JOURNEY MANAGEMENT IN

THE CONTACT CENTER: THE

PATH TO SUPERIOR SERVICE

EXPERIENCESApril 28, 2015

2

SPEAKERS

Omer Minkara

Research Director,

Contact Center & Customer

Experience Management

@omer_aberdeen

John Cray

VP of Product

Management

@cray_john

Follow the conversation on Twitter: #custjourney

3

THE BUSINESS BENEFITS OF JOURNEY

MANAGEMENT IN THE CONTACT

CENTER

Improvement in positive social

‘buzz’

Increase in cross-sell / up-sell

revenue

Improvement in first contact

resolution rates

+27.4%

+18.7%

+12.6%

4

$1.56

MILLION

5

TODAY’S AGENDA:

-What is journey management?

-How to use journey management to maximize

omni-channel results?

-Steps to reduce customer effort through self-

service-How to enable contact center agents with timely

and relevant insights

-Real-life examples

-Q&A

6

7

KEY LEARNINGS

• Enterprise contact centers are focused on balancing

customer experience objectives with operational goals

• Journey management complements omni-channel activities

by adding structure and purpose

• Know your customers, and use the related insights to minimize their effort while adding value during each interaction

• Don’t manage self-service in a siloed fashion; integrate it

within your omni-channel activities

• It’s the agent experience that directly impacts customer

experiences; empower your agents with the right tools to

manage buyer journeys

8

UNDERSTANDING WHAT IT TAKES TO

ACHIEVE SUCCESS

What you need to do to

become Best-in-Class:

What processes you should have

in place

What you need to measure

Organizational changes you might

want to make

Data / Knowledge management

considerations

Technologies you should evaluate

Best-in-Class

Industry

Average

Laggard

P A C E

9

CUSTOMER CARE EXECUTIVE’S AGENDA

Top Goals (n=407)All Contact

Centers

Enterprise Contact

Centers (>50

seats)

Improve customer experience

results and consistency91% 92%

Reduce customer effort for issue

resolution78% 82%

Improve brand loyalty 74% 71%

Increase agent performance /

productivity72% 83%

Streamline contact center

operational activities67% 81%

JOURNEY MANAGEMENT:

WHAT? WHY?

11

Journey management refers to

organizations providing them with

the tools and information needed

to make educated buying and

loyalty decisions.

Interactions across different

journeys are tailored to meet the

evolving needs of buyers via

interactions across different

channels.

FOR CUSTOMERS

Image credit:

BusinessNewsDaily

12

FOR AGENTS

Image credit: B2C Community

Journey management refers to

agents using data captured

across multiple touch-points to

orchestrate future interactions.

The goal of these activities is to

lead conversations towards

desired outcomes, including

raising awareness of a product,

making a sale or earning positive

referral business.

13

WHY DO YOU NEED JOURNEY

MANAGEMENT?27.4%

18.6%

14.1%13.1% 12.6%

9.7%

21.1%

10.4%

3.2% 3.9%4.7%

5.9%

0%

5%

10%

15%

20%

25%

30%

Number of

positive

mentions

through social

media channels

Cross-sell and

up-sell revenue

Customer win-

back rate

Improvement in

average handle

time

First contact

resolution

Improvement in

average response

time to customer

requestsPercent of respondents, n=91

Companies with a Customer Journey Management Program

All Others

Source: Aberdeen Group, February 2015

14

THE ROLE OF JOURNEY MANAGEMENT

IN CUSTOMER CARE EXECUTIVE’S

AGENDA

Improve customer experience

results & consistency

Reduce customer effort for

issue resolution

Improve brand loyalty

Increase agent performance & productivity

Streamline contact center operational activities

Image credit: JourneyElgin

JOURNEY MANAGEMENT:

HOW?

16

Multi-Channel is the

New Normal.

100%

Of companies are

using multiple

channels (at least two)

to interact with

customers

On average,

companies use 4

channels through the

lifecycle of customer

interactions.

17

Best-in-Class All

Others

WHO ARE THE BEST-IN-CLASS?

82% 63%Customer

retention rate

Year-over-year

change in annual

company revenue

60.2% 5.0%

18

Best-in-Class All

Others

WHO ARE THE BEST-IN-CLASS?

(CONT.D)

23.8% 1.6%

Year-over-year

improvement

(decrease) in response

time to customer

requestsYear-over-year

improvement in average

customer profit margin

23.6% -2.7%

19

refers to organizations’ use of

multiple channels and devices

to interact with customers in a

context-aware manner.

Omni-Channel CEM

20

21

OMNI-CHANNEL HELPS FIRMS GROW

REVENUE & CREATE HAPPY CUSTOMERS

14.6%

13.0%11.8%

9.0%

4.2%

11.8%

9.2%

5.1%5.8%

3.3%

8.5%

6.6%

-2.4%

1.2%

-2.3%-3%

0%

3%

6%

9%

12%

15%

Annual company

revenue

Customer retention First contact

resolution rates

Improvement in

number of customer

complaints

Agent utilization

rate

Year-

over-

year perc

ent ch

ange

n=396

Omni-Channel Contact Centers

Multi-Channel Contact Centers

Non Multi-Channel Contact Centers

Source: Aberdeen Group, November 2014

22

OMNI-CHANNEL IS TABLE STAKES TO

BECOME BEST-IN-CLASS

95%

47% 47%42%

56%

35%28% 31%

10%20%30%40%50%60%70%80%90%

100%

Deliver consistent

customer messages

through multiple

channels

Visibility on

customers' concurrent

use of channels for

multi-modal

interactions

Optimize product

bundles and offer

times based on

historical and real-

time customer data

Create models of

customer buying

behavior processes to

map customer

journeys

Percent of respondents, n=91

Best in ClassAll Others

Source: Aberdeen Group, February 2015

HOW TO MANAGE CUSTOMER EFFORT

THROUGH DIFFERENT JOURNEYS

24

BUILD CONTEXT INTO PREVIOUS

INTERACTIONS TO GAUGE & MANAGE

EFFORT

74% 74%

47%

56%

39%

21%

0%

20%

40%

60%

80%

Collect customer feedback

through multiple channels

Centralized repository of product

and service information

Integrate internal account data

with external data to enrich

customer profilesPercent of respondents, n=91

Best in Class

All Others

Source: Aberdeen Group, February 2015

25

TAILOR EACH CONVERSATION BASED ON

CUSTOMER NEEDS

95%

47% 47%42%

56%

35%28% 31%

10%20%30%40%50%60%70%80%90%

100%

Deliver consistent

customer messages

through multiple

channels

Visibility on

customers' concurrent

use of channels for

multi-modal

interactions

Optimize product

bundles and offer

times based on

historical and real-

time customer data

Create models of

customer buying

behavior processes to

map customer

journeys

Percent of respondents, n=91

Best in ClassAll Others

Source: Aberdeen Group, February 2015

26

Self-Service:

Customers want more of

it.

• 91% of contact centers plan

to incorporate self-service as

part of their business

activities over the next 12

months.

62

%

of enterprise contact

centers currently have

a self-service portal

27

28

SELF-SERVICE SUPPORTS BUSINESS

GROWTH

6.0%

4.9%

4.1%

1.9%

3.5%

2.3%

0.2%

-1.0%-2%

0%

2%

4%

6%

Customer retention Number of positivementions through

social media channels

Number of quality SLA’s met

Average revenue percontact

Ye

ar-

ove

r-ye

ar

pe

rce

nt ch

an

ge

n=305

Companies delivering self-service through corporate website

All Others

Source: Aberdeen Group, April 2014

29

COMPANIES HAVE A WEALTH OF OPTIONS

WHEN PROVIDING SELF-SERVICE

Current Adoption (n=305) Self-Service Users

FAQs 84%

Keyword search box 70%

Downloadable manuals, drivers, etc 66%

Customer-specific portal with product and service

information62%

Educational videos 49%

Online communities 40%

Product forums 27%

Virtual assistant / Conversational agent 18%

30

VISUAL IVR HELPS REDUCE CUSTOMER

EFFORT

Year-over-year Performance

Improvement (n=407)

Visual IVR

UsersNon-users

Number of positive mentions

through social media channels 6.0% 4.5%

Improvement in number of

customer complaints 5.7% 3.4%

Improvement in average handle

time3.6% 1.5%

AGENT EMPOWERMENT TO DRIVE

DESIRED JOURNEY OUTCOMES

32

TECHNOLOGY HAS THE GREATEST IMPACT

ON AGENT EXPERIENCE

25%

35%

47%

0% 10% 20% 30% 40% 50%

Compensation and benefits

Sense of empowerment in

addressing customer needs

Technology tools facilitating

agents' ability to conduct day-to-

day tasks

Percent of respondents, n=373

All Respondents

Source: Aberdeen Group, October 2014

33

• On average, agents spend

13% of their time navigating

through four different

systems to find and access

relevant insights to serve

customers.

4

Number of

applications agents

needs to manage

during a typical

interaction

Agents Need Easier and

More Timely Access to

Data

34

Cost of Unproductive

Agent Time

• Assuming an average annual

cost of $40,000 per agent,

this means that a contact

center with 300 agents

incurs an average of $1.56

million in unnecessary

costs due to unproductive

agent time.

$1.56

million

35

ENABLE AGENTS WITH A SINGLE SCREEN

ACCESS TO VIEW & MANAGE CUSTOMER

JOURNEYS92% 92%

85%

72%

54%

69%

30%

40%

50%

60%

70%

80%

90%

100%

Agents can create and follow

tasks through their desktop

Customer data can be

transferred across agent

desktops

Detailed customer

transactional data is

available through the agent

desktopPercent of respondents, n=373

Leaders Followers

Source: Aberdeen Group, October 2014

36

• Multichannel Universal Queuing and Routing– Global Queue Visibility

– Routing Across All Media Channels

– Channel specific rules and workflow optimization

• Management Reporting– Comprehensive historical reporting

– Real-time management tools

– Survey Management

– Interaction Vault

• Multi-Switch Architecture– Avaya (Blue & Red), Cisco, Mitel, ShoreTel,

Microsoft, Alcatel

• Scalability & High-Reliability– Multi-site virtual contact center

– Survivability of network, hardware, and site failure

– Scalability to 10,000 agents

• Inbound and Outbound– Predictive dialing

– Campaign management

CONTACT CENTER : ENTERPRISE

37

INTERACTIONS ARE INTERCONNECTED

Text/SMSRequest

Appointment

change

CallbackSet up new

Appointment

EmailConfirm

Appointment

Web VisitAppointment

ResultsSocial MediaService Review

38

THE VISUAL CUSTOMER JOURNEY

PastPresent Future

39

THE VISUAL CUSTOMER JOURNEY

Take Action

40

KEY LEARNINGS

• Enterprise contact centers are focused on balancing

customer experience objectives with operational goals

• Journey management complements omni-channel activities

by adding structure and purpose

• Know your customers, and use the related insights to minimize their effort while adding value during each interaction

• Don’t manage self-service in a siloed fashion; integrate it

within your omni-channel activities

• It’s the agent experience that directly impacts customer

experiences; empower your agents with the right tools to

manage buyer journeys

THANK YOU

Omer.minkara@aberdeen.com

Omer_aberdeen

Omer Minkara

John.Gardner@enghouse.com

@EnghouseInterac

EnghouseInteractive