Closing the Back Office Service Gap with Enterprise Workload Management
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Transcript of Closing the Back Office Service Gap with Enterprise Workload Management
Closing the Back Office Service GapWith Enterprise Workload Management
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Thank You for Joining Today’s Webinar:
Closing the Back Office Service GapWith Enterprise Workload Management
© 2013, Genesys Telecommunications Laboratories, Inc. All rights reserved.3
Presenters
Keith PearceVP Corporate Marketing
Genesys
Karl WhitelockDirector Global OSS BSS Strategy
Stratecast | Frost & Sullivan
© 2013, Genesys Telecommunications Laboratories, Inc. All rights reserved.4
Agenda
• Market Drivers and Business Trends – What is Really Going On?
• What’s the Problem and How do You Close the Gap?
• How Does Workload Management Improve Business Results?
• Q&A
Page 5© 2013 Stratecast | Frost & Sullivan, all rights reserved.
Proprietary and Confidential to Stratecast.
Business Challenge: Real-Time Services are Just Expected
Increased consumer use of smartphones and tablets is pushing service expectations to near real-time. Businesses are responding but not always at a customer-satisfying pace.
The “gap” between expectations and delivery reality is widening.
Increased consumer use of smartphones and tablets is pushing service expectations to near real-time. Businesses are responding but not always at a customer-satisfying pace.
The “gap” between expectations and delivery reality is widening.
Page 6© 2013 Stratecast | Frost & Sullivan, all rights reserved.
Proprietary and Confidential to Stratecast.
Fortune Most Admired Companies in the World – 2013
Some of the top 35 Fortune Magazine 2013 World’s Most Admired Companies are:
Apple Google Amazon.com Coca-Cola Starbucks IBM FedEx Walt Disney McDonalds BMW Nordstrom Microsoft Nike Caterpillar Target Costco Wholesale Toyota Singapore Airlines
One customer’s summary: “This company does things the way they should be done and every time I deviate (even just a little) I am reminded
of how much of a difference there is between them and everything else...”
One customer’s summary: “This company does things the way they should be done and every time I deviate (even just a little) I am reminded
of how much of a difference there is between them and everything else...”
Page 7© 2013 Stratecast | Frost & Sullivan, all rights reserved.
Proprietary and Confidential to Stratecast.
Why Is This Sample of Companies So Appealing to Their Customers?
Provide a High Quality Experience
Deliver Consistency Meet Needs on the
Customer’s Timeframe Keep Customers Informed Continuously Innovate Award Customer Loyalty
As a customer I will provide my loyalty to a company that can produce high quality services and products, provide consistency, deliver on what they say, keep me informed, offer competitive pricing, and use motivated employees to continuously keep my attention.
As a customer I will provide my loyalty to a company that can produce high quality services and products, provide consistency, deliver on what they say, keep me informed, offer competitive pricing, and use motivated employees to continuously keep my attention.
Page 8© 2013 Stratecast | Frost & Sullivan, all rights reserved.
Proprietary and Confidential to Stratecast.
What Customers Expect from Businesses Today
85% of people who have a bad experience tell their friends via word of mouth and through social media. Only 20% talk about a good experience.
85% of people who have a bad experience tell their friends via word of mouth and through social media. Only 20% talk about a good experience.
Pay Attention to Me NOW I Only Want to Explain it Once Don’t Hand Me Off to
Someone Else Understand My Frustrations Deliver Consistency Keep Me Informed
What Customers Want:
© 2013, Genesys Telecommunications Laboratories, Inc. All rights reserved.9
Agenda
• Market Drivers and Business Trends – What is Really Going On?
• What’s the Problem and How do You Close the Gap?
• How Does Workload Management Improve Business Results?
• Q&A
Page 10© 2013 Stratecast | Frost & Sullivan, all rights reserved.
Proprietary and Confidential to Stratecast.
Addressing the Needs of Customer Service
Central to a positive customer experience is a work team that can meet customer needs balanced with business priorities and personal commitments. Positive business
performance rests on this key principal.
Central to a positive customer experience is a work team that can meet customer needs balanced with business priorities and personal commitments. Positive business
performance rests on this key principal.
Total Customer Satisfaction Depends on Service Support: What Makes the Difference?
= Revenue
Pay close Attention to Customer Input from all Sources
Analyze Customer Data in as near real-time as possible
Work Tasks performed by One Person can Generate Positive Customer Outcomes while the same done by Another can lead to Very Different Results
Page 11© 2013 Stratecast | Frost & Sullivan, all rights reserved.
Proprietary and Confidential to Stratecast.
How Business Operates – Processes, People and Systems
People
Processes
StartFinish
Regardless of the level of automation involved, people and systems working through defined processes is how business is done. A critical step is often direct human
interaction with the customer for a variety of purposes.
Regardless of the level of automation involved, people and systems working through defined processes is how business is done. A critical step is often direct human
interaction with the customer for a variety of purposes.
Systems
Page 12© 2013 Stratecast | Frost & Sullivan, all rights reserved.
Proprietary and Confidential to Stratecast.
Employee Work Tasks Come from Multiple Sources
The challenge is working to find the right balance between needed resources, the work tasks to be accomplished, and the availably of everyone to get things done. On top of
this is a balance of the workload assigned to one employee verses another.
The challenge is working to find the right balance between needed resources, the work tasks to be accomplished, and the availably of everyone to get things done. On top of
this is a balance of the workload assigned to one employee verses another.
Customer Input Comes From Many Sources
Internal Work is Requested in Assorted Ways
• For Various Business Needs:• Special Projects• Reports• Trend Analysis
• And for Different Reasons:• Requests for Information• Complaints• Need for Help• Exceptions
Page 13© 2013 Stratecast | Frost & Sullivan, all rights reserved.
Proprietary and Confidential to Stratecast.
Why Companies Struggle to Satisfy Customer Demands
From an Employee’s Perspective
A great customer experience carries through from energized and incentivized employees. Easing employee frustration is a big challenge without the right
automation tools to assign and allocate work according to employee dynamics.
A great customer experience carries through from energized and incentivized employees. Easing employee frustration is a big challenge without the right
automation tools to assign and allocate work according to employee dynamics.
Customer requests come from multiple sources
Business priorities, or customer priority is often missing
Work scheduling between employees is difficult creating frustration
Time is wasted to manually keep work tasks organized
Page 14© 2013 Stratecast | Frost & Sullivan, all rights reserved.
Proprietary and Confidential to Stratecast.
The Missing Ingredient – Improving the Employee Experience
CRM and workflow systems are not aware of employee skill level and availability
Adding work requests manually is frustrating
Work task assignments need to be dynamic based on:
• Business Priority• Skill Match• Availability• Already Assigned Work Load• Level of Experience• Customer Deadline
The customer experience is inextricably linked with the employee experience. Prioritization of internal work tasks is the secret sauce in keeping customers satisfied
The customer experience is inextricably linked with the employee experience. Prioritization of internal work tasks is the secret sauce in keeping customers satisfied
Page 15© 2013 Stratecast | Frost & Sullivan, all rights reserved.
Proprietary and Confidential to Stratecast.
Workload Management and Keeping the Customer Experience Positive
Key attributes of an effective workload management solution are:
• Capture and correlate work from multiple channels
• Dynamically push work tasks
• Track external data sources
• Deliver consistent reporting
• Support the needs of multiple industries
Workload management is not always top of mind when it comes to automation of business processes and integration of systems. However, a positive employee
experience, through dynamic work task allocation, keeps customers happy.
Workload management is not always top of mind when it comes to automation of business processes and integration of systems. However, a positive employee
experience, through dynamic work task allocation, keeps customers happy.
© 2013, Genesys Telecommunications Laboratories, Inc. All rights reserved.16
Poll Question
• Do You Believe Workload Management Can Make a Difference?
• 1) Yes, We Are Currently Implementing a Solution
• 2) Most Likely, Strategic Planning Is Now Underway
• 3) Not Sure, Still Trying to Understand the Complete Picture
• 4) Not Likely, Other Systems Are Now Doing the Job
• 5) Definitely Not, Workload Management Is Not an Issue In Our Organization
© 2013, Genesys Telecommunications Laboratories, Inc. All rights reserved.17
Talking To Your Customer Is Cool Again...
© 2013, Genesys Telecommunications Laboratories, Inc. All rights reserved.18
Service Experience AUS CAN UK USNot proactive in addressing customer issues 24% 13% 19% 14%
Not willing to accept feedback and resolve issues 19% 10% 16% 17%
No clear process for providing feedback 23% 16% 21% 18%
Policies that make resolving issues difficult 28% 20% 25% 28%
Policies that limit employees ability to resolve problem 30% 28% 31% 33%
No clear accountabilities and means to contact the bank 23% 16% 22% 17%
Lack of first-call problem resolution 37% 20% 34% 28%
Takes too long to resolve an issue 34% 25% 32% 26%
Inconvenient hours of operation 28% 19% 23% 20%
Difficulty in reaching the right person 35% 24% 37% 28%
Ranking of cause for bad experience:
#1 #2 #4#3
Source: Financial Services Customer Experience Survey, Corporate Executive Board Operations Council, TowerGroup analysis
…But Are You Ready?
© 2013, Genesys Telecommunications Laboratories, Inc. All rights reserved.19
Front office
Back office
Customer Experience: Mind The Gap!
© 2013, Genesys Telecommunications Laboratories, Inc. All rights reserved.
© 2013, Genesys Telecommunications Laboratories, Inc. All rights reserved.20
Wasted-Unproductive Time
Everyday
Employees processing work in the back office… lose about 17 minutes of every hour of their time…
© 2013, Genesys Telecommunications Laboratories, Inc. All rights reserved.21
Poll question
• Where Is Your Organization’s Most Unproductive CX Time?
• 1) Gaining visibility into CX interactions
• 2) Understanding how to predict customer behaviour
• 3) Processing work from front to back office
• 4) Aligning internal departments around the CX
© 2013, Genesys Telecommunications Laboratories, Inc. All rights reserved.22
Four Workload Imperatives
1. Do you have the same insights across the enterprise as you do in the contact center?
2. Do you have insight in enterprise workload and volume patterns?
3. How efficient are your teams?
4. Do your schedules reflect the entire service chain? Skills? Availability?
?
© 2013, Genesys Telecommunications Laboratories, Inc. All rights reserved.23
Enterprise Workload Management
Implement forecasting and scheduling capabilities across
the Enterprise
2Match workload to
resources
Design your Employee Competency Framework for the
Enterprise Workforce
3Leverage/Develop
Employee Skills
Switch from ‘passive’ to ‘active’ work distribution
1Ensure Deadlines
Are Met
© 2013, Genesys Telecommunications Laboratories, Inc. All rights reserved.24
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Front Office IN IN IN
Corporate Systems
Human Resource Management
Customer Relationship
Management
Financial Accounting System
Operations Management
Project Management Voice
Field/ DespatchManagement Back Office
How it is today..
Maria Joanne MaryLiz Alan Sam GeorgeMikeRick Paula Don BillPhil
The People Front Office Management Back Office Field/Despatch
© 2013, Genesys Telecommunications Laboratories, Inc. All rights reserved.25
The Role of Genesys..
Genesys
Maria Joanne MaryLiz Alan Sam GeorgeMikeRick Paula Don BillPhil
The People Front Office Management Back Office Field/Despatch
Text 1Text 1Text 1Text 1Text 1Text 1Text 1Text 1Text 1Text 1Text 1Text 1
Corporate Systems
Human Resource Management
Customer Relationship
Management Financial Accounting System
Operations Management
CLIENT SERVICE CHANNELS
© 2013, Genesys Telecommunications Laboratories, Inc. All rights reserved.26 © 2013, Genesys Telecommunications Laboratories, Inc. All rights reserved.
Who’s Using Enterprise Workload Mgt?
Utilities Service Providers Government Telcos Banks Insurers
© 2013, Genesys Telecommunications Laboratories, Inc. All rights reserved.27
Customer Engagement Platform
© 2013, Genesys Telecommunications Laboratories, Inc. All rights reserved.28
Ask the Experts!
For more information, please visit
www.genesys.comEmail us:
Keith PearceKarl Whitelock
© 2013, Genesys Telecommunications Laboratories, Inc. All rights reserved.29
More resources on www.genesys.com
© 2013, Genesys Telecommunications Laboratories, Inc. All rights reserved.
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