First Call Resolution : It’s Impact and Measurement

Customer Relationship Metrics Customer Relationship Metrics (Metrics) was created in 1993 by Dr. Jodie Monger, a pioneer in customer satisfaction research in the contact center industry. She was also the founding Associate Director of the Purdue University Center for Customer-Driven Quality. Metrics creates scientifically valid Voice of the Customer programs that utilize automated survey solutions. This allows customers to immediately evaluate service quality cost-effectively. We combine the data collection with best practices resulting in the ability to accurately generate report cards for the company, center, team, and CSR. Metrics helps contact centers improve performance on first contact resolution, talk times, turnover, customer complaints, and more. We help the contact center do more with less and be positioned as a profit center and a strategic weapon. Transforming Customer Insights to Action!

Papers and Articles (1) The Research Proves It – We can’t wait to measure the customer experience (2) Customer Experience Engineer (3) Dangerous Interpretations: Improper Survey Methods = Invalid Results (4) CASE STUDY: First Call Resolution – It’s Impact and Measurement (5) Let the Voice of the Customer Engineer your CRM Implementation (6) Monitoring Isn’t Enough to Answer the Quality Question (7) Motivate your CSRs with Real-Time Customer “Letters” (8) Survey Channel Slamming – Common Sense in Surveying Isn’t so Common (9) Is Your Customer Part of Your Benchmark Process? (10) Agent Feedback and Staying out of Court

What you do Provide a critical link between the company and its customers (asset base) Responsible for acquiring, maintaining and growing customer relationships Solve customer issues that may be out of your direct control (but cannot say that) You are the Company to your customers Continuously doing more with less, and less and less

How important are you? More than 80 percent of consumers polled would rather visit the dentist, pay their taxes, or sit in a traffic jam than deal with an unhelpful representative. 75 percent said that they will tell friends and family about negative experiences. 85 percent of consumers reported that having negative customer service experiences will drive them to switch providers. Consumers believe that the loss of business is the biggest motivator for companies to improve their customer service. Source: Amdocs, June 2004 Surveyed 1000 consumers about recent experiences in the banking, cable, retail, and telecommunications industries.

Customer Expectations that influence the perception of Service Delivery First Call Resolution Treat as valued customer Take ownership of the issue Drivers based on analysis across our CATs clients (n= 252,066)

The P & L Push Back from Executives Customer Service operations are purely an expense item to the company –Loyalty Paradigm –Effect of poor service Are you effective at delivering service? –Ongoing Real-time Voice of the Customer measurement These numbers are too large –Protector of significant portion of asset base

27.7% 22.6% 16.1% 10.3% 23.2% 55,400 x 1 = 55,400 46,400 x 5 = 232,000 20,600 x 4 = 82,400 45,200 x 2 = 90,400 32,200 x 3 = 96, ,800$2.78 million or $11.12 million annual The Numbers ARE large

Issues for Quantifying First Call Resolution You know it’s an issue but cannot quantify –Gut feel is not enough You have to guess You have rely on Agent “case closed” information, or ACD reports It is the single most important contributing factor in customer satisfaction

Your customer has the answer The callers’ perception is the reality we must deal with Real-time surveys completed by customers will provide the answers Collect both quantitative and qualitative information –Ask the customers what the problem is and why is was not resolved Resolution Alerts from surveys help you to reach out to callers with unresolved issues and stop repeated failures Revenue saved by service recovery alerts –Track resolution of service recovery –Save 25 Customers per Month with effective recovery –$25,000 Saved Revenue per Month (Base: $1,000 Annual ; Revenue = $300,000 Annual) Identify best practices and opportunities for improvement Use results to build business cases for change 1 question is not enough

Must Quantify the Caller Experience Quantify the Resolution Gap Prove the value -- continuously … as a complement to call monitoring –Internal, process issues – call control, flow … as a complement to operational call metrics Take it to the agent level Customer Survey Results

Case Study: FCR and Agent-level feedback

Flow

Contact Info Jim Rembach