crm for customer care centers: laying a foundation for customer … · 2019. 1. 9. · 1 crm for...
TRANSCRIPT
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CRM for Customer Care Centers:
Laying a Foundation for Customer Service Success
Many leading analysts project that around 50% of Customer Service CRM deployments fail to meet an organization’s objectives and goals. To ensure the
implementation of a successful CRM solution, it is critical to understand CRM best practices and how to mitigate deployment risks.
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Your Presenters
2
Gretchen OpferkewPowerObjectsDirector of EducationCRM MVP & MCT
Kate LeggettForrester ResearchVP, Principle AnalystCustomer Service Innovator
Kate is a leading expert on customer relationship management
(CRM) and customer service strategies, maturity, benchmarking,
governance, and ROI. She is an accomplished public speaker and
frequently presents at events such as CRM Evolution. She has been
published in The Wall Street Journal, Forbes magazine, and industry
publications such as CRM Magazine, KM World, and Destination
CRM.
Previous Work Experience
Kate has extensive industry experience, with more than 10 years of
leadership at CRM and customer service software companies, where
she held senior product marketing and product management roles.
She is also a published author on customer service trends and best
practices.
Gretchen is the Director of Education at PowerObjects, and she
oversees both internal employee development, as well as
customer trainings and community involvement. She is a Microsoft
Certified Trainer and a Microsoft Dynamics CRM MVP who
specializes in training, project planning, analysis, architecture, best
practices, and user adoption. Having worked with Microsoft
Dynamics CRM since 2006, Gretchen has over 200
implementations under her belt.
She enjoys sharing her experiences with users at Convergence and
CRMUG events. She is in her second term on the board of the
CRMUG, and also works with professors and students through the
Microsoft Dynamics Academic Alliance. Her degree is in
Organizational Leadership from Bethel University (St. Paul).
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About PowerObjects
PowerObjects was founded in 1993.
We have been 100% focused on CRM since 2008.
Largest Microsoft CRM Practice in the World / Largest Support Desk.
Worldwide Microsoft Partner of the Year in 2012 and 2013
Our staff is diverse – hailing from 17 different countries and
speaking 31 different languages.
We have one of the most widely visited Dynamics CRM
websites in the world- including our blog and our free
online Dynamics CRM guidebook: The CRM Book.
http://www.powerobjects.com/
Minneapolis | Atlanta | Chicago | Cincinnati | Dallas | New York | Omaha | Philadelphia | San Francisco | Seattle | Toronto
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Service Support
Education Add-ons
100% focused on
Microsoft Dynamics CRM
800 CRM customers
250 CRM people across
US and Canada
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Transforming Your Customer Service From
Good to Great
ISLANDS
OF DATA
Baseline:
Companies can rarely measure AHT, CSAT, and other core
KPIs at the Inquiry Type and/or Agent Level.
Automation:
Very expensive and time consuming, little predictable-
repeatable processes in handling inquiries or how
companies manage their customers.
OPEX:
Technology costs are expensive and difficult to manage,
reporting is inaccurate and baselines are not in place.
Revenue Uplift:
Measuring CSAT scores and customer defection is difficult
and bringing concepts like cross-sell and upsell into the
center is challenging.
People• Agents (Center, Home, Overflow, Etc.)
• Call Center Operations, Customer Service
• Business Units, Groups, Skills, Segments
• CIO / Director Business Applications
• Customers, Prospects, Suspects, Partners, Vendors
Process• Call Type Segmentation
• Application Unification & Alignment
• First Call Resolution (FCR)
• Average Handle Time (AHT)
• Agent Onboarding / Retention
• Knowledge Management / Self-Service
• Workforce Management
• Master Data Management
• Enterprise Service Bus
• Call Deflection
• Upsell / Cross-sell
Technology / Automation • CRM
• Agent Desktop
• CTi / IVR
• Systems of Record
• Document Management
• Knowledgebase / Self-Service
• Portals
• Business Intelligence / Analytics
• Business Process Management
• Workforce Management:
• ELearning
• Voice Recording
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Phone
Chat
SMS / Text
Social
Mobile
Fax
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Global Case ManagementInformation:
Provide access to information to make informed business
decisions, real time via multiple devices and access options.
Predictable / Repeatable Process:
Providing the right information, to the right agents at the
right time to provide a superior level of services, in scripted
and guided automated process.
Focusing on Innovation:
Retire old legacy applications in an xRM platform, onboard
agents faster, reducing costs, while at the same time
retaining the right agents.
Revenue Uplift:
During inquiries recommend upsell or cross-sell for
additional products, services, maintenance or contracts
based upon recommendations, or buying history and CSAT
scores.
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Transform Your Contact Center With CRM
For Customer Service Excellence
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Transform Your Contact Center With
CRM For Customer Service
Excellence
Kate Leggett
VP, Principal Analyst, Forrester Research
April 8, 2015
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© 2015 Forrester Research, Inc. Reproduction Prohibited
We Still Don’t Do A Good Job At Delivering Positive Customer Experiences
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© 2015 Forrester Research, Inc. Reproduction Prohibited 11Source: The CIO's Blueprint For Strategy In The Age Of The Customer, September 12, 2014
Customers Control The Conversation That They Have With Businesses
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© 2015 Forrester Research, Inc. Reproduction Prohibited 12
Use customer
experiences as
a key
competitive
differentiator
Companies
view customer
experience as
one of their
top priorities
Source: The State Of Customer Experience, Management, 2014 11
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© 2015 Forrester Research, Inc. Reproduction Prohibited 13Source: January 21, 2014, “The Customer Experience Index, 2014”
Few Businesses Deliver An Outstanding Experience
53%
Very Poor(0 to 54)
42%
Poor( 55 to 64)
OK(65 to 74)
Good( 75 to 84)
Excellent( 85+)
37%
11%10%
1%
12
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Good Customer Experiences Are Good For Business
Source: June 27, 2014 “What drives a profitable customer experience”
Retention
loyalty
Enrichment
loyalty
Advocacy
loyalty
The likelihood that a
customer will keep
existing business
with the company
The likelihood that a
customer will buy
additional products
and services from
the company
The likelihood that
a customer will
recommend the
company to
others
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Cost
Customer
satisfaction and
loyaltyRevenue
Compliance
It is increasingly difficult to deliver good customer service as the customer service leader must balance customer needs with business needs
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Customers Expect Consistent Engagement During Their Journey
Source: May 2014 “Brief: Systems Of Engagement Take Center Stage” 15
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Organizations Struggle With A Complex Infrastructure
16
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Most Business Are A Mess Of Silos
5%
3%
Source: December 2013 Global eBusiness and Channel Strategy Professional Online Survey 17
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Organizations Struggle With Poor Data Quality
“What are your organization’s biggest challenges to improving customer management capabilities?”
(Please select all that apply)
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Knowledge Is Everywhere
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How do you move the needle on customer service operations?
Service Manager
Customers
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© 2015 Forrester Research, Inc. Reproduction Prohibited 22
PAIN FREE PROACTIVE
PERSONALIZED PRODUCTIVE
Customer Service Should Be……
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© 2015 Forrester Research, Inc. Reproduction Prohibited 23Source: January 20, 2015 “Channel Management Core To Your Customer Service Strategy
Customers Expect Effortless Service
55% will abandon
online purchases
if they can’t find a
quick answer
For 77%, valuing
their time is the
most important
thing a company
can do to provide
good service
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© 2015 Forrester Research, Inc. Reproduction Prohibited 24
Customers Increasingly Rely On Self-Service
Help or FAQs
on a company
website
Phone
Chat
Source: January 20, 2015 “Channel Management Core To Your Customer Service Strategy23
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Text
Web Chat
Phone
IVR Chat
Customers Expect Proactive Service
225
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Situation
Profile
Prediction
• Device / Channel
• Location
• Time of day
• Historical past
• Immediate past
• VOC
• Current session
• Likely next steps
Customers Demand Personalized Engagement
25
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Twelve Step Process To Success
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Forrester’s Framework For Success
27
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Start With The Customer Service Vision
• Understanding customer
expectations
• Understanding customer
service trends
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© 2015 Forrester Research, Inc. Reproduction Prohibited 30Source: TechRadar™: Contact Center Solutions, Q1 2015
Understand The Depth And Breadth Of Customer Service Technologies
29
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Assess Your Current Capabilities
Source: October 2, 2014, “Asses Customer Service Capabilities To Pinpoint Opportunities For Best Service30
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Pinpoint Quick Wins And Create a Business Case
“Source: Win Funding For Your Customer Service Project. October 23, 2014 31
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© 2015 Forrester Research, Inc. Reproduction Prohibited 33“Source: Win Funding For Your Customer Service Project. October 23, 2014
Articulate The Right Business Benefits
32
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© 2015 Forrester Research, Inc. Reproduction Prohibited 34Source: May 2, 2013, “Quantify The Business Value Of CRM
Write The Business Case
33
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Source: June 19, 2013, “Define Your Customer Relationship Management Plan” Forrester report
Put Your Strategic Plan And Roadmap Together
335
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Put Your Strategic Plan And Roadmap Together
35
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© 2015 Forrester Research, Inc. Reproduction Prohibited 37Source: December 17, 2014 “Better Governance Leads To Better Customer Service, Yes- Really!”
Focus On Project Governance
36
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Example of a Governance Structure
Source: December 17, 2014 “Better Governance Leads To Better Customer Service, Yes- Really!” 37
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Select The Right Vendor By Evaluating Their Capabilities Via Demos
38
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Roll Out Your Changes In A Stepwise Manner
Phase 0“Develop the Blueprint”
Sample Phase 1
Revisions
Design
Analyze
& Plan Construct& Deploy
Sample Phase 2“Continue to Implement
New Capabilities”
Revisions
Design
Analyze
& PlanConstruct& Deploy
Sample Phase 3“Support, Enhance
and Extend”
Revisions
Construct
& Deploy
Design
Analyze
& Plan
Customer Analysis/
Segmentation
Develop detailed business
requirements for Wave1
Initiatives
Design unified data model
Develop detailed technology
architecture
Design detailed process/
organizational structure
Implement Wave 1 Quick Wins
Implement & Integrate
Wave 1 Initiatives
Execute Change
Management for Wave 1
Channels
Deploy and train
Support Wave 1 Release
Prepare to extend
Wave 2 possibly includes:
1. Extend Integration of Customer
Channels (web,direct mail,
e-mail, call center)
2. Extend back office integration
3. Integrate site personalization
4. Integrate with data-mining
environment (tools/process)
“Implement New Capabilities”
Formulate
Validate
Mobilize Measure
Measure
Measure
Business/Customer
Strategy
Technology Architecture
Program Roadmap
Business Case
Change Management
Framework
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Measure And Monitor Your Success Using A Balanced Scorecard Of Metrics
40
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PAIN FREE PROACTIVE
PERSONALIZED PRODUCTIVE
Customer Service Should Be……
41
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© 2015 Forrester Research, Inc. Reproduction Prohibited 43
Follow Forrester’s principles for Customer Service Success
Vision
Assess current
state
Justify change
Plan
Select technol
ogy
Focus on
governance
Roll out
change
Measure success
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Thank you
forrester.com
Kate Leggett
VP and Principal Analyst
@kateleggett
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PowerObjects’ Point of View:
How to Mitigate Risk
6
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Success and failure
46
50% of Customer Service CRM
deployments fail to meet an
organization’s objectives
What
makes
the
difference?
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Get good perspective
47
behaviors
individual targets
software
hardware
business objectives
steps to get thereStrategy
Process
Technology
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Scope with vision
48
Start with one team or a small
set of requirements, if possible.
Phased Approach
Get to done once.
e
Know the timeframe in which
you can expect results.
Deliver Wins
Measure success.
Remove everything that is not
providing a ton of value.
Simplify
No busy work.
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Use a proven methodology
49
Evaluation
Process
Plan for
Success
Design, Build
& Validate
Train &
DeployLifecycle
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Technology
Plan long-term ownership
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Don’t think
project
think
garden.
Process
Adoption
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Planting is work
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Communication Plan
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Maintaining is
work
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Prioritize
Develop
Test
Communicate
Deploy
Train
Reinforce
Accountability
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Build a people network
53
Managers
• Act as change agents
• Set expectations
• Coach behaviors
• Measure results
Champions
• Understand technology and processes
• On-board new employees
• Act as go-to for assistance
• Communicate with the technical team
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Build a training path
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Role-based
Measurable
Repeatable
Independent
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Motivate teams
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Help individuals know
how they compare to
peers and create
visibility to targets
Celebrate and reward
technology adoption
and behavior changes
that drive business
objectives.
Provide opportunities
to demonstrate
proficiency and to build
knowledge and skills
Achievement
Become a master.
Competition
Create visibility.
Fun
Gamify.
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Success or failure?
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Right Strategy
Right technology
Right people
Plan for success
Great solution
Best training
What
is one
key?
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Managers are your primary change agents.
Communicate to managers. Provide them with tools to cascade messages.
Make sure they know how to get value from CRM and how to hold their teams
accountable for adopting new processes and behaviors.
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Questions & Thank You
www.powerobjects.com
Greg Moser
PowerObjects
Practice Director, Customer Care
612.339.3355 x587