Performance Measurement in the Omnichannel Environment Ian Jacobs, Principal Analyst

Transcription

1 Performance Measurement in the Omnichannel Environment Ian Jacobs, Principal Analyst May 16th, FORRESTER. REPRODUCTION PROHIBITED.

2 But first, a definition Omnichannel is an architecture of fundamental capabilities where organizations align their people, operations, systems, and processes around the customer with the goal of providing personalized customer experiences, relevant products developed based on customer needs and preferences, and seamless, connected experiences across all digital and traditional customer interactions. Not about clicks-and-mortar 2018 F ORREST ER. REPRODUCTION PROHIBITED. 2

3 But for contact center, it is all about outside-in Multichannel and cross-channel are inward focused and are concerned with improving the operating performance of the organization s own assets Omnichannel, like so much customer-obsessed thinking, puts the customer at the center of the improvements Personalized experiences Seamless, connected experiences across traditional and digital channels 2018 FORRESTER. REPRODUCTION PROHIBITED. 3

4 Omnichannel trends / customer trends 2018 F ORREST ER. REPRODUCTION PROHIBITED. 4

5 Digital is the new black, but we are still talking a lot of calls What is the current percentage split of customer interactions by channel grouping? Telephone (contact centre operations) IVR (touch-tone/speech) Website (incl. knowledge portals, peer-to-peer systems, etc.) Web chat (incl. instant messaging, co-browse) Social media (Facebook, Twitter, etc.) Mobile application (smartphone, tablet apps) SMS text Proactive automation services Internet of things Video chat Percentage of total interaction volume Dimension Data CX Benchmarking Report 2017 n = 864 global responses 2017 FORRESTER. REPRODUCTION PROHIBITED. 5

6 2018 F ORREST ER. REPRODUCTION PROHIBITED. 6

7 But there are high expectations for a shift to digital How will digital transform your CX operations in the next two years? Telephone volumes will... Increase Stay the same Decrease Not applicable Headcount employed will Proactive automation volumes will. Overall interactions (spanning all channels) will CX via social media will Fully automated volumes will Digital assisted service volumes will Percentage of respondents Dimension Data CX Benchmarking Report 2017 n = 1124 global responses 2017 FORRESTER. REPRODUCTION PROHIBITED. 7

8 Adding new channels typically improves: CSAT First contact resolution Contact quality 2017 F ORREST ER. REPRODUCTION PROHIBITED. 8

9 But these metrics typically take a dip: Average handle time Rework rates Adherence 2017 FORRESTER. REPRODUCTION PROHIBITED. 9

10 First things first: we have a paradox to resolve 2018 F ORREST ER. REPRODUCTION PROHIBITED. 10

11 On the one hand: customers think service in individual channels is improving overall 2018 FORRESTER. REPRODUCTION PROHIBITED. 11

12 Satisfaction with various service channels Conversation with agent via telephone 69% 75% Online chat with a live person 63% 73% Sending a SMS message to the company requesting assistance 61% 70% Online forum or community with other customers 59% 68% Using an online "virtual agent" from a website 55% 67% Voice self-service (either touchtone or speech recognition) 56% 62% Base: 1347 to 3698 US online adults (18+) who have used the specific customer service in the past 12 months 2018 FORRESTER. REPRODUCTION PROHIBITED. 12

13 But overall, they don t see service getting much better 2018 FORRESTER. REPRODUCTION PROHIBITED. 13

14 Source: CFI Group s Contact Center Satisfaction Index 2018 FORRESTER. REPRODUCTION PROHIBITED. 14

15 63% try to resolve their issue online before contacting customer service 2018 FORRESTER. REPRODUCTION PROHIBITED. 15

16 11% now try to resolve their issue via mobile app before contacting customer service 2018 FORRESTER. REPRODUCTION PROHIBITED. 16

17 But either the handoff between channels sucks ONLY 6% of all callers who hit the IVR are satisfied with the resolution 2018 FORRESTER. REPRODUCTION PROHIBITED. 17

18 or there are different levels of service in different channels 2018 FORRESTER. REPRODUCTION PROHIBITED. 18

19 But those are just symptoms; the cause usually lives in managing performance (and the definitions and measurements of success) 2018 FORRESTER. REPRODUCTION PROHIBITED. 19

20 How do you manage performance (and agents) in this omnichannel world? 2017 FORRESTER. REPRODUCTION PROHIBITED. 20

21 There is a new breed of agent I don t need to know anything as long as I know where to find it! 2015 Forrester Research, Inc. Reproduction Prohibited 21

22 Multiple channels and multiple skills 2/3 of agents are multi-skilled across activity types 1/5 even mix digital and phone Source: Dimension Data s 2017 Global Customer Experience Benchmarking Report 2017 FORRESTER. REPRODUCTION PROHIBITED. 22

23 Predictably enough, digital agents are on the rise 62.5% of agents dedicated to phone, down from 68.3% in % of agents dedicated to digital, up from 31.7% in % of agents are multi-skilled across contact types Source: Dimension Data s 2017 Global Customer Experience Benchmarking Report 2017 FORRESTER. REPRODUCTION PROHIBITED. 23

24 Percentage of an agent s week is spent: Blended operations have the least wastage. But they also have more coaching and briefing time. Source: Dimension Data s 2017 Global Customer Experience Benchmarking Report This makes it almost balanced in terms of overall efficiency FORRESTER. REPRODUCTION PROHIBITED. 24

25 What impacts customer satisfaction? Source: Dimension Data s 2017 Global Customer Experience Benchmarking Report 2017 FORRESTER. REPRODUCTION PROHIBITED. 25

26 Gig economy jobs (or job flexibility) on the rise 2017 FORRESTER. REPRODUCTION PROHIBITED. 26

27 Look to mash up omnichannel metrics 2017 FORRESTER. REPRODUCTION PROHIBITED. 27

28 Omnichannel mashup metrics Source: Comm100 s 2016 Live Chat Benchmark Report 2018 FORRESTER. REPRODUCTION PROHIBITED. 28

29 Journey matters for metrics! For example: Agent empathy is really not that important during a policy quote interaction, but it is critical during a claim interaction FORRESTER. REPRODUCTION PROHIBITED. 29

30 Use metrics to link productivity to outcome 2017 FORRESTER. REPRODUCTION PROHIBITED. 30

31 For example: Resolutions/hour Claims intake promoters/day 2017 FORRESTER. REPRODUCTION PROHIBITED. 31

32 Some omnichannel & cross-channel metrics to consider 1. Outcome score Like NPS, but focused on outcome and contact center essentially a proxy for would you recommend our customer service organization? Sample version of question: Would you take the same steps to solve the same problem again? 2. Channels per task per interaction (from a customer s PoV) 3. Self-service rates by complexity 4. Cost per contact by channel 5. Cost per interaction across all channels 2017 FORRESTER. REPRODUCTION PROHIBITED. 32

33 One final idea: trim down agent metrics the Zappos way We measure all sorts of metrics at a high level, but our front-line employees are only responsible for a few. Attendance, after call work, general adherence (we mainly look at utilization/time spent), customer feedback, and any team specific additional quality process. Ideally, preference is to try to keep this piece as simple as possible for our front-line employees FORRESTER. REPRODUCTION PROHIBITED. 33

34 Ian Thank you. FORRESTER.COM 2018 FORRESTER. REPRODUCTION PROHIBITED.