CHANGING THE CUSTOMER EXPERIENCE 2018 DLA Team Project Presentation Project Idea By Ian Linthicum

Comcast Technology Solutions West Division Business Services West Division Business Services Comcast Video Platform Engineering West Division Engineering

The Opportunity Each month, 3000 new residential subscribers experience legitimate service problems after their completed install that requires experienced intervention to diagnose and repair. On average, these customer cases require three distinct support calls and two truck-rolls for full resolution. The traditional, volume-focused support model is not well-suited to handle these scenarios, leaving this category of customer with a negative experience. Suggested changes (BS: 4/24/2018) 1. Each month, ### residential subscribers experience legitimate service problems that require experienced intervention to diagnose and repair.   2. On average, these cases require three distinct support calls and two truck-rolls for full resolution.   3. The traditional, volume-focused support model is not well-suited to handle these scenarios, leaving this category of customer with a negative experience.  

The Customer Experience Journey

Call to Action Primary Reasons for Customer Churn Pass away Move away Alternative solution Competitor Dissatisfied with product POOR CUSTOMER EXPERIENCE SOURCE: SalesForce Desk "50 Facts That Will Make Businesses Rethink their Customer Service" (May 2013) DLA Zappos.customer experience pos slides (Jan 2018) acquiring a new customer is anywhere from five to 25 times more expensive than retaining an existing one. It makes sense: you don’t have to spend time and resources going out and finding a new client — you just have to keep the one you have happy. If you’re not convinced that retaining customers is so valuable, consider research done by Frederick Reichheld of Bain & Company (the inventor of the net promoter score) that shows increasing customer retention rates by 5% increases profits by 25% to 95%…..... The second mistake that companies make is to look at churn as simply a number or metric rather than as an indicator of behavior.   What are we as a company doing to cause customer turnover? How can we better manage our customer relationships to make sure it doesn’t happen? Dissecting what’s behind the number will help you determine what to do to change it.  SOURCE: Harvard Business Review, "The Value of Keeping the Right Customers" (October 29, 2014) Call to Action

Churn results from the cumulative experience of many episodes Key Take-aways Churn starts early  There is no Silver Bullet that will reliably save customers at the last minute Delighting customers at key moments is key to preventing churn Critical "moment" is the initial onboarding experience SOURCE: BAIN & COMPANY "Breaking the Back of Customer Churn" (Feb 2014)

Fortunately, there is hope.... Review of Our Customers Experience  The 85% of customers who churn due to poor customer experience we talked about earlier?  The majority of it is not only preventable, but Gallup studies have shown that those who have an issue that is resolved expeditiously and correctly actually become more loyal than those who had a good but uneventful onboarding experience. Fortunately, there is hope.... 

Putting emotion in to the design process Design Thinking: ​ Putting emotion in to the design process ​ HOW MIGHT WE.... turn these DETRACTORS into PROMOTERS?​ How might we.... different way to frame the problem.  Invokes emotion.  Leaders break things.

We're On It Case Study – Best in Class? "We're On It" (formerly Make It right team) based in Tuscon AZ. Corporate team supporting all Divisions 70/80 Skilled Agents  18K Residential and Business Billing and Repair calls per month

We're On It Case Study – Why it works! Agent owns order through resolution (no handoffs) Agent is given access to ALL promotions across the Company Agent is Empowered to make decisions without Supervisor approval Hire Agents who know how to network within Comcast Provide customer their personal phone #

How might we…The idea Create a team of our best problem solvers within the Care Organization (no new headcount!) Staff it with the right people Empower them with authority and all available offers & tools Assign tickets to a single owner through resolution Focus OKRs on success and speed to resolution, not on call time or volume Shift this team as far left as possible I like this one

Who Are The Right People? The People - 42% of Managers prefer Empathizers, while only 2% prefer Controllers - Controllers are at least as likely to accept a frontline support position - But they want flexibility and empowerment. - To build a pipeline, we need to provide a career track with increased responsibility and autonomy as an employee grows https://hbr.org/2017/01/kick-ass- customer-service

Call Routing Rules / Automation New Install Customer Call IVR Routing Sends to New Team Customer Experience Agent Owner to Completion Closes out Case Shares Info to Look for Trends Empowered Agent Listens to Customer Schedules Another Follow Up Call Schedules a Truck Roll if Needed Schedules a Follow up Call After Truck Roll Issue Still Occurring Escalation Path Closes out Case if Issued Resolved

Last Bill & Payment History Tools…A customer snapshot # of Network tickets last 30 days Node status – Red, Nitro, etc Recent tNPS score Payment history Current package - option to show best package available Links to other tools Customer Services Last Call Notes Customer Quick Stats Diagnostic Tools Customer Name Kerry Plemmons # Calls Past 30 Days 4 # Truck Rolls Past 30 Days 2 # Network Tickets Past 30 Days Customer is reporting slow speeds on their internet and frequent drop-outs. $15,612.13 Customer Devices Last Bill & Payment History NODE STATUS Previous Balance $75.46 New Charges Due June 1 $89.34 Payments and Credits $0.00 Total Balance Due TV VOICE AND DATA HOME

Lets discuss…