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Strategic Call Centers Moving from cost centers to value-add

Strategic Call Centers Moving from cost centers to value-add. Lisa Gauvin Vice President, Customer Care Cox Communications, Inc.

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Strategic Call Centers Moving from cost centers to value-add

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  1. Strategic Call CentersMoving from cost centers to value-add Lisa GauvinVice President, Customer CareCox Communications, Inc. This presentation is proprietary & confidential. It is the property of Cox Communications, Inc., and cannot be reproduced or shared outside of Cox Communications, Inc., without the expressed written consent of Cox Communications, Inc.

  2. Customer attraction and retention • Being on par in terms of price and quality • only gets you into the game. • Service wins the game. • Dr. Tony Alessandra, PhD.

  3. Entertainment Services Home Management Services Communications & Information Services Cox Customer Care is challenged by • A myriad of competitive complexities Price Product Service

  4. Building an effective call center strategy • A. Starts with pinpointing your service identity

  5. Strategic call center management • Implements four primary drivers – Price, market share, speed to market do not solely ensure marketplace dominance over the long term.

  6. Driver 1. Achieving the right mix of assisted- and self-service options • Requires that you listen to your customers: “Make it easy for us to do business with you.” • And take action • Sales and service • Purchase products and services online, by phone, or in a Cox Service Center. • Bill pay online, kiosk, by phone, in person • Information • Proactive alerts and info online and on iTV • Support • Speech-enabled IVR self-service troubleshooting, interactive online and iTV tools: Instant Answers “robotic” chat, flash tutorials • On-site • Technical support in the home or office provided by a highly-skilled technical support rep employed by Cox

  7. Alignment Framework: People • Employee satisfaction is a driver of customer satisfaction

  8. Training Business knowledge Care Center employees Customer touch-point integration Portal style Desktop Dynamic delivery system: tools, knowledge, customer & network information integration Tools: Dynamic & integrated empower employees To make decisions that are good for the customer and the business Channel alignment

  9. Empower employee “right actions” to benefit the customer and the business The right tools + Clear guidelines = Effective service recovery

  10. Incentives: Reinforce employee right actions For good decisions & providing consistent quality customer experiences

  11. Results Results Call Routing Accuracy Data Deflections Video Deflections Call Handling Benefits:Actual vs. Planned • % reduction of misrouted calls: 2.2 vs. 1.5 • % of data calls deflected: 11.2 vs. 8.0 through SpeechCycle self-service application • % of video calls deflected: 1.0 vs. 4.0 through SpeechCycle Driver 3: Operational improvements drive efficiencies • Better customer experience • Better call routing reduces customer wait times • Fewer outsourced calls increase consistent customer interactions • Customers can choose self-service for simple transactions or assisted-service for complex issues. • Standardized critical processes • Drives call handling consistency • Reduces call handling complexity • Reduced operational costs • Simple transactions move to lower cost self-service channels • Economies of scale leveraged • Capacity management improved

  12. Operational improvements lower costs Operational costs decrease Results Usage of lower cost self-svc options • Speech-enabled IVR main menu • Bill pay (promise to pay) • Video self-service troubleshooting • CHSI self-service troubleshooting Standardized processes • 3 Virginia Call Centers insourcing • Cleveland/Kansas Centers insourcing • support.cox.com & cox.com/support • Quality assurance plan initiated Overall costs decline • Costs per minute • Outsourcing support • Capacity management • Assisted to self-service Total Benefit Call Routing Accuracy Data Deflection Video Deflection Financial Benefits:Actual vs.Planned • Reduced misrouting: $1.3Mvs.$560K • Data tech deflection: $3.5Mvs.$2.5M • Video tech deflection: $360Kvs.$1.38M • Total projected benefit: $5.2Mvs.$4.4M

  13. Uninstalling 2% Troubleshooting 12% Customers asking about… Outage 8% Home Networking 3% Install 21% Remote Email Access 5% Customer Questions 57% Email Server 40% EAS Messaging - Analog Cable 33% How It Works 4% Other 1% Sampling of call drivers Signal - Weak 16% Closed Digital Cable 9% Captioning - Active/ How much does Digital Cable cost? 78% Ongoing measures of efficiencies, costs, and customer satisfaction • Robust analytics provide rich data for continuous operations and customer experience improvements

  14. People Tools Processes Solid Operations Quality Experiences Driver 4: Balanced investment Ensures solid operations and quality customer experiences

  15. Results: Operationally efficient call centers and … Customers who are advocates for your business She was extremely pleasant, addressed my concerns... because of Cheryl I remain a customer … …Aaron was great. I was amazed he set up my service in under 15 mins … …I felt that Bob was genuinely concerned about my service. He resolved it immediately. He’s the reason I stay with you.

  16. Reaping the rewards • An award-winning company that is the envy of the industry • 2006 • J.D. Power and Associates’ 2006 Major Provider Business Telecommunications Services StudySM highest honor for highest customer satisfaction among small/midsize business data service providers in the nation. 1stt year CBS included in this study. • 2005 • J.D. Power Annual Customer Satisfaction Survey of Multichannel Providers. #1 overall ranking among cable providers. #3 overall ranking besting Dish. • J.D. Power and Associates’ Highest Honor in Customer Satisfaction Among High-Speed Internet Service Providers. • PC Magazine’s Readers’ Choice Award for Cox High Speed Internet service. • J.D. Power and Associates’ Highest Honor in Residential All-Distance Telephone Customer Satisfaction Study SM in the West Region. • 2004 • J.D. Power and Associates’ Highest Honor in Residential Local Telephone Customer Satisfaction in the West Region. • J.D. Power and Associates’ Highest Honor in Overall Customer Satisfaction in Bundled Long-Distance Telephone Service. First time a cable company has ranked highest in this segment of J.D. Power’s annual study. • 2003 • J.D. Power and Associates’ Highest Honor in Residential Local Telephone Customer Sat. Ranked highest in overall customer satisfaction in the Western Region. First time any broadband communications company has received this J.D. Power recognition and first time Cox has been in included in the study. • PC Magazine Readers’ Choice Award for Cox High Speed Internet Service, Only Internet Service Provider to receive an A+. • Northern Virginia Nat’l Cable & Telecommunications Assoc Vanguard Award for Cable OperationsManagement:Gary McCollum, VP & region mgr., NoVA • No. 1 in CableFax 100. • Cox rises to No. 329 FORTUNE 500.

  17. Questions

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