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

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

3. 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.

4. The Customer
Experience
Journey

5. 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

6. 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)

7. 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.... 

8. 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.

9. 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

10. 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 #

11. 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

12. 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
customer-service

13. 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

14. 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

15. Lets discuss…