RightNow in Government: Multi-Channel Solutions for Superior
Transcript of RightNow in Government: Multi-Channel Solutions for Superior
RightNow in Government: Multi-Channel Solutions for Superior Constituent Care
Chris Sortzi, VP Public Sector
RightNow Technologies
August 29, 2007
Agenda
• Definition of Multi-Channel Constituent Care
• Benefits
• Customer stories
• Q&A
Most Frustrating Industry to Deal With Via Phone Harris Interactive, 2007 Customer Experience Impact Report
Industries that are the most frustrating to deal with via phone for customer service
Most Frustrating Industry to Deal With OnlineHarris Interactive, 2007 Customer Experience Impact Report
Industries that are the most frustrating to deal with online for customer service
Importance of Improving Constituent Service:Citizen Service Levels Interagency Committee (CSLIC)
• Telling constituents what to expect and “doing it right the first time” are key to building constituent trust and confidence
• Citizen-centric government
Download: www.usaservices.gov/word/performreport.doc
“walk-in response within 15 minutes”
“90% email response within 2 days”
“80% phone response within 60 seconds”
Delivering Utopia
while
Deliver a Differentiated Constituent Experience
• Consistent across channels
• Proactive, pre-emptive
• Personalized
Meeting SLAs and controlling costs?
• Call center efficiency
• Customer self-service
• Agent ramp-up time
Definition of Multi-Channel Constituent Care
Ability for companies or agencies to present customer service,
both assisted and unassisted, to customers where customers
may be recognized and receive personalized, consistent
information from the best-suited agent regardless of the access
point.
Components of the Multi-Channel Contact Center
Incident Management
Web Self-Service
Agent Knowledge Base
Email Response Management
Chat & Collaboration
Proactive Communications
Voice Solutions
Computer Telephony Integration
Customer Feedback
Service Analytics
Shifting Trends in the Channels Customers Use
Assisted ServiceSelf-Service
In Dollars
Average Cost
0.00
1.00
2.00
3.00
4.00
5.00
6.00
7.00
8.00
9.00
10.00
11.00
12.00
PhoneText ChatE-MailIVRWeb
0.45
5.00
7.00
5.50
0.24
Variability
Delayed
Real-Time40.00
Source: Yankee Group contact center manager survey
Multi-Channel Cost Per Contact
Source: Government & Non-Profit Industry Benchmark Report
Findings• Average volume of inbound calls
is over 1 million annually
• Government & Non-Profit industry average cost per call is more than 2x the industry best
Interpretation• Just a 2% reduction in the cost
per call would represent a savings of over $338,000 annually
Average Cost Per Inbound Call
Source: Government & Non-Profit Industry
Benchmark Report l/Jon Anton 2006
Finding• IVR self-service is almost 1/3
of all automated self-service
Interpretation• IVR is still preferred self-
service option, especially when combined with speech recognition
• Steady growth in multi-channel self-serviceSource: Government & Non-Profit Industry Benchmark Report
Self-Service Contacts by Channel
Source: Government & Non-Profit Industry
Benchmark Report l/Jon Anton 2006
Multi-Channel Integration - Government
Source: Government & Non-Profit Industry Benchmark Report
100% of the best of government & non-profit have integrated channels/touchpoints.
Source: Government & Non-Profit Industry
Benchmark Report l/Jon Anton 2006
Audience Poll
• How many of you are using:
– Web-self service?
– Email response management?
– IVR?
– Voice/speech recognition solutions?
– Chat?
– Other?
• Is there another channel you are plan to use that you aren’t
today? Why is that important to you?
The Impact of Multi-Channel Care Done Well
• Superior constituent experience
• Reduced operational costs
• Improved internal business processes
• More constituent information
• Agent efficiencies
• Single view of customer—whether citizen, another agency, a business, or employee
• Seamless constituent/ customer service
• Consistent information delivery
• Personalized service
AgencyAgentConstituent/Customer
Doug Dostal
Briggs Corporation
Briggs Multi-Channel Strategy
• 50,000 customers across 5 markets, 12,000 SKU’s
• Small orders (2-3 lines, $150)
• 70% of orders taken over the phone
• 23% of orders through the web
• 7% of orders by fax\mail
• Our business was not going to grow without improved order
efficiency and cross channel communications
The Opportunities
• Excellent Customer Service staff but knowledge not captured
• Core products are information driven
• Dynamic market, events occur monthly that create opportunities
– We were to ‘slow’ to capture benefits of those events
• Our markets are ready to use the web for business
• Launching online version of products in 2008
How RightNow Fits In
• Customer Service knowledge is captured, evaluated and used to
improve service and products
• Customer Service contacts are immediately visible to Sales &
Marketing staff
• Marketing events are immediately available to Sales & Customer
Service staff
• Marketing Campaigns are now measurable
• We didn’t have to integrate channels in RightNow, gave IT staff
time to integrate with our ERP system
• Provides connecting point with partners
Breadth of RightNow Deployment
• 185 Seats – over 2/3 of organization logs in to RightNow daily
• Areas of deployment:
– Customer Service
– National Sales – Disconnected Client
– Telesales
– Accounts Receivable
– Marketing
– Marketing Communications
– Contract Services
– Data Services
– Warehouse Operations
– Information Technology
Results
• 10% increase in outbound
phone sales productivity
• 25-40% response rates for
rapidly executed email
campaigns
• 38% improvement in first-
call resolution rate
• Greater overall visibility into
and responsiveness to
customers’ needs
Lessons Learned
• Plan for integrated use from the start
• Let the customer help you
• Implement with your strongest area first
Nicole Canoyer
U.S. Customs and Border Protection
U.S. Customs and Border Protection
Business Objectives
• Provide US Customs and Border Protection (CBP) customers the information they need, quickly, cordially, and with a high degree of accuracy
• Provide the Customer Service Center (CSC) the ability to give CBP executives and Congressional liaisons statistics and reportsthat they could understand
Solution
• Replaced internal only solution implemented in 1999 in 2002 with RightNow
• Before CBP implemented the RNT solution customers were only able to obtain CBP information Monday through Friday 8:30am-5:00pm
• Began with RightNow Service on a temporary basis to handle 300 calls and 50 emails a month with a staff of seven
• In July 2007 alone, the (CSC) had 958,438 hits to the knowledge base with 3,543 emails submitted and 6,245 calls offered with 1,196 calls abandoned with no significant staff increases
• To avoid the landslide of emails - CBP implemented a procedure that requires customers searching the knowledge base to go into a Q&A before submitting a question to the CSC
• External customers
– Knowledge base for web self-service
• Internal customers
– Knowledge base to help answer questions
– Route requests internally and track all phone calls, complaints, and emails in one system
U.S. Customs and Border Protection
Results
• Reduced the number of inbound emails through web self-service
– Get over 900,000 hits a month, but only around 3,000 emails
• Use reporting to track trends, hot topics, new initiatives, and
complaints
• Gather feedback
• Have shared knowledge base with usa.gov
Lessons Learned/Next Steps
• Adding the voice piece of RightNow to the CSC phone system for the
Western Hemisphere Initiative
– While on hold and waiting for a representative callers can search
the RNT knowledge base on passport requirements and travel
requirements without loosing their place in the queue
• Adding Surveys
Future
• Online ordering of Publications and forms
• Pushing (marketing tool) Press Releases to the Media
Martin Mans
Motorola
Business Objectives
RightNow at Motorola
• Web self-help KB
– +4 million customer interactions per month
– Locator at hellomoto.com
• Agent KB
• Call Center Desktop
• Email Management (collect, autoresponse, agent)
• Call Triage using IVR/Voice Self-Service
– Trouble Shooting
– Closed incident Survey (agent)
– Repair Status
– Locator
• Chat
• Surveys
– Closed Incident
– Voice
Web Self-Service at hellomoto.com
Challenges
• Target audience moving to web and email for support
• Increasing expectations for ability to self-serve
Results
• Very high self-service rate
Recommendations
• Focus L&F, navigation on ease of use
• Constantly refine content
• Include Locator if appropriate
Call Triage Using IVR Self-Service
Challenges
• Escalating agent costs
• Difficulty in collecting accurate VOC data
Results
• Very high ROI
• Dramatically increase call data accuracy
Recommendations
• Integrate other apps into voice self-service where appropriate
Agent Portal/KB
Challenges
• Thousands of phone agents distributed across the globe, with varying skillsets
Results
• Higher consistency of agent knowledge
• Reduced training burden
• Easy to push info to the field
Recommendations
• Make KB universal, covers all products/services, questions
Q&A
Learn More From Your Peers
• Wednesday, August 29 at the Summit
– 6:30-7:15 PM - Public Sector Reception with Greg Gianforte
Location: C.O.D. Room in Broadmoor South
• RightNow Community: http://community.rightnow.com/
– Federal Government Forum
– State & Local Forum
• RightNow Federal User Group (FUG)
– November 8, 2007 in Washington, DC
– Visit: www.rightnow.com/events for details and to register
Resource Links
• Citizen Service Levels Interagency Committee (CSLIC) Report: Proposed Performance Measures, Practices and Approaches For Government-wide Citizen Contact Activitieshttp://www.usaservices.gov/word/performreport.doc
• State and Federal E-Government in the United States 2007, Center for Public Policy, Brown University
http://www.insidepolitics.org/egovt07us.pdf
• Benchmark Portal
http://www.benchmarkportal.com