Customer Servicefor

Contact Centers

Prepared by: Sherif Eid

Achieving Customer DelightAchieving Customer Delight

Training AgendaTraining Agenda

Part 1: Your AttitudePart 1: Your Attitude

Part 2: Analyzing the Voice of the Customer Part 2: Analyzing the Voice of the Customer

Part 3: Achieving Customer DelightPart 3: Achieving Customer Delight

ByBy the end of this Program You will be able to:the end of this Program You will be able to:

Maintain your positive attitude Understand what is the voice of the customer theory Understand Kano Models Understand the main drivers of customer delight Analyze the Voice of the Customer Measure customer’s expectations Identify CTQs and Causal factors Achieve customer delight

Part 1

Your Attitude

In this part you will learnIn this part you will learn::

If you are a rule maker, a rule taker or a rule breaker

The factors that your career success depends on

How to keep up the positive attitude

1 القارب يحمل شخصين فقط .الب ل يمكن أن يبقى مع البنات بدون ال�م .2ال�م ل يمكن أن تبقى مع الول د بدون الب .3

اللص ل يمكن أن يبقى مع أي فر د من العائلة بدون الشرطي .4الب و ال�م والشرطي هم الذين يستطيعون تحريك القارب فقط .5

(واحد منهم يجب أن يكون على القارب) لتحريك الشخاص اضغط عليهم .6

لتحريك القارب اضغط على الدائرة الحمراء .7

اضغط على الدائرة الزرقاء للبدء

Before We Start

The Question ? Are You… A Rule Maker OR A Rule Taker OR A Rule Breaker

Your Attitude

Your Career success depends upon your technical skills and human relations skills. building good human relationships require a positive attitude.

Changing your attitude does not mean you change your personality.

It simply means that you think, feel and appear positive about the task in hand.

Having a good attitude makes everything else come easier! The more you focus on the positive factors of your environment,

the easier it is to remain positive.

Amazing!!! fi yuo cna raed tihs, yuo hvae a sgtrane mnid too. Cna yuo raed tihs? Olny 56 plepoe can. Iam the 56

proesn :D

i cdnuolt blveiee taht I cluod aulaclty uesdnatnrd waht I was rdanieg. The phaonmneal pweor of the hmuan mnid, aoccdrnig to a rscheearch at Cmabrigde Uinervtisy, it dseno't mtaetr in waht oerdr the ltteres in a wrod are, the olny iproamtnt tihng is taht the frsit and lsat ltteer be in the rghit pclae. The rset can be a taotl mses and you can sitll raed it whotuit a pboerlm. Tihs is bcuseae the huamn mnid deos not raed ervey lteter by istlef, but the wrod as a wlohe. Azanmig huh? yaeh and I awlyas tghuhot slpeling was ipmorantt! if you can raed tihs forwrad it.

Focus

Part 2

Analyzing the Voice of the Customer

In this part you will learnIn this part you will learn::

The Kano model

The main drivers that are controlling the customer delight

How to analyze the voice of the customer , and turn it into

expectations.

How to measure the customer’s expectations.

How to identify the causal factors

What is the CTQ Tree

The Kano Model Kano mentioned three main drivers that are controlling the Customer

Delight.

The Kano Model

Must BeMust Be: : drivers of customer

satisfaction and loyalty, which are those that the customer expects (e.g., Phone service level). These are often binary (i.e., they are acceptable to the customer or they are not)

N/B: getting better on the “must be’s “ does not improve Customer Satisfaction

Kano Example – SLA vs. C-Sat

The Kano Model

More is Better: drivers, which are those that have a linear effect on customer satisfaction (e.g., the more accurate the transaction, the higher the customer satisfaction).

The Kano Model

Delighters: drivers, those that do not cause dissatisfaction when not present but satisfy the customer when they are

Implications:

Customer Expectations needs to be managed differently:

Must Be Dissatisfiers Eliminate low performance Work on these first, if you are not meeting the must be’s”

More is Better Satisfiers Keep Increasing

Delighters Delighters Work on these only after getting satisfiers and dis-satisfiers under control

Group Exercise : Implications of Kano ModelsGroup Exercise : Implications of Kano Models Answer the following … Do you manage the Must Be as a More is Better ? Do you know what The “knee in the Curve” is for Must Be’s?

(Example: Speed of Answer)

Do you think something is a Delighter but it is not? Do you get Must Be’s and More is Better components correct? Do you measure all the critical Must Be’s and the More is Better? Do you have a way of prioritizing the requirements? How do actually determine what are the Must be’s and The More is Better?

Voice Analysis

Key Definitions:

Voice: The Customer Need“ I am Busy and do not have time to wait with a recording to talk to someone”

Expectations: The Category of the need expressed in the “Voice” Accessibility

Critical to Quality (CTQ) Measure: The output metric the company uses to assess how well the are meeting the “Voice’s” needs.

SLA, ABD rate. Requirement: A voice –specified CTQ

“I don’t want to wait more than 40 sec”

Causal Factors: The Input the company controls to drive the performance of the CTQ

Absenteeism Schedule Adherence

The voice Hierarchy/CTQ Tree To measure and manage their performance, High Performing CSPs:

Identify the expectations f each of these “voices” Translate these expectations into process-level output measures, these are

referred to as “CTQ” measures. Translate CTQs into causal Factors. Causal Factors are key influencers of

CTQs and typically are the in-process metrics customer contact centers should manage.

Concept

Example

VoC :Example

Your customers provide you with the following feedback on what drives their satisfaction:

“I want to get my inquiry resolved in the shortest possible time, whenever I contact you”

VoiceVoice

“I want to get my inquiry resolved in the shortest possible time, whenever I contact you”

“I want to get my inquiry resolved in the shortest possible time, whenever I contact you”

VOC : Voice to Expectations

•After the of the customer data is gathered , it is “ translated “ into specific expectations •“ I want to get my inquiry resolved in the shortest possible time, whenever I contact you.”

Translate this (VOC into expectations by keying into “Conditional “ terms:•Resolved ( resolve my query in the first attempt - problem resolution)•Shortest possible time (speed of answer)•Whenever (accessibility)•However (channels [self help. Live agent, SMS, and emails])

Voice Expectations

“I want to get my inquiry resolved in the shortest possible time

whenever I contact you”

Problem Resolution

Speed of Answer

Accessibility

CTQs (Critical to Quality) Measures

What are they?What are they?• Output measures• With defined:

-Metrics-Targets-Specifications

What do they do?What do they do?• Link customers’ needs and expectations gathered from your VoC data

collection efforts with specific, measurable characteristics• Enable the organization to transform general data into specific data• Make the measuring process easier for the team• Help to identify where improvements are needed based on not meeting

expectations.

Voc Example:Voice to Expectations to CTQs

•Next, identify CTQs from the expectations

CTQ measures maybe: -Fatal Errors (Target>= 98%)

-Service Level (Target = 85/20)

-Abandonment Rate (Target <= 3%)

Voice Expectations CTQs

“I want to get my inquiry

resolved in the shortest

time possible

whenever I contact you”

Problem Resolution

Speed of Answer

Accessibility

Fatal Errors

Service Level

Abandonment Rate

VoC Example: Voice to Expectations to CTQs to Casual Factors

•Finally, translate CTQs to Casual Factors.

•Casual Factor measures may be: - Forecast Accuracy (Target +/- 10%)

- Absenteeism (Target <= 3%)

-Schedule Adherence (Target >= 85%)

-Attrition (Target <= 30% annualized)

-Average Handle Time

(Target <=5.35 minutes)

Voice Expectations CTQsCausal Factors

Implications of CTQ Tree

Part 3

Achieving Customer Delight

In this part you will learn:In this part you will learn:

How to reach customer delight

How to achieve customer loyalty

The important questions that you need to ask yourself

The truth about customers

Why we should be concerned

The opportunities of customer delight

Achieving Customer Delight Your job is to get customers to say ”WOW”. Keep asking “What we can do better”. Your Customers know what’s right and what’s wrong-they

just waiting to be asked. Customer Delight is all about behavior We hire for skills and fire for behaviors- what are you going

to do to identify the behaviors needed to delight your customers?

A smile still works. Implementing Customer Delight usually doesn’t cost money.

Achieving Customer Delight

Loyalty means if you make a mistake your customer will forgive you.

If everything is working right-something wrong.

Customer complaints are gifts

Achieving Customer Delight

What do you want Customers to say about your organization?

What do you think they say? Is a Customer Delight is a value for your

organization. Customer Delight is not an event-it is a never ending

process.

Key Action Listen

Listen Listen Really Listen

Guess

A farmer has a dog, a sack of grain and a live chicken, all of which he must take across a river. The boat will only carry him and one of the things at a time or it will sink. Without the farmer, the dog would kill the chicken, and the chicken would eat the grain. How does he get all three across safely to continue his journey?

The Answer

He takes the chicken and comes back; then he takes the grain and comes back with the chicken; then he takes the dog and comes back; then he takes the chicken.

Achieving Customer Delight

Who are your Customers? Why do you want to Delight Customers? It really doesn’t matter what you think-all that

matters is what your Customers want. Customer Delight is not about procedures,

policies, and bylaws.

Achieving Customer Delight

Customer Delight is doing what Customers haven’t even Imagined.

Problems should be solved where they originate. Who can solve problems. No one knows the job better than the person

currently doing it.

Achieving customer Delight

What happened when you first interact with a Customer?

When was the last time you heard a Customer say," Amazing! I didn’t know that kind of service was even possible.”

Do we really listen to, and value Customer input? Or do we think we know what’s best?

Adequate Is Not Acceptable

Most of what we do is adequate People talk about Customer Delight People talk about bad service People don’t talk about adequate service

The Truth About Customers

It’s Ten times more expensive to acquire a new customer than to keep a current

customer

The Best

Woo – The ability to win others over

Empathy – The ability to understand the mood of others

Discipline – The ability to work systematically and consistently

Command – The ability to control a situation through communication

Responsibility – The ability to own a problem until it is solved

FOCUS

Red Yellow Blue Green Yellow Red Green Blue Green Red Blue Yellow Yellow Green Red Blue Yellow Blue Red Green Yellow Green Red Blue Red Green Blue Green Green Yellow

Story Telling

Do people tell positive stories about your organization?

Opportunities For Customer Delight What happens when you first interact with a customer?

What occurs to build a relationship?

Do you spend more to get new customers than on enhancing the relationship with current customers?

What makes you unique?

Customers

Who are they?

What do they want?

Are we meeting their needs?

Why Should We Be Concerned?

In the average business, for each customer who complains there

are 26 who feel the same way and don’t speak up.

The customers who feel poorly served will tell between 8 and

16 people about their negative experience.

Colleagues Who are they?

What do they want from me?

What do I want from them?

Actually

Your job is to surprise the Customers. Customer Delight is doing what they haven’t even imagined

What will cause them to say WOW!

You know what you can do - they don’t

Creating Customer Delight

What’s working?

How can we do more?

I Will…

Identify crimes committed against Customers, Donors, Program Participants and Each Other

……and do SOMETHING

Two Things I Will Do…

1)

2)

The greatest danger for most of us is not that our aim is too high and we miss it,

but that it is too low and we reach it

Michelangelo

Now!!!Who comes on the top of your priorities?Who comes on the top of your priorities? The Customer OR

The Company OR

You…

References for this training

Customer Delight TIPS& Things To Ponder John Paul (Association works)http://www.associationworks.com Exceeding Customer Expectations Kathy Muller (ICED,INC.)http://www.iced.net Customer Driven-participant Manualhttp://hr.emea.fedex.com/learning Creating Customer WOW & Customer Centric Sam Swaminathan (center for creative thinking)http://ccthinking.com Six Sigma for Contact Centerswww.copc.com

Suggestions

Questions

Wish you all the best of luck,,, Sherif Eid