Global Contact Centre Benchmarking - AIST · Global Contact Centre Benchmarking Digital needs a Human Touch ... benchmark Why Pinpoint problems ... Call Replacing face to face

Global Contact Centre BenchmarkingDigital needs a Human Touch

Jude Carter

Principal ConsultantCustomer Experience & CollaborationDimension Data

Wholly-owned

subsidiary of

NTT Group

Global footprint direct

presence 58 countries

Preferred partners in

100+ countries

ICT provider since

1983 Our FY15 turnover

is USD 7.5bn

Clients include 75%

of Fortune 100 &

60% of Fortune 500

Global Top

Employer of

31,000+ employees

Strategic partners

– Cisco, EMC,

Microsoft, SAP,

and Deloitte

Dimension Data

Official technology

partner of A.S.O.,

organiser of the Tour

de France

Title partner of Team

Dimension Data

for Qhubeka

Security

Network

as the platformNext-generationdata centre

CollaborationDigital

Customer experience

The Global Contact Centre

Benchmarking Report

Launched in 1997 by Merchants,

Dimension Data’s

subsidiary contact

centre specialist.

Annual global

research study of multichannel

interactions and

the contact centre

Supported by over 40of the world’s leading industry

groups and associations

19 yearsof trends, performance

analysis and best

practice techniques

6core review areasspanning innovative

strategies on operations

and technology to self- and

assisted-service solutions

About the

2016 Report

6 chapters,

700+ data points,

80+ result charts

1320 companies from

81 countries globally contributed

to this year’s research

Analysis with context

and recommendationson best practices

16 new questions

and existing

survey expanded

to include digital

25 country/regional

highlights summary

reports

New for 2016

bespoke reportbuilder via new website

03 March 2017

companiesbenchmark

Why Pinpoint

problems

Identify best

practice

Validate

performance

Get buy-in

to change

Support

business cases

Understand

trends

accelerate your ambition

Digital needs a human touch

The Big Picture

CX recognised as a clear differentiator: it’s dominating the service revolution as organisations go beyond….go digital or die

SOURCE: 2016 Global Contact Centre Benchmarking Report

83% recognise CX

as a competitive

differentiator

That’s a rise of 30%

since 2012

78% recognise CX as the most important board

level/exco strategic performance measure

77% can evidence cost saving benefits via improved CX; 74%

say it increases company profits/revenues

Strategy and innovation

CX transformation: evolution of the contact centre

Telephone-primed CX

Contact2000s

Channel migration

for cost reduction

Broadening

channel access

1990s

CallReplacing

face to face

Provide improved

customer access

2010s

MultichannelPart of a

multichannel experience

Supporting other channels

- not always first choice

Omnichannel2016 – 2018

Focused on resolving user

issues ‘in-channel’

Providing assisted support for

integrated digital channels

Omnichannel Vs Multichannel

CX transformation: evolution of the contact centre

Telephone-primed CX Digital-primed CX

Contact2000s

Channel migration

for cost reduction

Broadening

channel access

1990s

CallReplacing

face to face

Provide improved

customer access

2010s

MultichannelPart of a

multichannel experience

Supporting other channels

- not always first choice

Omnichannel2016 – 2018

Focused on resolving user

issues ‘in-channel’

Providing assisted support for

integrated digital channels

Digital analytics

Technology enablement

2016-2020s

Personalisation & proactive CX



The Challenge

The digital revolution is being held back

digital needs a human touch

Channel specific

rather than customer

centric

experience design

Customer testing

and approvals

scarce

Design

Consistent and

proven phone

management

techniques not

applied to digital

Objectives not

aligned

Management

Responsibility and

focus to business

case objectives is

often missing

Silo approach to

channel management

Ownership



The Detail


01 Strategy and Innovation

Customer experience as a competitive differentiator

6.8

10.7

82.5

2.8 7.9

89.3

Global Financial Services

Does your organisation view customer experience / the contact centre as a competitive differentiator?

Omnichannel and the move to digital having the largest impact

Top 3 Industry trends affecting CX capability

3.3

9.3

14

25.1

26.5

27.9

28.8

31.6

34.9

41.4

56.3

Other

Speed of change - can't keep up

Access to new technologies (incl. hostingetc.)

Commitment to customer experience as adifferentiator

Data analytics (incl. big data)

Interaction optimisation/automation

Multiskilling/increased complexity

Security risks and compliance

Changing user behaviours (mobile, socialetc.)

Migrating traffic to digital

Omnichannel strategies (connectedcustomer journeys)

What are the top three industry trends affecting contact centre and CX capability


Massive focus on full channel integration

1 in 5 FinServiceorganisations omnichannel capability now.

Moving to 4 in 5 by 2018!

Omnichannel Integration

Which of the following best describes the level of integration across your service channels?


Customer analytics, digital capability and omnichannel are the key trends for next 5 years

Personalised service offerings fall right behind architecture capability as other top CX enablers

Trends and Drivers – next 5 years

0.5

2.3

7

10.7

12.1

12.6

18.6

20.9

26

38.6

48.8

50.2

51.6

Other

Public scrutiny of service provision

Service via video on demand

Enhanced security (i.e. fraud)

Better training and agent empowerment

Service via social media

Executive commitment to the customerexperience

Availability/access to new technology

Changing user demands/behaviours

Personalised service offerings

Integrated customer journeys (i.e.omnichannel)

Digital channel service capability

Customer analytics

What are the top three things that will reshape the contact centre industry (and CX) during the next five years?



02 Performance Analytics

Analytics headline change agent again this year but still 83% have no big data capability

Headline performance tools now the norm,but don’t show the big picture on CX journeys

84 82

74

42

40

17.5 1712.5

0.5

Business information tools available

17

8482

74

What business information tools are available within your contact centre?


Only 32% can now track a customer journey that spans multiple channels

And only 23% can locate problem hotspots that impact CX

7.5

23

31

32

32.5

Other

Blockage points in processes (that affect the CX) can belocated

Key decision points can be identified

Interactions can be tracked across multiple channels

We can't track the customer journey

Tracking customer journeys

32.5

23

How well can you track the customer journey across your service channels?


Service personalisation mainly achieved via broad segmentation and campaign triggers

Future trend is customised CXbased on “small data” insights

11

23.5

45

54

60.5

We are unable to offer a personalised services at this time

Customised CX based upon the customer's profile/analytics

Prioritised service for specific campaigns/events

Prioritised service channels

Specific customer groups (e.g. high value/gold card customers)

Personalisation of service

23.5

What style of personalised service can you offer?


03 Digital Services

The digital revolution

continues

Today, digital interactions

account for over 42%

of all interactions

and are on track

to overtake voice

by the end

of the year

The digital revolution…

Telephone

IVR

Automated services

Email

Web chat

Social media - Facebook,Twitter, etc.

Smartphone application

SMS text

Video chat

Service kiosk support

Internet website (peer-to-peer systems)

2006

2015

2016

Contact Centres now supporting up to 9 channels as the new normal

Services supported by the contact centre

14.9

34.9

39.5

46

51.2

58.1

60.5

72.1

83.3

90.7

100

30.2

25.6

17.2

40

24.7

27.4

19.1

18.1

7.4

6

54.9

39.5

43.3

14

24.2

14.4

20.5

9.8

9.3

3.3

Video chat

Other automated services (Internet ofthings, automated message push, etc.)

Service kiosk support (i.e. branch walk-ins)

Web chat (incl. instant messaging, co-browse)

Social media (Facebook, Twitter, etc.)

Mobile application (smartphone, tablet apps)

SMS text

Website (incl. knowledge portals, peer-to-peer systems, etc.)

IVR (touch-tone/speech)

Email

Telephone

Now Within 1 year No plans

What services can your contact centre support, now and in the future?


Mobile apps and social

media securing a

foothold across age

groups

Popularity of channel by age group

Mobile apps a top

choice for those

under 35

9.2

30.3

12.1

43.8

39.5

6.6

30.3

17.7

9.2

89.4

89.8

53.8

20.8

16

0.7

2.3

8.5

5

9.1

1.5

Over 70 years

Between 55 and 70 years



Under 25 years

Social media Mobile application Email Telephone Web chat Other

Which contact channel is most popular with the following age groups?


54.2

28.8

17

42.7

39.4

17.9

Telephone Self-services Assisted-services

Actual

Desired

Contacts by phone drop again, by 12% on 2015

Desired split still some way to go before actual target numbers achieved

Desired contact by channel

What is your desired versus actual split of customer interactions by channel grouping?


Interaction levels continue to rise

76% increase in digital agent-assisted transactions

FTE requirements increase

Evolution of contact centre in next two years

76.0

12.1

1.7

10.2

Digital assisted (agent supported)

will …

67.8

19.5

7.4

5.3

Overall interactions (spanning all

channels) will …

28.5

29.6

38.8 3.1

Telephone traffic (agent led) will …

33.4

35.6

26.84.1

Headcount employed will …

81.0

9.1

0.79.2

Digital self-service will …

How will your contact centre develop in the next two years?

04 Operational Delivery

CX is again top strategic indicator of performance according to company board / executive team

Double that ofrevenue and profits

Strategic measures of performance

*Net Promoter, NPS and Net Promoter Score are trademarks of Satmetrix Systems Inc., Bain & Company and Fred Reichheld

2.8

14

20

23.7

29.3

29.8

30.7

33

40

76.7

Other

Customer effort scores (ease of doing business)

Complaint levels

Transition to digital interactions

Employee engagement

Customer advocacy or loyalty (e.g. NPS*)

Productivity and cost to serve (incl. contactpropensity)

First contact resolution (right first time)

Sales revenue and profits

Customer experience

What are the top three most important strategic performance measurements according to your company's board/executive team?


Time to Answer, CX and then FCR

are the top operational indicators of success within the contact centre

Top 3 indicators of operational performance


1.2

2.9

9.8

10.4

20.8

21.4

22

22.5

43.4

44.5

45.1

56.1

Contact deflections (usage of non-voicechannels)

Other

Agent schedule adherence

Cost to serve

Employee satisfaction

Quality control/process adherence

Net Promoter Score*

Sales revenue/leads generated

Customer experience performance

Agent productivity

Time to answer SLA's

First contact resolution (FCR)

What does your contact centre consider as being the top three indicators of operational performance?


Productivity, quality control and AHT are the key indicators of agent performance

CX ranked

6th!

Agent performance indicators


What are the top three performance indicators used to target agents?


2.3

10.4

22

31.8

32.4

32.9

35.8

38.2

44.5

49.7

Other

Net Promoter Score*

Sales (incl. upsell/cross-sell)

Schedule adherence

Customer satisfaction/CX scores

Quality

First contact resolution (FCR)

Average handle time

Quality control/process adherence

Productivity - calls/contacts handled

32.4

Huge inconsistencies in measurement of quality

94% measure quality of voice contacts

56% on digital

2.9

41

42.8

56.1

93.6

None of above

Follow-up actions (e.g. promised call-backs)

Business processes (e.g. back-office administration)

Digital interactions (e.g. email, web chat)

Telephone interactions

Measurement of quality

56.1

Where do you measure quality levels?


Large disparity between phone and assisted-service channels

47% have no targets in place at all for non-voice agent assisted services

47.1

15.1

19.2

26.7

27.9

31.4

36

13.4

36.6

41.3

56.4

61.6

66.3

73.3

None of the above

Agent satisfaction with workforce management process

Management satisfaction with workforce managementprocess

Alignment of shift patterns to contact arrival patternforecasts

Schedule adherence levels

Forecast accuracy - resource requirements

Forecast accuracy - contact volumes

Assisted-Service Telephone

Workforce management effectiveness

What targets are in place to measure the effectiveness of the workforce management team?


47.1

Despite a solid adoption of WFM technology in Australia

Yet to be extended evenly to non-voice channels

Workforce optimisation systems

What systems are used to enable workforce optimisation in your organisation?


41.3

63.4

64.5

68

73.3

75.6

80.8

84.9

22.7

22.7

22.7

21.5

12.8

18

12.2

9.3

36

14

12.8

10.5

14

6.4

7

5.8

Agent screen capture

Agent analytics

Knowledge management

Feedback mechanisms

Voice and/or data logging (storage and retrieval)

Workforce management

Quality management

Performance management

Currently used Planned Not planned

93.6

93

05 Technology Solutions

Integration of multiple systems

Then legacy systems and budget / cost concerns are the primary technology challenges today

Technology Challenges

What are the most common challenges faced as a result of your contact centre technology systems?


4.7

14.8

16

17.8

24.9

25.4

27.2

34.3

36.1

55.6

62.7

Other

Inability to define positive business case

Maintaining big data view acrossorganisation

Management of multiple projects

Solutions created in silos

Lack of required technologies

Speed of change

Stretch on resources

Securing budget/cost burdens

Legacy systems inhibit flexibility/progress

Integrating multiple technology systems

Almost 40% say digital systems fail current needs

86% fear systems won t meet future requirements

Technology meeting current and future needs

How well do the following technology system items meet your current and future needs?


13.8

14.9

16

18.8

21.2

22.3

27.7

31.7

67.6

38.3

44.4

43.8

51.3

60.8

54.1

55.1

18.6

46.8

39.6

37.5

27.6

16.9

18.2

13.2

Business support systems (HR/Financemanagement, etc.)

Analytics systems

Knowledge management systems

Digital channel systems

Interaction optimisation systems(WFM/recording systems, etc.)

Security systems (e.g. fraud prevention,etc.)

Telephony systems - automated (e.g.IVR)

Telephony systems - agent ledinteractions

Meets current and future needs Meets current needs Doesn't meet current needs

37.582.2

53% plan to locate their

technology in the cloud

Technology Location

62.1

21.9

7.1 6.52.4

28.4

18.921.3

26.6

4.7

On premise - yourtechnology located at

your site

Offsite - in a data centreleased by you

Cloud - privateinfrastructure hosted by

a third-party serviceprovider

Cloud - hybrid mix ofabove connected to

premise basedtechnology

Cloud - shared or publicinfrastructure hosted by

a third-party serviceprovider

Current PlannedWhere’s your contact centre technology located?


Move is to Private

and Hybrid solutions

Just 5% to a

shared /

public cloud



In Summary

78.7% of companies recognise

CX as a competitive

differentiator

76.9% recognise CX as the

most important strategic

performance measure

Personalisation of

services will be key

and enabled by

analytics – voted top

trend that will

change the industry

in the next 5 years –

82.1% have no big

picture view

77.5% can evidence

cost savings via

improved CX

67.5% say it increases

company

revenue/profits

CX is now top

reason for ofering

self-/assisted-

service channels

(ahead of cost

reduction)

Omnichannel top

trend for 2016

Integration

capability set to

triple from 20.4% to

76.6% in next two

years

Cloud in some form

now a must for

contact centres

68.5% planning for

it. Just 13.8% will

retain technology on

premise

Hybrid solutions set

to treble and enable

a single integrated

platform

Digital demand soars as

most contact centres

head to 9 channel

options

Mobile apps

A top three choice for

everyone under 55 yrs

2016 results at a glance…

The connected customer journey

BranchSMSWebSMSCo-BrowseVoiceWeb chatV.A.WebEmailV.A.Mobile

Omnichannel customer journey

Further information…2016 Global Contact Centre Benchmarking Report

Contact us:

www.dimensiondatacx.com

[email protected]

@DiDataCX | #CCBenchmarking

Global Contact Centre Benchmarking Discussion Group

Dimension Data Contact Centres Showcase Page

mailto:[email protected]

Global Contact Centre Benchmarking - AIST · Global Contact Centre Benchmarking Digital needs a Human Touch ... benchmark Why Pinpoint problems ... Call Replacing face to face

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