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Metrics as a Competitive Advantage

Metrics as a Competitive Advantage. Genesys Strategic Planning Series CRM Exchange – October 2009 Tim Montgomery - The Service Level Group. Tim has honed his expertise by working closely with and advising some of the world’s most recognized service organizations.

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Metrics as a Competitive Advantage

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  1. Metrics as a Competitive Advantage Genesys Strategic Planning Series CRM Exchange – October 2009 Tim Montgomery - The Service Level Group

  2. Tim has honed his expertise by working closely with and advising some of the world’s most recognized service organizations

  3. “World Class is NOT something you deliver, it is a RESULT of something you are”John DiJulius

  4. Measurement Traps • Focused on Self • Looking Backwards • FAITH in Numbers • Gaming the Metrics • Sticking TOO LongHBR Oct 2009

  5. Internal Measures Not Connected with the Customer or Competition Why does the customer care?

  6. Service Level/ASA • Is the door open when promised? • How much of my time are you willing to take? • Should I begin to look for an alternative?

  7. Abandon/Answer Rate • I’m too busy right now • I don’t have tolerance for wasting time • I have alternatives

  8. Too Much Time Spent Analyzing the Score More Time On the Game Film and Moving Players

  9. What is Planned? What do I Have? What is Down the Road? …Adjust Based on Future NOT Past Svc Level ASA Abandon Adherence

  10. Measures Put In Place Because Everyone Else Does It Understand That Size Makes Call Centers Different

  11. Savings of 2 Agents Savings of 7 Agents Savings of 27 Agents

  12. Measures With Holes That Lead to Excuses “Wishful Thinking and Denial” …Beyond the 4 Walls

  13. GATEWAY - I Built This Company, I Can Save It – Fortune Magazine Many of these changes hurt more than just morale. They hurt business. For example, one policy put a time limit on customer-service calls; reps who spent more than 13 minutes talking to a customer didn't get their monthly bonuses. As a result, workers began doing just about anything to get customers off the phone: pretending the line wasn't working, hanging up, or often -- at great expense -- sending them new parts or computers. Not surprisingly, Gateway's customer satisfaction rates, once the best in the industry, fell below average. What's more, many customers stopped recommending Gateway to their friends and families; Gateway's referral business -- once 50% of total sales -- fell to about 30%

  14. Comparing Apples to Watermelons and the resulting AVERAGE Give leaders the tools to COACH the solution

  15. 79% 89%

  16. Herb Kelleher On Coaching… You don't have time to do anything else until you accomplish that; focus all of your time and then the rest of it will fall into place and be easy.

  17. Why can’t we hit our numbers?

  18. Survey Says… • We’re understaffed • Can’t pay enough • Reps don’t care • Other departments • Our systems • Senior management

  19. Metrics Prove You’re Under Staffed… In Advance

  20. Can’t afford to pay them enough? Focus On Culture - Buy The Book...

  21. Adherence Talk Time Attitude FCR Sick Bathroom Time Hold Time Recommendations Wrap Time Accuracy

  22. Thinking like that distinguished our Customer Service Champs from the rest of the field

  23. Customer Service Vs. Customer Experience • Survey Says… • We’re understaffed • Can’t pay enough • Reps don’t care • Other departments • Our systems • Senior management

  24. Senior Management Just Doesn’t Get It…

  25. Metrics As An Advantage They Target NO Service

  26. For your consideration • Diet and Exercise • Focus on WHAM • Outside the fishbowl • Inside the box • Your frothing line • Invest in YOU

  27. You Can’t lose 20 pounds in a day

  28. Well Hear Alter Modify

  29. Don’t ignore what’s in the box…

  30. Draw Your Frothing Pitcher Line

  31. Genesys Performance Management and Analytics: Driving the Business Sue Harkreader, Director Product Management October 29, 2009

  32. Contact Center at the Service of the Business • Contact Center Leader’s Goal: Make a difference in the business…and prove it. • We find that our customers need to speak the language of business, which isn’t usually “queues.” • Services successfully offered to our at risk customers • Tasks that are overdue • Most active product segment • Their success measures are evolving to be business results which is more than ASA and AHT. • Is this customer going to be a promoter of the business? • What was customer effort to resolve their request? • Contact Center Leader’s Job: Fix the inevitable problems • Consistent message “Do not take my details away,” they are required for root cause. • Growing trend to look for outliers that anticipate hitting thresholds.

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