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Customer Experience at Stericycle

Dale Parchois – VP Customer Experience, Stericycle USA

SRCL Stock Price – 10 yr period

Stericycle Overview

• Focused on:

Protecting People. Reducing Risk.

• Founded in 1989 in response to Medical Waste Tracking Act of 1988

• Publicly traded company since 1996

• Steady, strong growth

Stericycle Locations

Over 5,000 team members in six countries

Approximately 400,000 customers globally

Our Business Lines

• Regulated Medical Waste Services

• Stericycle Sharps Management Services

• OSHA Compliance and Training

• Return Management Services

• Patient Communication Services

Regulated Medical Waste Services

Industry leader in the collection, transport, treatment and disposal of medical and biohazardous waste

• Business to business

• Large and small quantity customers: hospitals and manufacturers; medical offices, labs

• Promoting a safer workplace

• Extensive compliance/safety training - blood-borne pathogens

Providing recall, return, retrieval and communication services for pharmaceutical, medical device and consumer product markets

US Customer Service

Organization

Main Contact Center: Northbrook, IL

10 remote contact centers across the country

Customer Experience - 2009

Call Routing Stericycle???

866-783-7432 847-572-1531 847-943-6834 847-

943-6836 877-783-7421 847-943-6835 847-943-6965 847-943-6961 847-943-6972 888-278-7657 877-783-7411 847-943-6975 847-943-6971 888-779-2783 847-943-6960 866-707-8374 847-943-6973 866-260-9655 847-943-6946 877-272-2731 877-783-7490 847-943-6908 866-265-8177 847-943-6909 888-200-4906 847-943-6910 800-863-0345 847-943-6911 888-200-4917 847-943-6950

800-755-3291 847-943-6755 877-783-7421

Multiple toll-free numbers

No technology or customer service representative tools

Frequent customer misdirects and transfers

“ 92% of US consumers form their image of a company based on their experience using the

company’s call center” Purdue University

Type of Request SQ CS MQ Acct Rep SQ CS Dialysis Rep SQ CS Drug Disposal SQ CS Nat'l Acct Rep SQ CS LQ SQ CS Gov't SQ CS 3rd Pty

New Site or Service Leads (Live Call) X X Sales Lead Q X X Sales Lead Q X

New Site or Service Leads (Non Live) X X Sales Lead Q X X Sales Lead Q X

Change Tax Exempt Status X X X X X X X

Credits/Re-bills X X Normal Issues PI Rollback-to A.R. X X X X

Profile Changes (address, etc.) X X X X X X X

Fax Contract Copy X Acct Retn. Acct Retn. X X X X

Fax Insurance Certificate (Marsh) X X X X X X X

Fax Invoices X X X X X X X

Fax Manifests X X X X X X X

Fax Payment History X X X X X X X

Fax Calendar X X X X X X X

Fax Trans Cert/License X X X X X X X

Fax Weight Report X X X X X X X

Frequency Increase X X Sales Lead Q X X X X

Frequency Decrease X X SFDC Q-see notes X X X X

Discuss State Regulations X X X X X X X

Invoice Questions X X X X X X X

Manifest Archive Set-up/Questions X X X X X X X

Order Products X X X X X X X

Inquire About Next Pick-up X X X X X X X

Cancel Account (Live Call) X X IB Retn. X X X X

Cancel Account (Non Live) X X OB Retn. X X X X

Pricing Questions X X Acct Retn. X X X X

Schedule/Cancel Pick-up X X X X X X X

Program Level Upgrades X X Sales Lead Q X X X X

Program Level Downgrades X X Acct Retn. X X X X

Take CC Payment X X X X X X X

Request Trans Supplies X X X X X X X

Transfer Misapplied Payments X X X X X X X

Purchase Order Changes X X X X X X X

3rd Party Hauler Accounts -handled by the LQ team. Sales person ID="LQTHRDPRTY", Account warning will indicate to transfer to LQ as well

Drug Disposal Program(Pharma Waste Accounts). Requests to Cancel: Live Calls should be warm transferred to the IB Retention Group w/ a case. (x8190) Non-Live E-mails,

Voicemails, Postage Mail or Faxes, should be directed to the OB Retention Queue w/ a case. Frequency Decreases: Send a case to "Pharma Frequency Changes" queue in SFDC

and notify customer someone will contact them within 24-48 hours. Frequency Increases: Go to Inbound Sales

The Account Rep's name can be located by searching for the affiliation code on the "Master Group Affiliation List" on the SFDC home page. The CAS (Corporate Accounts

Services) team can be reached at extension 8747.

Government accounts will have an account warning in SFDC. The government team can be reached at extension 8744. If no one is available cases can be sent to the "CS-

Government" queue

CUSTOMER INTERACTION GRID

LQ x 8371

The Acct Rep's name can be found by searching for the affiliation code or account number on the "MQ Account" list on the SFDC home page. The CAS (Corporate Accounts

Services) team can be reached at ext 8747. Cases should be sent directly to the acct rep if you aren't sending a live call, otherwise send the case to the person who took your

call

Calls can be warm transferred to LQ CS at extension 8371. If the customer does not wish to hold cases can be sent to the LQ/MAE Support queue.

CAS x 8747 Gov't x 8744LQ x 8371

Rene Gaunaurd is the Dialysis Account Rep

CAS x 8747 Rene x 6568 Drug Disposal

For the top 30 customer inquiries there were 240 transfer possibilities

8

2009

Where were we?

Where were we

Technology (circa 2009)

Avaya ACD

SalesForce.com

CSR Front End Other Legacy Systems

Where were we? Impact Loyalty Problem Resolution

No Problem Reported n = 1020

Problem Reported n = 143

Problem Handling Receives High

Rating of 7 to 10 n = 95

Problem Handling Receives Low

Rating of 1 to 6 n = 48

All Respondents n =1167

%

Loyal

64% 23% 10% 4%

67% 22% 9% 3%

46% 27% 16% 11%

61% 28% 11% 1%

16% 24% 29% 30%

Problem Reported n = 147

10

Where were we?

Back office challenges

We have a growing backlog of

customer requests. What can we do?

Why is the back office such a

bottleneck to our business

growth?

Why do I need supervisors

manually re-prioritizing tasks?

How can I measure the

performance of the back office?

Service Model Phases

Recommendation Service Tools

1. Integrated Customer Service

Groups

2. Standard Work

3. Core CS Tools/Technology:

• Computer Telephony Integration

• WFM

• Intelligent Routing

• Training Curriculum

• CS Dashboard

• IWD

• Optimized Agent

• Create New Customer Channels

• Develop Self Service

• Integrate Applications

• Build Knowledge Tools

• Voice Recognition

• Data Mining

Optimize Outcomes

Starting Point ‘09

Performing Phase ’10-’11

Optimizing Phase ’12-’14

Improve Operations Improve Customer Experience

Reduce Costs

• Siloed Channels

• ACD Reporting

• Separate Operations

• Multiple Non-integrated Apps

• OJT

• No Industry Tools

Customer Service Capability Model

Customer Service Overhaul

• Vendor selection started in Q1 2010

• SaaS alternative discarded early in the process

• Genesys and Aria won the bid: iWD

• Project duration: June to December 2010

Our Approach

• Complete technological overhaul of the Contact Center

– Intelligent call routing

– Work Force Management

– QA tools (100% recording) and post interaction survey

– CTI

– iWD

• Integration between the solution and our current CRM tools (SalesForce) - Aria’s CIMplicity Desktop

• CS Department - customer hub established merge SQ, MQ, LQ, CAC, Contract

Establish CE Team

• Performance based curriculum/certification developed

• Standard work processes identified

• “First Call Resolution” workflow

Develop Training/Standard Work

• Routes calls and cases based on customer data and skill

• Enables population of customer data (screen pop)

Intelligent Routing CTI/IWD

• Allows recording of 100% calls/and data input

• Use in coaching & quality improvement, follow up

• Enables customer surveys - immediate response

Quality Monitoring and Call Recording

• Matches staffing to call arrival patterns/models resource needs

• Allows fully automated scheduling for staff

• Provides real-time adherence and monitoring

Workforce Management

• CS Dashboard – productivity, call sat, quality, FCR Reporting

Customer Experience - 2011

What’s Different – Daily Customer Service

C O M P L E T E

Genesys iWD - Key Capabilities

Captures ‘tasks’ from multiple sources – process, channel

Out-of-the-box adapters for quick integration

Adapters are bi-directional – not a fire and forget

Define business SLAs using business rules

Intuitive user interface

Automatically monitors tasks Calculate

Leverages Genesys skills

Proactive assignment to right resource (push or pull)

Manage across groups or locations

Distribute

Capture

Manage Skills of back office team members

Performance of individuals, groups and teams

Task backlog for workforce planning

Provides insights into business performance

Statistics can be used in Genesys CCPulse+, or existing 3rd party BI tools

Compare against KPIs defined by business users Report

Customer Work Flow

iWD Process V

oic

e In

telli

gen

t W

ork

D

istr

ibu

tio

n

Engi

ne

Cas

e

Business Rules Applied

Phone Agent Waiting

Call Pop with Customer

Information

Agent Creates Case

Back Office Agent Waiting

Case Pop Customer Information

Complete Case or Send to

iWD for Next Phase

One of our Processes

iWD Trigger SFDC Process

iWD

Leverage iWD with SFDC capabilities

Incoming E-mails

Incoming Web requests

Provides offline work control and visibility

E-mail sent Arrives in SFDC Case is created automatically

and sent immediately to iWD

Case (with email attached) pops on agents’ screens

The 2009 work allocation model

Process

Process

Incoming requests

CRM, BPM,

applications... Workforce Work bins

Cherry-picking

intelligent Workload Distribution

Enterprise

CRM, BPM,

applications... Global Task List Workforce

Optimized Allocation

Process

Process

Incoming requests

Departments Enterprise

Virtual

Workforce

intelligent Workload Distribution

CRM, BPM,

applications... Global Task List

Virtual

Workforce

Process

Process

Incoming requests

Enterprise Optimized Allocation Priority Routing

CLI Trend – 3 yr.

23

58.0

64.1

68.9 70.0

67.6

70.6 70.3

73.0

70.7

75.4

77.4 77.5

50.0

55.0

60.0

65.0

70.0

75.0

80.0

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

2009 2010 2011

Overall Evaluation Customer Service

Statistically Significant Improvement at the .05 level of confidence

Improvements Achieved (basis points)

CLI Results

4/18/2012 24

CLI Results

+440

Overall Customer

Service +60

Rep Knowledge

+530

Rep Follow

Through +530

Understands Your

Problem

+ 350

Rep Professional

+460 Speed to Resolve

Issue

Overall Customer

Loyalty Index +200

Click to edit Master title style Improve Customer Experience Process Enablers Create

Service Culture

Customer 1st

Improve Customer Loyalty

Survey/Action Plan

Improve Problem Resolution

Reporting/Targeting

Establish Service Recovery

Service Miss/Root Cause

Case Process

Establish targets by case type

Report and drive turn around time

improvement

Service Recovery

Identify and scope issue

Rapid customer response with Cross Functional Team

Root cause analysis and solution implementation

Loyalty Action Planning

Review of detailed CSAT results by region, function

Reporting of trends and customer verbatims

Quarterly action plans

Problem Resolution

Enabling Processes

Case avg. days pending reduced

14 days

Percent in range improved

300 basis points

Statistically significant

Improvement:

• Loyalty

•Customer Service

56

49

30 27

30 26

44

51

70 73

70 74

0

10

20

30

40

50

60

70

80

StartingPoint May 10

May Avg. June Avg. July Avg. Aug Avg. Sept Avg

Pending Cases Monthly Results percentage in/out target time range

Sept ’11

Out of Range % In Range % 26

50.1 60.2 61.3 62.9 63.8

50.6 58.5 58.7 60.3 63.3

59.6 67.4 68.4 68.3 71.6

74.6

77 77.2 78 80.8 65

68 72.5 72.6 74.2

Q3 2010 Q4 2010 Q1 2011 Q2 2011 Q3 2011

LOYALTY OUTCOMES

Loyalty Value Overall Continue Recommend

ACTION PLANNING BEGAN

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27

Drive culture throughout:

Roll Out 2012

http://www.exclaimclients.com/stericycle/31223/20111104/

Lessons Learned

• Stable processes pre-implementation

• Change management process

• Company-wide effort

• Drive culture

• Effective Partner: -- reliable, flexible, collaborative, knowledgeable multiple software systems

Partnership

IN THE BOAT

In the boat

Discussion, Questions?