Eptica_CCExpo_Workshop_Making the Case for Contact Centre Investment_2013
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Transcript of Eptica_CCExpo_Workshop_Making the Case for Contact Centre Investment_2013
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Paul Barnes, VP Operations
WORKSHOPMAKING THE CASE FOR
CONTACT CENTRE
INVESTMENT
Eptica. Transforming customer engagement for a multichannel world
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Introduction
Paul Barnes, VP Operations, Eptica
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Overview for the Workshop
Objectives
• Identify the key steps in building a business case
• Provide some tools, tips and techniques
• Improve your chances of success (both approval &
delivery)
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Structure
• Know your audience
• Benefits case
Cost saving
Revenue increase
Qualitative benefits
• Exercise
• Cost modelling
• Project considerations
• Stakeholder Inclusion
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Know Your Audience
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Know Your Audience
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Know Your Audience
Great Customer Experience leads to better business
performance
It seems intuitive but we have to articulate why and
prove it
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Know Your Audience
What matters most to the Board is Value i.e. share price
Five-Year Stock Performance Of Customer Experience Index (CXi) Leaders Versus Laggards Versus S&P 500 (2007 to 2011)
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Know Your Audience
And you have to speak their language...
• EBITDA (Earning Before Interest Tax Depreciation &
Amortisation)
• NPV (Net Present Value)
• Cost of capital
• CapEx vs. OpEx
• Etc...
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Business Case
Some general considerations
• Build up the assumptions from a zero base
then validate with reference to other companies & analysts
• Under commit on the numbers
• Build a flexible model with assumptions
• Look at sensitivity analysis
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Business Case: Cost Reduction
Reduction in volume
• Self-service
• Proactive contact
• Process change
• Better first contact resolution
• Reduced duplicates / chase ups
Increase in productivity
• AHT reduction
• Channel shift
• Reduced down time
• Reduced training time
Model Current Costs
• Use normal MI
• Link to total OpEx
Define assumed changes
• Primary research
• References, analysts
• Benchmark tests
Model impact and analyse
• Split benefit by type
• Show graphically
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Business Case: Revenue Increase
Harder to evaluate, but higher impact. Look for a well defined, stable area in which to prove benefit
Sales conversion
• Self-service at problem points
• Proactive web chat in sales process (A/B testing)
Inbound Marketing
• Upsell at point of sale
• Next best action at point of response
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Qualitative Benefits
Don’t try to quantify the unquantifiable!
• It should provide extra reassurance
• Often best told through use cases
Researching whilst in store on a mobile device
Buying online later and using self-
service help
Escalating to chat to finish the
purchase
Asking a question by email on the
way home
And sharing their views about their experience on Facebook...
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Over to you...
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Cost Modelling
Step 1: Talk to the Finance Department
Use their templates, understand the rules
How do they evaluate cost?
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Cost Modelling: Checklist
• Training – people & facilities
• Administration of new systems
• Feedback surveys – Voice of customer / employee
Staff Costs
• IT infrastructure
• DR planning
• Reporting & planning
• Integration with existing systems
Internal Costs
• Back up, test, resiliency
• Professional Services contingency
• Optimisation & post go live tweaks
• Scale up costs
Vendor costs
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Cost Modelling: Gotchas
Risks to the cost model
IT Security mandate a new technical
approach
Network issue resolution with SaaS
systems
Website & ecommerce costs / delays for
changes
Marketing costs for look and feel or
brand voice
SaaS costs unpredictable
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Project Considerations
Be a Phaser...
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Project Considerations
Be a Phaser...
• It is important to paint the long term strategic vision
• And equally important to show tactical steps towards it
• Risk is contained and strategic options remain open
• Ask for investment for the first phase only at this stage
• Phase based on business case – deliver early on a high
return and low risk
• Build confidence for the bigger phases later
• Gives you a chance to evaluate & reconsider phases
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Stakeholder Inclusion
Vital for two key reasons
Validation
• Test your thinking and
your business case
• Practice and sharpen
your presentation
• Highlight gaps in the
benefits and costs
Alignment
• Identify wider benefits for
other business functions
• Identify potential conflicts
with other initiatives
• Coordinate strategy
• Shared risk/reward with
the vendor
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Summary
• Link to Board issues – share
price especially
• Work bottom up and top
down on benefits case
• A flexible model is your best
tool
• Sell the vision but be a
phaser
• Invest in stakeholder
alliances
• What could possibly go
wrong?
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