Today’s Webcast: Call Center Strategies for Increasing Profitability ... · PDF...

Today’s Webcast: Call Center Strategies for Increasing Profitability: Moving from Cost Center to Profit Center

Penny ReynoldsFounding Partner

Scott NortemanDirector, Product Management

Ann ConradCommunications Manager(Facilitator)

Copyright© 2003-2009, The Call Center School LLC

Welcome

Call Center Strategies for Increasing Profitability:Increasing Profitability:

Moving from Cost Center to Profit Center

Presented by:


Speaker Biography

Penny Reynolds• Founding Partner of The Call Center School

• Leads curriculum development

• Regular speaker and contributor for industry conferences, association meetings and trade publications.

• Authored three books:

•The Power of One, Power Phrasing

•Call Center Staffing: The Complete, Practical Guide to Workforce M tManagement

•Call Center Supervision: The Complete, Practical Guide to Managing Frontline Staff.

• Honors graduate of Vanderbilt UniversityHonors graduate of Vanderbilt University

• Call Center Magazine’s prestigious Call Center Pioneer award.


[email protected]

Today’s Challenge

Watch the bottom line!

What’s a call center to do?


What s a call center to do?

What NOT To Do

What happens when understaffing or employeeWhat happens when understaffing or employee layoffs are utilized as cost-saving techniques?


The Cost of Understaffing

A “Hiring Freeze” Example

Hourly Call

Volume

Talk + ACW Time

Staff Workload

(in erlangs)

Number of Staff

ASA (in sec)

Agent Occupancy

Volume (in erlangs)

600 270 + 30 sec 50 hours 51 252 sec 98%

600 270 + 30 sec 50 hours 52 105 sec 96%

600 270 + 30 sec 50 hours 53 58 sec 95%

600 270 + 30 sec 50 hours 54 35 sec 93%

600 270 + 30 sec 50 hours 55 23 sec 91%

600 270 + 30 sec 50 hours 56 15 sec 89%


The Cost of Understaffing

The Telephone Bill

55 staff

23 sec delay per call

52 staff

105 sec delay per call

230 min total delay

@ $ 05/min

1050 min total delay

@ $ 05/min@ $ .05/min

$ 11.50/hour

@ $ .05/min

$ 52.50/hour


Other Possibilities for Cost Reduction

Call avoidanceRoot cause analysisRoot cause analysisOpportunity review

AHT reductionAHT reductionLong greetings, optional questionsCorrelation analysisy

Overstaffing reductionConsistency objectivey jDifferent service focus


Productivity Gaps

Key Questions:Where do you have “gaps” in efficiency?Do you waste time during the customer interaction?What else do you want to accomplish on a call?How can you improve the interaction:

From the customer’s perspective?From the agent’s viewpoint?From a profitability perspective?From a profitability perspective?


Perspectives on Productivity - 1

Customer Perspective:Better, faster access to customer records

History of contact

Contact information

Transaction history

Identification of priority customers

Recognition of special needs

Key Point:

Efficient access to customer information provides FASTER service to customer, as well as more COMPREHENSIVE,

PERSONALIZED i


PERSONALIZED service


Agent Perspective:Less effort in navigation

More emphasis on:

Listening to customer needs

Verbal messages

Vocal skills

Less training time

Smaller chance of error

Key Point:

More time to spend on areas that create payoff


More time to spend on areas that create payoff


Profitability Perspective:Lower handle time = less workload = reduced headcount

OR

More effective handling =

Higher satisfaction and customer retention

Better chance of up-sell or cross-sell

Key Point:Key Point:

Desktop efficiency translates into higher profits – due to both lower staff costs and higher revenue possibilities


both lower staff costs and higher revenue possibilities

Calculating the Return

What if average handle time could be reduced by 10% or 30 seconds per call?

Calls/ Hour

Handle Time

Erlang Workload

Required Staff

Service Level

1200 300 100 e 108 80/20/

1200 270 90 e 98 80/20

10% reduction in handle time results in FTE savings of 10 people. 10 people at $20,000 per year = $200,000 cost savings

OR

Keep all staff. Use saved time for sales discovery time.

5% increase in psell rate = 60 calls @ $50/sale = +$3 000/ho r


5% increase in upsell rate = 60 calls @ $50/sale = +$3,000/hour

Optimizing the Call Center Desktop Optimizing the Call Center Desktop

Scott NortemanScott NortemanDirector, Product ManagementDirector, Product Management

Presentation HighlightsPresentation Highlights

• Who is Jacada?

• Optimizing the Desktop – A Measurable Return

• Unified Desktop Overview and Key Features

• Case Studies– Lillian Vernon – Retail– O2 Telefonica – Telecommunications– Nationwide - Insurance

• Unified Desktop Implementation Best Practices

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A Simple PhilosophyA Simple Philosophy

The results are compelling, consistent and efficient customer experiences that drive business growth and profitability

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How Jacada WorksHow Jacada Works

Web Retail Device CSRSolutions easy as 1,2,3…

Web Retail Device CSR

OptimizeEasily iterate and improve the

3

Jacada Workspace FrameworkUnify

Easily iterate and improve the speed, quality and consistency of

customers interactions

2

Jacada Fusion Middleware

yLeverage a universal service

framework that can be deployed ubiquitously across your channels

Billing CRM OSS Up-sell IntegrateDevelop consistant and correct foundational interfaces across

b k d t

1

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your backend systems

The Jacada SolutionThe Jacada Solution

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Jacada Unified Desktop Measurable Return on InvestmentJacada Unified Desktop Measurable Return on Investment

Expense Reductionp• Decreased AHT• Reduced error rate• Reduction in training and complexity

Intangiblesg p y

• Decreased hiring and ramp-up for new CSRs• Improved compliance / decreased risk exposure• Improved first call resolution

• Improved agent satisfaction

• Increased staff retentionImproved first call resolution

Revenue Generation

retention• Increased agent

skill-base• Improved customer

satisfactionRevenue Generation• Increased sales• Increased close rates• Increased revenue per transaction

satisfaction• In-call intelligence /

analytics

• Increased revenue per transaction• Improved up-sell/cross-sell opportunities

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Unified Desktop OverviewUnified Desktop OverviewUnified Desktop OverviewUnified Desktop Overview

Jacada WorkSpaceUnified Desktop Key FeaturesJacada WorkSpaceUnified Desktop Key Features

Integrated CTI Bar& SoftPhone

Primary & Secondary Navigation to all CSR applications

Persistent Customer Information

Automated Login & Re-login

to keyto key applications

Customer/PolicyIntelligent ViewQuick Links

to Resources & ApplicationsApplications

Integrated /Automated

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Integrated Messaging

Automated Notes

Jacada WorkSpaceKey Solution Components ReviewJacada WorkSpaceKey Solution Components Review

• Jacada WorkSpace FoundationLaying the foundation of a unified agent desktop, providing CSR tools, links and profiles for the call center.

• Intelligent View (Composite View)Creating a client details tab (single / intelligent view of the customer) that will contain information that represents a complete view of the existing customer and launch automated processes / call flows to facilitate most important call types.

C• Re-Engineered Call FlowsStreamlining high volume, high complexity processes.

• Interaction TimelineEnabling CSRs to see and drill down on customer activity/events in a visual, intuitive format.

• Application IntegrationIntegrate existing systems using native API’s and Jacada Fusion Technologies to support the Intelligent View and Re-engineered Call Flows.

• Automated LogonMask the logon and automate the re-login process for most systems to facilitate the functionality contained in the unified desktop without burdening agents.

• CTI IntegrationCapture the caller ID to use as a trigger for automated lookups and other events.

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Drive Efficiency, Reduce AHT, Improve Customer & Agent Experience

Case StudiesCase StudiesCase StudiesCase Studies

Lillian Vernon – Retail - BeforeLillian Vernon – Retail - Before

Reduce Handle Times and Corporate Goal

Leading catalog and online retailer that

• Handle times too long, want to reduce by 20 seconds

Training CostsLeading catalog and online retailer that markets gift, household, children's and

fashion accessory products.

by 20 seconds

• Seasonal ramp up is required to go from 125 to 600+ reps each year

• Agent training is extensive and attrition is high during training

• Complex navigation of systems frustrates agents

• Manual paper forms require agent time to prepare and process, and there is no accountability for quality.

24

Lillian Vernon – Retail - AfterLillian Vernon – Retail - After

Leading catalog and online retailer thatResults

Time-frame

• 6 Months

Leading catalog and online retailer that markets gift, household, children's and

fashion accessory products.

TrainingTime

• Reduced 50% (hire over 300 seasonal CSRs)

• Reduced 17%+AHT

• Reduced 17%+

Attrition• Reduced Attrition & Seasonal Hire

Ease of Use

• Eliminated Outsourced Facility

25

O2 – Telecommunications - BeforeO2 – Telecommunications - Before

Improve Customer

Corporate Goal

Challenges/Objectives

Leading European Communications Service

Provider

Experience, Reduce Costs

• Improve & differentiate customer experience

• Reduce cost of operations• Focus on improving customer experience p g p

for Prepay Customers• Simplify the way they buy, build, deliver

and run their technology• Targeting a reduction in the number ofTargeting a reduction in the number of

applications year on year.• Transforming the organisation, making

sure people have the right skills, in the right places

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g p

O2 – Telecommunications - AfterO2 – Telecommunications - After

Results

Time-frame

• 4 MonthsLeading European

Communications Service Provider

Call-backs

• Reduced 30%

• Reduced 12%AHT

• Reduced 12%

Data Settings

• Now occur in real-timeg

UniversalAgent

• Migration to Virtual Interaction Environment

27

Nationwide – Insurance - BeforeNationwide – Insurance - Before

Improve Revenue

Corporate Goals

Improve Revenue Opportunity, Reduce Cost

Challenges/Objectives

One of the largest insurance and financial services companies in the world

• Increase Revenue (up-sell / cross-sell)• Improve Customer Experience through process

simplification• Increase Customer Retention• Reduce Customer Support Costs (common platform)• Reduce training times• Increase CSR retention rates• Reduce Operational CostsReduce Operational Costs• Increase system integration and disaster recovery

options• Enhanced system audit and update processes

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Nationwide – Insurance - AfterNationwide – Insurance - After

Results

Time-frame

• 6 MonthsOne of the largest insurance and financial

services companies in the world

Training Time

• Reduced 2 Weeks

• Reduced 20%AHT

• Reduced 20%

ROI• Less than 12 Months

Annual Savings

• $6 Million

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Implementation Best PracticesImplementation Best PracticesImplementation Best PracticesImplementation Best Practices

Unified Desktop Implementation Best PracticesUnified Desktop Implementation Best Practices

Keys to a Successful Unified Desktop Project:

• Engage and utilize your “on-the-floor” experience and creativity.

• Every call center/segment is unique – Understand the details of How and Why (There is ll b i )usually a business reason).

• Identify your deltas - Document and understand the key systems & processes by call center and CSR/Agent segment.

• Don’t try to boil the ocean! Know that successful project deliveries often demand an iterative implementation approach.

• Identify and prioritize target processes and inefficiencies to drive the most value from the most common call types in early project phases.

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Today’s Webcast: Call Center Strategies for Increasing Profitability: Moving from Cost Center to Profit Center

Penny ReynoldsFounding [email protected]

Scott NortemanDirector, Product [email protected] 352 1300

Ann ConradCommunications [email protected]

Thank you for attending!Thank you for attending!Jacada Inc.

400 Perimeter Center TerraceSuite 100

Atlanta, GA 30346


Atlanta, GA 30346

770-352-1300http://www.jacada.com

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