision makers from
various industries to discuss the latest
trends and breakthroughs affecting the
fight against fraud.
Key challenges that will transform fraud management in 2016
Challenge 1: Cybercrime is attracting more and more fraudsters. The French
Bank Card Association found that internet fraud doubled over the five-year period
between 2010 and 2014. One of the reasons is that it’s easier and less risky - why
risk robbing a bank when you can commit fraud at home? Second, cyber fraud is
scalable and has a quick ROI. Technology advancements enable the deployment
of fraud schemes on a large scale and in a cost-effective manner.
Challenge 2: New communication channels create new loopholes, often not an-
ticipated by companies. The popularity of mobile devices has reached astronom-
ical levels, and mobile fraud is following suit. The growing adoption of the Internet
of Things also presents new fraud opportunities, leading the FBI to issue a warning
statement regarding the piracy risks associated with connected objects.
Challenge 3: Customers expect instant action. In his book, “The Dictatorship
of Urgency,” Gilles Finchelstein claims that we are now governed by our own
impatience. This appetite for “everything now” has caused product offerings and
services to adapt. While this on-demand attitude is already present in the service
sector with instant delivery options and payment by installments, it’s gradually
becoming a reality in other segments too. “As soon as possible” is becoming the
new norm.
Recognizing these challenges and devising ways to take action will generate
much more discussion in the years ahead.
Among the key learnings from the
event was that understanding the con-
text of a transaction is a crucial element
in fraud management. However, the
current digital environment makes that
context more complex and therefore
more difficult to comprehend. The
experts at the event identified three key
challenges making fraud management
more complicated in today’s digital age.
What’s RPA got to do with outsourcing?Robotic Process Automation
(RPA) has been making headlines in
research publications lately with titles
such as “The Robots are Coming”
and “Greetings from Robotistan.”
However, RPA is not quite as exotic
as the titles suggest. These are not
physical robots like you would see in
manufacturing, but rather software
that gets the work done.
RPA is a highly innovative tech-
nology best suited for process
driven areas of business such as
finance, administration, logistics,
order processing, fraud and IT. It has
the ability to increase efficiency and
speed for repetitive, high volume and
rule-based tasks requiring no human
judgment.
The question is how will RPA
affect the outsourcing sector? No,
robots like C-3PO will not be physi-
cally deployed in contact centers. But a
piece of software could automate repet-
itive tasks performed by agents, thus
saving time and optimizing processes
to function more efficiently.
The technology possesses the
capability to improve quality, decrease
transaction turnaround time, and
improve service levels and productivity.
For instance, RPA technology could
manipulate application software instead
of agents during customer interactions.
This would allow agents to focus on
high-value, complex customer inter-
actions, resulting in optimal customer
satisfaction and improved operational
profitability.
Will RPA upset traditional models of
outsourcing? The answer lies in how
BPOs will leverage RPA capabilities
in their processes and harness the
advantages of software robotics. Still,
the concept of RPA is either unknown
or misunderstood by many buyers and
outsourcers alike - likely due to the
connotation associated with the term
“robotic.” Looking positively to the
future, RPA actually gives outsourcers
a new way to innovate and could even
help the industry grow.
The French Bank Card Association found that internet fraud doubled over the five-year period between 2010 and 2014.
Executive Breakfast – Industry experts meet to discuss fraud management trends in Paris
No, robots like C-3PO will
not be physically deployed in
contact centers. But a piece
of software could automate
repetitive tasks performed by
agents...
TELUS International
1918
In my view, it’s about a few key things: 1) aligning our business culture to the ever-evolving needs of our customers; 2) making sure that our key busi-ness accomplishments showcase what we have achieved for our customers; and 3) that we – as leaders – remove the road blocks that affect our customers’ needs and/or strategies for success.
José Calderón, VP, Operations
TELUS International Central America, El Salvador
TELUS Days of Giving drew more
than 7,250 volunteers to 11 events
outside of Canada in 2015. In this
picture, a local woman proudly cuts the
ribbon on her new home in the Santa
Gertrudis community of Santa Tecla in
San Salvador, El Salvador. Volunteers
from TELUS International partnered
with local non-profit TECHO to build 20
houses for local families over two days
last November.
The Big PictureUnscriptedWhat does putting customers first mean to you? TELUS Days of Giving 2015
It permeates everything we do. Customers expe-rience it in our transparent sales process, in how we onboard and support them, and in the expert engineers we’ve hired. We call it ‘DizzionCare,’ and it means listening first and doing the right thing by our customers. It’s not just solving problems but using technology to help grow and improve our customers’ business.
Chris Horning, Sr. Client Relations Manager
Dizzion (virtual desktop and cloud solutions)
Our Customers 4Life program leads our culture to develop long-term relationships with custom-ers. We focus on three main areas – Operational Improvements to make interactions easy, conve-nient and accurate; Communications that inform, engage and invest our customers and employees; and Education that articulates the “Customers 4Life” behaviors expected in each organizational role. By partnering with our customers for their long term success, we earn the right to do busi-ness with them!
Nancy Porte, VP, Global Customer Experience
Verint (speech and text analytics)
I think of customers not just as people calling us to buy a product, but as men and women with real problems, seeking solutions. That’s why I do my best to put myself in their shoes. Usually it’s not dif-ficult, because we’ve all been in similar situations, hoping to receive not only the service that we pay for, but also understanding and sympathy. Nothing beats real human interaction.
Danail Pavlov, Customer Support Agent
TELUS International Europe, Bulgaria
For me, it means striving to build healthy relation-ships with customers by identifying their needs and providing the best possible experience. Another thing is passion. If you love what you’re doing and if you always put the customer first, the customer will feel that – and you will have a successful rela-tionship.
Annica Ronquist, Head of Global Customer Operations and
It means bringing added value to our partners’ business, by acting as their advocates and being constantly proactive in providing feedback and suggestions on how to drive excellence in custom-er service.
Adriana Alecu, Operations Manager
TELUS International Europe, Romania
Customer service and contact center solutions
– see the difference today.
When it comes to finding the right customer service partner, it’s all about cultural alignment. Will your
outsourcing partner truly uphold your brand promise? And will they take care of the agents serving
your customers? At TELUS International, we aspire to be your brand ambassador and to redefine
the outsourcing industry through our spirited teamwork and caring culture.
See for yourself! Click here to take a quick virtual site tour of our operations in the United States,