www.brightindex.co.uk Copyright © Bright UK Ltd Creating self-correcting customer service organisations Twickenham Stadium, July 2015 @MRennstam
Dec 25, 2015
www.brightindex.co.uk
Copyright © Bright UK Ltd
Creating self-correcting customer service organisationsTwickenham Stadium, July 2015
@MRennstam
www.brightindex.co.uk
You would normally hear me speaking about
how are we doing in three key areas...
www.brightindex.co.uk
PERFORMANCE
STAFF ENGAGEMENT
V.O.C.
www.brightindex.co.uk
C-SAT scores over the last 4 years.
aut 10 spring 11 aut 11 spring 12 aut 12 spring 13 Autumn 13 Spring144.25
4.3
4.35
4.4
4.45
4.5
4.55
Average CSAT score 2010 - 2014
Average CSAT scores (scale 1-5) over the last four years.
www.brightindex.co.uk
Creatingself-correcting
organisations.
"All is connected ... no one thing can change by itself."
— Paul Hawken
“Slowness to change usually means fear of the new” – Philip Crosby
“Change is hard because people overestimate the value of what they have and underestimate what they may gain by giving that up” – Belasco & Stayer
“If you do what you’ve always done, you’ll get what you’ve always got” – Henry Ford
V.O.C: a powerful first building block for your self-correcting organisation.
Build a real-time solution enabling you to not just measure C-SAT, but drive it!
ON 4 LEVELS
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Level 1: Self developing agents
Make it accountable
J. Smith | Team | Dept. | Division | Company | Benchmark
www.brightindex.co.uk
Level 2: Clued up and focused team leaders.
Make it accountable
NP
S
Advisor engagement
Focus where it matters the most
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Level 3: Centre managers driving relevant KPIs.
Measuring metrics in parallel with general
satisfaction (or NPS), will tell you what affects
satisfaction the most.
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How do we drive change in the rest of your organisation?
Contact Centre
Marketing
Product Dev.
Logistics
Anti churn team
Web
CEO
Current top gripes
Top negative customer comments
Resolution Broken processes Lack of knowledge Service quality Third party agreements Broken promises No empowerment
Timeliness Transfers Queue length and info Hold lengths
Systems Personal details wrong Customer history wrong
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Verbatim mining and CEO sessions.
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Cover the whole customer journey
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What about costs?
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The power of linking data
Cost per advisor 40k / 270 days = £148 / 90 calls and 60 calls.
C-SAT
Co
nta
cts
pe
r d
ay Teams with £1 lower
cost per call, yet scores higher on CSAT.
Move 500 advisors in red to green = £12M cost saving annually!
www.brightindex.co.uk
AHT
Product Knowledge
V.O.C. 2.0: Mix with C-SAT with performance stats
Why does Bob spend 60 seconds longer per call compared to Mary?
And at the same time, customers score Mary’s competence higher!
www.brightindex.co.uk
Rec
ogni
tion
(em
ploy
ee)
Engagement (customer)
V.O.C. 2.0: Mix with C-SAT with Employee scores
These team leaders score much higher on ”Recognition” by advisors AND (thus) customers find their advisors much more engaged.
Benchmark performance
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How do we find our strategic sweet spot? Q
UA
LIT
Y
EFFICIENCY
Public Sector
Logistics
RetailUtilities
Service DesksTelecoms
Bright Index
InsuranceTravel
Retail banking
Premier Banking
Best Practice
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DO start monitoring Social media, however..
ContactBabel
Excluding communities / FAQ
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Resolving issues on the first attempt, by channel
Target response time – email
Actual response time – email
24 HOURS!
20 HOURS!
© OVUM
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Monitor & Manage the three key areas.
Build an organisation that keeps improving regardless
of management changes.
www.brightindex.co.uk
Mats Rennstam
www.brightindex.co.uk
Further reading:www.brightindex.co.uk/Research
- You CAN prove the value of customer service!
- Best Practice for Customer Satisfaction Surveying
- Bright warns good customer service may be too good!
- Five steps to achieving a 30% C-Sat increase
- Proving contact centres’ contribution to the business
- Is self-service for you?
- Focus on what matters, and where the money is!
www.brightindex.co.ukwww.goldstandard.cc
www.brightindex.co.uk
Copyright © Bright UK Ltd
Contact Centre Trends & Raising the gameWhere are we at present and how do we raise the game for the entire industry?
@MRennstam
www.brightindex.co.uk
C-SAT scores over the last 4 years.
aut 10 spring 11 aut 11 spring 12 aut 12 spring 13 Autumn 13 Spring144.25
4.3
4.35
4.4
4.45
4.5
4.55
Average CSAT score 2010 - 2014
Average CSAT scores (scale 1-5) over the last four years.
www.brightindex.co.uk
Do we make it easy for our staff to help customers?
Knowledge
Recognition
Performance
Engagement
General satisfaction
Support & Processes
50% 55% 60% 65% 70% 75% 80% 85%
Bright Employee Index results for 2013 - 2014
Percentage of agents that said “the technology in place
hinders me helping the customer”
UK Benchmark62%
www.brightindex.co.uk
Other drivers..
<26 <36 <46 <56 56+ <26 <36 <46 <56 56+Empathy Knowledge
1
2
3
4
54.6 4.6 4.7 4.7 4.7
4.5 4.5 4.6 4.5 4.6
Agent C-SAT v Age
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Other drivers..
Female Male Female MaleEmpathy Knowledge
1
2
3
4
5 4.69 4.60 4.55 4.47
Agent C-Sat v Gender
Benchmarking performance
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Speed to answer, within 20 seconds
Highest: 98.00%
Lowest: 25.00%
Sector Lowest Highest
Finance 55.0% 89.4%
Retail 53.0% 98.0%
Telecoms 47.0% 86.7%Spring 2013 Autumn 2013 Spring 2014 Autumn 2014
0
10
20
30
40
50
60
70
80
90
100
Trend
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Speed to answer, within120 seconds
CSAT breaking point for speed of answer.
“the average wait time is now..”
Spring 2013 Autumn 2013 Spring 2014 Autumn 20140
10
20
30
40
50
60
70
80
90
100
Trend
www.brightindex.co.uk
BrightIndex™
Highest:
Lowest:
Average response time - email
Definition: Actual response time for emails, regardless of opening hours.
Spring 2013 Autumn 2013 Spring 2014 Autumn 20140
5
10
15
20
25
Trend57h
2h
www.brightindex.co.uk
BrightIndex™
Highest:
Lowest:
Short term absence - advisor
Definition: Average number of days of short term absence per advisor during the period.
Spring 2013 Autumn 2013 Spring 2014 Autumn 20140
1
2
3
4
5
6
7
Trend11.12
0.88
www.brightindex.co.uk
BrightIndex™
Highest:
Lowest:
Lost calls in self service
Definition: Proportion of calls lost during self service in the IVR.
Spring 2013 Autumn 2013 Spring 2014 Autumn 20140
10
20
30
40
50
60
70
80
90
100
Trend65.00%
11.60%
Benchmarking performance
www.brightindex.co.uk
Advisors per Team leader
Definition: Number of advisors divided by number of team leader FTEs
Highest:
Lowest:
22
3
8-15 advisors / team leader =
10% higher ready time
5% higher availability
5% higher FCR
Lower absence
More satisfied advisors
Higher competencySpring 2013 Autumn 2013 Spring 2014 Autumn 2014
7
8
9
10
11
12
13
14
Trend
www.brightindex.co.uk
BrightIndex™
Highest:
Lowest:
Call time per advisor and day (hours)
Definition: Logged call hours / FTE for calls / 110
Spring 2013 Autumn 2013 Spring 2014 Autumn 20140
50
100
150
200
250
Trend337min
56min
www.brightindex.co.uk
Utilisation, Autumn 2014
60%
18%
13%
9%
42%
19%
12%
27%
Bright Index Top performers
Definition: Breakdown of an average workday for a Telephony FTE, based on one day (450 minutes)
Talk Time
Idle
Wrap
Other
Talk Time
Idle
Wrap
Other
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BrightIndex™
Highest:
Lowest:
Training days per advisor
Definition: Average number of days the advisors have spent on training during the period, excluding induction training.
Spring 2013 Autumn 2013 Spring 2014 Autumn 20140
0.5
1
1.5
2
2.5
3
Trend14
0
www.brightindex.co.uk
BrightIndex™
Highest:
Lowest:
Average length of employment
Definition: Average length of employment in years. Permanent employees only.
Spring 2013 Autumn 2013 Spring 2014 Autumn 20140
1
2
3
4
5
6
7
Trend19.00
0.75
Benchmarking performance
www.brightindex.co.uk
BrightIndex™
Highest:
Lowest:
Calls per advisor and day
Definition: Total number of calls handled, divided by working days and FTEs.
Spring 2013 Autumn 2013 Spring 2014 Autumn 20140
5
10
15
20
25
30
35
40
45
50
Trend98.01
8.49
www.brightindex.co.uk
BrightIndex™
Highest:
Lowest:
Average call duration
Definition: Average talk time per call in seconds, excluding IVR and wrap time.
Spring 2013 Autumn 2013 Spring 2014 Autumn 20140
50
100
150
200
250
300
350
Trend753s
129s
www.brightindex.co.uk
BrightIndex™
Highest:
Lowest:
Direct cost per call
Definition: Direct cost (salaries + rent) for your call handling advisors, divided by answered incoming calls.
Spring 2013 Autumn 2013 Spring 2014 Autumn 20140
0.5
1
1.5
2
2.5
3
3.5
4
4.5
5
Trend£19.62
£0.85
www.brightindex.co.uk
BrightIndex™
Highest:
Lowest:
First call resolution
Definition: Proportion of queries resolved in the first call, according to the advisor.
Spring 2013 Autumn 2013 Spring 2014 Autumn 20140
10
20
30
40
50
60
70
80
90
100
Trend99.48%
39.03%
www.brightindex.co.uk
Q&D Return on investment
Metric(per advisor)
Bright Index (cross sector avg)
Top performers Diff. WORTH(500 seat centre)
Annual cost £38,000 £23,000* - £15,000 £7.5M
Calls per day 45 93 + 48 £9.5M
Absence per annum
6 days 0.2 days 6 days £420k
Avg. talk time per day
180 mins 294 mins + 114 mins £4.5M
Attrition per annum
17% 1.3% 16% £400k
£15-20M
*excludes offshore (£6,900).
www.brightindex.co.uk
PERFORMANCE
STAFF ENGAGEMENT
CUSTOMER
How do I think we’re going to significantly raise the game for the
industry?
www.brightindex.co.uk
Mats Rennstam
www.brightindex.co.uk
Further reading:www.brightindex.co.uk/Research
- You CAN prove the value of customer service!
- Best Practice for Customer Satisfaction Surveying
- Bright warns good customer service may be too good!
- Five steps to achieving a 30% C-Sat increase
- Proving contact centres’ contribution to the business
- Is self-service for you?
- Focus on what matters, and where the money is!
www.brightindex.co.ukwww.goldstandard.cc