Yesterday I had the pleasure of speaking at a regional gathering of the Contact Center Networking Group (www.ccng.com) in Phoenix, AZ..

I love CCNG meetings because I am always inspired by the common force and unity that Contact Center Professional feel for their craft. They are inherently united and willing to help each other.

I ran out of time at the presentation (not unusual), and could not touch on these basics, so I thought I would cover a couple of them here.

1. Contact Centers Are About People
Although technology, statistics, quality sheets and accuracy are important, contact centers are about people.
- People buy your products
- People call you for assistance
- People deliver the service.

The proper management of contact center is the creation of a conduit that facilitates the efficient servicing of people (customers and employees). Our goal is to exceed both of their expectations in a manner that the human-touch can be noticed. Ultimately, we are transforming transactions into positively emotional events that create the possibility for loyalty.

2. Listen to Customers – Understand Their Expectations.
It is very difficult to exceed expectations we don’t understand.
I often find contact center managers making assumptions about what customers want. Many times we are wrong. The result can be an unnecessary over-extension of resources, or the blatant mis-aiming of our efforts. “If you don’t know where you’re going, you’ll end up somewhere else”

Ask your customer what they expect? Build policies and procedures to exceed those expectations.

3. The Customer Wants Only Two Things:
a. Answer the phone Now!
b. Solve my problem Today!

This may sound too basic, but it isn’t.
As we concentrate in areas we know to be deficient, we risk loosing focus. Although ASA, training, calibration, AHT, processes, attrition or any of the hundreds of variables that call our attention play a key role in achieving success, we must make sure we consider and prioritize our activities in the context of how they help us achieve the customer’s expectations.
When deciding on any aspect of our business, we would do well to ask ourselves: “How does this help me answer the phone more efficiently and/or increase First Call Resolution for my customers?”

Which brings me to,

4. Choose the Right Key Performance Indicators

There are two types of KPIs – Leading and Lagging.
A Lagging KPIs point to the past. For example, Customer Satisfaction Results is a lagging KPI. It tells you the level of Customer Satisfaction you’ve achieved. But it doesn’t provide insight on how to improve it.

A leading KPI measures activity that impacts the achievement of the desired result. For example, abandon rate is a leading indicator of Customer Satisfaction. In this case, I would say, make sure you put more weight on Abandon Rate in your balanced KPI set.

Although, abandon rate is leading, and that’s good, it is also passive and that’s not so good. It does not measure actual actions that create the desired goal, and therefore, is a weak leading indicator.

The best leading indicators are active in that they measure actions that lead to the desired results. Here is the perfect example:

McDonald’s needed to increase their average purchase per visit. Naturally, they chose average ticket sales as their KPI. After a year, they saw only marginal improvement. The reason was that their attention was placed on the lagging KPI. So they changed their focus from the lagging indicator to a new and active leading indicator – The percentage of times the host or hostess asked the question: “would you like that super-sized?”. By measuring the percentage of times the host or hostess offers super-sized meals, they are managing action that creates results.

Although Leading vs. Lagging is simple to understand, finding great active leading KPIs is not so easy. One can spend weeks looking for the right leading KPIs, but, they will be weeks well spent.

Keep it simple, keep it basic.

RudyV
Committed to XCS!

Today a colleague brought me a recent article in Time Magazine called “The End of Customer Service“- thanks Josh.

The topic of the article is the prevailing movement to replace customer service personnel of one sort or another, with automated processes powered by, the consumer. A common example is the self-check out at the supermarket. The question, “Is this a good thing”? .

Because we often tend to look at the glass as half empty, many would say that this is not a good trend, that corporations are abusive in trying to increase their profitability by having the comsumer do the work and not paying for it.

Although this is probably true, there may be another way to look at it.

I believe there are times when reduced costs may also improve customer service and satisfaction. It all depends on the situation and the customer. I use ATMs and online banking almost exclusively. I like it. I don’t have to deal with lines and I can do it when it suits me. However, I remember when the ATMs first came out, we all thought the banks were trying the cover up their greedy need to reduce costs in the clothing of “customer convenience”. Actually, the banking industry was not driven by the consumer’s best interest (sorry to say they rarely are- I have bank issues). However, it turned out to be a pretty good thing. Why? Basically, automated systems are more reliable than people, and once we get the process working right, they don’t get tired, go on break or develop an attitude when under paid.

Change doesn’t usually feel good, especially when the intended benefit is for someone else. However, we should give ourselves more credit as consumers. We are powerful and if we don’t think something is good for us, we’ll usually reject the change.

To the extent the change brings about improvements in consistency and efficiency, we may want to say hello to the kiosk instead of a person. As long as when we need a person, or are unable to deal with a machine (my Mom hates machines), we have a choice.

This is an important distinction: People must be closely behind the automated process providing a human alternative as necessary. Ultimately, people must take care of people !

Think about some of the shifts we have come to depend on.

• self check-in kiosk at the airport ( I prefer the kiosk, I know what it does, I get in and out in 2 seconds, it makes my travel easier)
• online shopping – I remember when we thought this would never work – some think it still doesn’t – I haven’t been to the mall in at least a year.
• Pour your own soda/coffee at the convenience store – I prefer to pour my own, just the way I like it -not too much ice, please.
• Online and ATM Banking – no line, no problem.
• Pumping your own gas -Ok, there is nothing good about pumping your own gas. This was a bad idea !

I’m not saying that getting rid of people is a good thing, but making process better is. If we can reduce a few variables and improve the quality of our lives through science, I say thank you. I can get my human interaction somehow, I don’t need to do it at the bank.

To the extent that technologies are not ready for primetime, or they don’t add value to my experience, then keep it. This is about my experience not your cost reductions !

Committed to XCS !

Last weekend I accompanied a friend to buy a car. She was looking for a convertible and was willing to consider different brands. We went to a BMW dealer first. She went for a couple of test drives and was impressed with the cars as well as the experience at the dealer. The salesperson was not pushy, he was attentive and knowledgeable. They spoke about value and pride of ownership. When we were done, the salesman asked if we wanted to see some numbers or if we wanted to have him send us some financials to review at our leisure.

Our second visit was to a Jeep and Chrysler dealership. The salesman was very nice, family guy with 5 kids, etc. We went on a couple of test rides and liked two of the cars. When we asked the pricing for each of the cars his response was . . “Well, which one do you like better?”. It depends on the price, we mentioned. He then said, “Well I can work up a better number if you tell me which car you prefer”. At that point, it became clearly apparent why I’ve given up on American cars.

We mentioned again, that we lilked both and wanted the best price on each. He asked us to sit down, then asked us to fill out a credit application before he went to the manager to ask for a price.

Why is it so hard to find out the best price on a car?

We were ready to walk out at that point, but felt bad for the salesperson who had spent quite a bit of time with us. The salesperson stayed in front of the manager for a total of 14 minutes, while we waited on the other side of the dealership. Finally, I got tired, went over to the manager’s desk and asked if there was anything wrong. The manager, who was wearing sunglasses indoors, pitched his head down and looked over the top of the glasses and said, “Well… I’m having trouble with the fact that you’re not committed to a car”. Sigh . . . . we left.

Why can’t the American Car dealerships see the obvious:

1. Technology should be used to improve the product and the customer experience, not just to cut costs.
2. Informational access has changed everything – I know your costs, I know your methods, I just want open and respectful treatment.
3. Don’t manipulate the sales situation. Manipulate your offerings and my experience, I’ll do the rest.

Wake, up. You are not in the car business. You’re in the customer satisfaction business.

I supposed it would be best to have an American automobile industry. But I suspect its too much to ask.

This past week, we looked into a customer’s case that couldn’t seem to find a resolution through the normal channels.

The string of emails went back at least a week and finally, reached me with the request . . . . Please decide if we should allow X or if we should not allow X? Although tempted to make an immediate decision we decided to ask for clarification. We called a few people and got enough information to lead us to our billing department. After 5 minutes in billing, it became clear that the customer request would not be possible based on the structure of the account in the system. To meet the customer’s needs we could change the structure of the account. We spoke to accounting and ensured the findings were correct and the proposed solution would be acceptable. We called those making the request on behalf of the customer and reported our finding. Total time, 20 minutes, 2 phone calls.

So, what caused this issue to take over a week?

Lack of depth in the intention to reach a true solution.

In spite of the 7 people that touched this customer issue, none of them went deep enough to find solid clues that would help in the determination of the next step. Instead, most people were accepting other people’s ideas as to the potential cause or problem. I heard that Mr. X said, I think I saw an email that said you can’t do that. Because no one actually had hard facts, everyone in the chain was making assumptions as to why the problem existed and how it could be fixed. The result was at least 4 fictitious solutions for problems that didn’t necessarily exist and a lot of “he said, she said” – The broken telephone game – remember?

When boiled down I can see lack of ownership at each step. Ownership doesn’t mean one has to solve the problem alone. It means that we have to be committed to finding, verifying and questioning facts in order to find the root cause and thereby a potential solution. We have to be willing to push through the quagmire of policy, process and educated guesses until the root cause surrenders “white flag” and all.

Then, and only then, will most reasonable rational management be willing to take action in changing policy or process.

Ownership means having the tenacity to find the root cause.

Just read a post here, which considers if investors are/should be concerned about Comcast Cable’s alleged lack of customer centricity.

I believe the the answer is a resounding YES. Extreme Customer Satisfaction is one of the main drivers of loyalty in a commoditized environment.

Harvard Business Review published the article “Beating the Market with Customer Satisfaction”, Christopher W. Hart, March 2007, where they discuss the groundbreaking study by Michigan University which shows direct impact of customer satisfaction on market valuation.

The study follows a hedge fund containing only the top rated companies on the American Customer Satisfaction Index. The results show this fund beats out the market without exception. Here is the chart.

Yes, Comcast Investors should care. I sold my shares.

Shelly- My Friend the Realtor.

Some of you may know I just moved to Salt Lake City about 3 weeks ago.

The process started with my co-worker and now friend Trish, who early on offered to set me up with the “Best Realtor in the World“, as she called her. Thinking I could use the best in the world, I agreed and so started my adventures with Shelly.

Once I agreed to move forward with Shelly, I received a phone call to discuss my criteria. By the next time I came to SLC, a week later, Shelly had sifted through over 50 properties to create a visiting list of 20. She picked Trish and I up at my hotel and before I knew it, I was in the back seat with a stack of the properties she had prepared, in planned viewing order. That day, we saw an unbelieveable 20 properties in one day. The list of 20 quickly became a list of 5. We chose a house to bid on, which as it turns out was not meant to be for me.

About this time Shelly went into overdrive. She mentioned that although we were not able to get the house I liked, she would find me something as good or better. At this point, Shelly recruited her husband, who she thought also understood my taste. They saw another 2o properties which in turn became a list of 10 to check out.

We went out on a viewing rampage again, and I found a house I love.

The difference between Shelly and any other Realtor I’ve had is good listening practices and personal involvement. We could all learn something from Shelly. After our first outing together, she knew exactly what I wanted. Furthermore, she trained her husband to know what I liked and took personal time to find what I needed. After a little while, it started feeling like I had a realtor friend who was giving me special attention.

After the closing Shelly called me to meet at the house so she could give me the keys. “I’m bringing David” (her husband), she said. When I asked her why, she said, so we can help you unload your moving truck (a 26 ft truck I rented to move from NJ). I fought the idea, but she and David would not have it any other way. They helped my son and I unload in the snow.

When I went inside the house, all the shower heads in all 3 bathrooms had been replaced with beautiful, high-end heads. Then I remembered I had mentioned to her during our walkthrough of the house that I didn’t like the shower heads in the house.

Suddenly I realized I DID have a friend who was a Realtor. She had transformed a transaction into an emotional, fun and personal experience. Did she make money? Yes, but she made a friend in the process. Now I too know “The Best Realtor in the World“.

Extreme Customer Satisfaction is giving the customer Slightly more than they expect. Shelly you had me sold on you on the first day !

If you need Shelly, look up Remax Results (866-806-sold)i n Salt Lake City and tell them you’d like to work with the best agent in the world, they’ll know who you mean. You’ll be glad you did.

Thanks Shelly and David, you guys Rock !

Sometime ago, I was fortunate to see Cirque de Soleil’s “LOVE” Show. For those of you who have not yet seen it, it is a montage of acrobatics, dance and fantasia-like acts choreographed to the newly mixed Beatles LOVE album. What I found fascinating about this show is how something we all know, like all those Beatles tunes many of us grew up with, can suddenly become new. The visual effects gave the songs a new dimension that caused me to listen in a different way, as if “hearing it again, for the first time”.

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