1. Customer Management: Fresh thinking ~ Innovative Solutions ~ Unlocked Potential Duncan White – +44(0)7836 618303

2. Typical QM associated issues Agent focused rather than operation focused – example of fundamental attribution error Not strategic Based on hearsay Sampling Assessment forms Assessment skills Subsequent actions Time Lack of buy-in from agents (and QM teams!) Consistency

3. ..and how we’ve approached them in the past Sampling sample theory helps when assessing an operation in total but not individual agents dynamic sampling Assessment forms based on analytics rather than hearsay Assessment skills best agents aren’t always the best assessors calibration & standardisation Time left until last thing so rushed evaluations are often the first thing to be dropped in times of operational pressure (ironically at the time when you most need to do them) QM outsourcing

4. Customer Experience Business Effectiveness Operational Economics Employee Effects External Regulatory & Internal Adherence Customer Insight Customer Mood Customer Satisfaction Customer Effort Increased Sales Increased Collections Increased FCR Better Info given Better info gained Advocacy & Loyalty Increased Lifetime Value Reduced Cost Increased Efficiency Better Use of Resource Internal Adherence Regulatory Compliance (FSA, OFCOM ) Customer Views eg Brand Customer Needs/Wants Competition & Comparator Information Positive Orientation & Involvement Stress & Hassle; Uplifts Improved Morale Reduced Sickness, Absenteeism, Attrition what do we mean by quality?

5. Notion of Hierarchical Quality Analytics Customer Insight Customer Experience Business Effectiveness Compliance Traditional QM Strategic QM

6. Customer Centric Quality Traditional compliance and QM process typically aimed at agent Latest models measuring customer experience need to focus on customer action and subsequent agent reaction e.g. Judgmental Heuristics

7. Customer Centric Quality If you’re trying to use this framework (and you should because it correlates more directly to customer satisfaction and advocacy) How do you measure Peaks and Troughs using a conventional QM evaluation form? A Peak or a Trough is driven/measured by looking at customer reactions Given the paucity of Peaks and Troughs in a contact centre operation, how do you spot them in the first place? Using Speech Analytics on 100% of calls recorded defines, delivers and analyses against these parameters Allowing QM to focus on what agent behaviour occurred just before the reaction…and how the agent coped with it

8. What’s Needed: A Breakthrough!  A new version of Quality Management that can become an instrument of organisational change Ability to quickly search and evaluate 100% of calls A large enough sample size to provide in-depth insight into specific agent behaviours A large enough sample size to pick up customer reactions Agent performance measured on metrics that matter – metrics that drive corporate objectives Monitor quality scores that predict customer satisfaction and advocacy Flexible solution that can integrate operationally Managed services provided by experienced contact center professionals Focuses quality on the behaviour of the organisation as a whole and not just the agent