spanish event - kpi
TRANSCRIPT
18/05/06
Contact Centre KPI’s & Reporting:Visión y Metodología de Genesys
2
Agenda
� Contact Centre Capacity Maturity Model (C3M2) ⇒ Best
Practices Areas ⇒ Reporting & Analytics
� Measurement in Customer Service Strategies, Genesys
Project Methodology and Contact Centre Operations
� Contact Centre Measurement; the Genesys understanding:
Definition & Problematic, Approach & Methodology
� From Critical Contact Centre Performance Indicators
towards Reporting Design and Reporting Solutions
3
Introduction to the C3M2
Contact Centre Capability
Maturity Model
�� The C3M2 is used to assess the maturity The C3M2 is used to assess the maturity
of your Contact Centre and, based on Best of your Contact Centre and, based on Best
Practices to advise solutions to Practices to advise solutions to ‘‘bridgebridge’’ gaps gaps
between current operations and the business between current operations and the business
visionvision
�� Consultative approach to build the Consultative approach to build the
mapping between the business issues and mapping between the business issues and
the contact centre building blocks the contact centre building blocks
(operational, functional and technical)(operational, functional and technical)
4
C3M2; Consulting Framework
5
Accomplished TargetGap
C3M2 – Model and utilisation
4 No capacity or scalability challenges
exist
4 Integrated speech recognition and
advanced self - service functionality
4 No IVR solution exists, although the
business need for IVRs has been
defined
4 IVR experiences frequent down time
4 IVR is at full capacity with no room
for growth (e.g., additional ports)
4 Limited functionality and reporting
capabilities
4 IVR platform is obsolete (i.e., retire)
4 IVR is stable and available
4 IVR not fully utilized (~85%) and can
be expanded at a reasonable cost
4 Accurate reporting and analytics is
available
4 Self - service functionality
OptimisingEstablishment Consolidating Performing
Te
ch
no
log
y a
nd
Infra
stru
ctu
re C
om
pe
ten
cy
IVR AND SPEECH
RECOGNITION
CUSTOMER
RELATIONSHIP
MGMT (CRM)
COMPUTER
TELEPHONY
INTEGRATION
(CTI)
4 Customized interface for each
user/agent group with a light footprint
4 Full flexibility and rapid time to
market
4 All business logic is centrally
managed, securely controlled and
easily modifiable
4 Full EAI capabilities, including
transportation, transformation, and
process modeling
4 Minimal number of applications on
the desktop all following the same UI
4 Coordinated application strategy,
with a rationalization plan in place
(e.g., invest, maintain, retire)
4 Business logic is separated from
application code
4 Point -to- point integration between
applications exists
4 Clear system of record identified
4 Heterogeneous UI ’ s (e.g., 3270, client
servers)
4 Disjointed applications with
overlapping functionality
4 Hard coded business logic
4 Little inter - application integration
4 De- normalized data stored in multiple
systems
4 Single, unified presentation layer with
a homogenous UI
4 Structured application development
and testing process in place
4 Business logic is shared between
different applications
4 Foundational EAI capabilities exist
(e.g., transportation, transformation)
4 Common data dictionary across the
organization
APPLICATION
ARCHITECTURE
4 Agents have complete customer view
with transactions and preferences
4 Agents have full access to cross
lines transactions
4 Agents have view of cross channel
transactions
4 Agents have a contact or case
specific preview of the customer
4 Business strategy that defines
customer segmentations and
expected level of service
4 Alternative channels streams offered
but not efficiently managed
4 Incomplete view of the customer due
to parsed information collection
4 Limited alternative channels offered to
the customer
4 No customer segmentation by
customer lifetime value or profitability
4 Agents have a complete customer
base preview of customer
transactions
4 Strategic messaging on customer
profile to provide customer service
direction based on objectives
4 Multi channel integration
4 Agent desktops user interface is
modified by caller type
4 Forms are loaded and pre - filled with
customer information
4 Calls transferred are accompanied
with complete customer profile for
ease of handoff
4 Screen pop activated with customer
name and phone number information
4 Agents still request key information
to verify caller such as claim number
4 No automated forms load based on
caller
4 No data driven call routing
4 No customer information is available
when call is answered by an agent
therefore customer is prompted for
information repeatedly
4 Automated customer identification
determines the routing treatment
4 Screen pops with intelligent customer
data e.g. claim file number
4 Automated forms load based on
number dialed by the customer
4 Data does not follow the call if
transferred
4 No capacity or scalability challenges
exist
4 Integrated speech recognition and
advanced self - service functionality
4 No IVR solution exists, although the
business need for IVRs has been
defined
4 IVR experiences frequent down time
4 IVR is at full capacity with no room
for growth (e.g., additional ports)
4 Limited functionality and reporting
capabilities
4 IVR platform is obsolete (i.e., retire)
4 IVR is stable and available
4 IVR not fully utilized (~85%) and can
be expanded at a reasonable cost
4 Accurate reporting and analytics is
available
4 Self - service functionality
OptimisingEstablishment Consolidating Performing
Te
ch
no
log
y a
nd
Infra
stru
ctu
re C
om
pe
ten
cy
IVR AND SPEECH
RECOGNITION
CUSTOMER
RELATIONSHIP
MGMT (CRM)
COMPUTER
TELEPHONY
INTEGRATION
(CTI)
4 Customized interface for each
user/agent group with a light footprint
4 Full flexibility and rapid time to
market
4 All business logic is centrally
managed, securely controlled and
easily modifiable
4 Full EAI capabilities, including
transportation, transformation, and
process modeling
4 Minimal number of applications on
the desktop all following the same UI
4 Coordinated application strategy,
with a rationalization plan in place
(e.g., invest, maintain, retire)
4 Business logic is separated from
application code
4 Point -to- point integration between
applications exists
4 Clear system of record identified
4 Heterogeneous UI ’ s (e.g., 3270, client
servers)
4 Disjointed applications with
overlapping functionality
4 Hard coded business logic
4 Little inter - application integration
4 De- normalized data stored in multiple
systems
4 Single, unified presentation layer with
a homogenous UI
4 Structured application development
and testing process in place
4 Business logic is shared between
different applications
4 Foundational EAI capabilities exist
(e.g., transportation, transformation)
4 Common data dictionary across the
organization
APPLICATION
ARCHITECTURE
4 Agents have complete customer view
with transactions and preferences
4 Agents have full access to cross
lines transactions
4 Agents have view of cross channel
transactions
4 Agents have a contact or case
specific preview of the customer
4 Business strategy that defines
customer segmentations and
expected level of service
4 Alternative channels streams offered
but not efficiently managed
4 Incomplete view of the customer due
to parsed information collection
4 Limited alternative channels offered to
the customer
4 No customer segmentation by
customer lifetime value or profitability
4 Agents have a complete customer
base preview of customer
transactions
4 Strategic messaging on customer
profile to provide customer service
direction based on objectives
4 Multi channel integration
4 Agent desktops user interface is
modified by caller type
4 Forms are loaded and pre - filled with
customer information
4 Calls transferred are accompanied
with complete customer profile for
ease of handoff
4 Screen pop activated with customer
name and phone number information
4 Agents still request key information
to verify caller such as claim number
4 No automated forms load based on
caller
4 No data driven call routing
4 No customer information is available
when call is answered by an agent
therefore customer is prompted for
information repeatedly
4 Automated customer identification
determines the routing treatment
4 Screen pops with intelligent customer
data e.g. claim file number
4 Automated forms load based on
number dialed by the customer
4 Data does not follow the call if
transferred
GAP between As-Is and ideal state
Exploration Dimensions
Maturity Level
DefinitionAccomplished (current state)
6
Solution Design
CustomerSegmentation
Cross & Up sell
Reporting & Analytics
ChannelIntegration
AgentProductivity
AgentSatisfaction
Infrastructure& TechnologyConsolidation
“Gaps” (areas of improvements) can be classified into Genesys Best Practices Areas.Analysis of each (benefit) area will involve specific operational & functional workshopsand will require specific CC building blocks to be considered.
Screen-dialKnowledge
BaseNotification
CallOutbound
CampaignsSkill based
RoutingObjectiveRouting
Call-back
CustomerProfile
RoutingChat Co-Browse
DatabaseRouting
IntelligentTransfer
NetworkRouting
PredictiveRouting
Virtual CC
Screen-pop
Real-timeReporting
IntegratedReporting
Scripting
Unifieddesktop
Last AgentRouting
Self Service Blending
Forecasting SchedulingReal time
AdherenceRemoteWorkers
Measurement in Customer Service-oriented Contact Centres…?
7
Measurement in
… Customer Services Strategies
Zoom
8
Measurement in
…Genesys Project Implementations
9
Measurement in
…Contact Centre Operations
� Customer Services Offering and Agent Segmentation
� Contact Centre activities and Workforce Optimisation
� Monitoring and Analysis of Contact Centre behaviour
Organisation,
Mission & BusinessGenesys understanding of Measurement in Contact
Centres?
- Definition & Problematic
- Overall Approach
- 7’s Methodology
- KPI’s Pyramid
10
Definition
Measuring Contact Centre Performances means that you can…
� Measure the ‘Efficiency [Eficiencia y Rendimiento] and Quantity’(Productivity) metrics as well as the ‘Effectiveness [Efectividad] and Quality’ (Customer Service) metrics
� Align the Contact Centre goals with organization’s business objectives
� Combine effectively disparate sources of data types: business, operational, analytical
� Deploy consistently the KPI’s across the Contact Centre organization
11
Problematic…
Measuring Contact Centre Performances generally raises the following questions…
� Can I define the Contact Centre goals, its functions and services?
� Can I define quantifiable indicators according to those goals? What do I really need to measure (subset of my contact centre metrics)? How will I capture a critical indicator? Will I need to consider different categories of measurements?
� Can I measure, track (target) and analyse those indicators? Do I have the appropriate knowledge or technology? Can I consolidate my critical indicators across my contact centre organisation and services (homogeneity)?
� When do I have to adjust or change them? How will impact a new customer service, a new customer segmentation? How will impact a change in the HR policy?
� How do I use my contact centre performance indicators (incentives, marketing…)?
12
Genesys Overall Approach
13
KPI’s & Reporting; 7-step Methodology
I. Define your different KPI’s categories (aligned with the organizational goals)
II. For each category, identify and define the critical indicators that you need to measure: definition (what is it and what purpose), measurement (how do I capture them, which data sources do I need, what metrics or statistics do I need to combine) and target.
II. For each category, build your overall KPI (or KSI) : combination of the most relevant indicators you want to consider in the category. For each individual critical indicator, define the importance (weight) it has in the calculation of the overall KSI.
IV. Implement processes and procedures for tracking the current Value of your indicators and measuring the % Achievement. Measurement (indicator) is useless if it is not used to compare and understand what is happening and why it is happening. Look for correlations between indicators.
14
KPI’s & Reporting; 7-step Methodology
V. Adjust your overall KPI’s implementing “What If” scenarios: what if this (individual) KPI is more important than this one? How will it affect my global KPI and my contact centre performances (services too)?
VI. Identify the persons (roles) who need to access to the KPI’s (which ones) e.g. define your KPI’s audience.
VII. Define the dimensions to be applied to your individual KPI: media segment, service segment, Centre/Business Unit/Team segment, customer segment? Combine with the previous point; it will help you to create the KPI consistency across the Contact Centre i.e. final indicators (statistics) might differ depending upon the ‘dimension’ considered but the goal of the indicator should be consistent across the Contact Centre.
15
KPI’s Pyramid, Workbook
� 4 KPI’s (KSI’s) categories…�Customer Service Performance Indicators
�Operational & Organizational Performance Indicators
�Staff Performance Indicators
�Business & Analytical Performance Indicators
� 1 KPI Workbook�The capability to define an overall Contact Centre Performance (Contact
Centre Service Factor)
�A tool to identify and easily update the critical performance indicators
(consistently) across the contact centre organisation
�Relevant input to the project implementation team for performing the
functional and technical reporting design (‘Design Phase’)
16
Reporting Design Phase
Monitor, measure, analyze, and act on information collected in
Contact Center operations to ensure efficiency and effectiveness in a
Contact Center
Objective
Purpose
Audience
Needs
Operational
Monitor performance
Ensure efficiency
Maximize service levels
Contact Center Supervisor
Contact Center ‘Field’ Manager
Real-time & Historical
Aggregate information
Statistics, reports, customization
Interaction Analysis
Analyze historical data
Slice & dice data
Convert data to intelligence
Contact Center ‘Field’ Manager
VP, Customer Support
Historical
Call details, cradle to grave
Reports, analytics
17
Genesys products for Reporting Designs…
Operational ReportingOperational Reporting
CCAnalyzerEnterprise wide historical Reporting
application
CCPulse+Desktop level real-time and historical
Reporting application
Customer Interaction Analysis ReportingCustomer Interaction Analysis Reporting
Analytics
Genesys Info MartStar schema, interaction detailed based data mart
Day-to-Day Reporting
18
Day-to-Day
Operational
Reporting
Summary
C3M2 ⇒
Reporting &
Analytics Best
Practices
Measuremt &
Contact Centre
Operations
Genesys
Approach & KPI
Workbook
Reporting
Design
Business &
Customer
Interaction
Analysis Reporting
Solution Design
CustomerSegmentation
Cross & Up sell
Reporting & Analytics
ChannelIntegration
AgentProductivity
AgentSatisfaction
Infrastructure& TechnologyConsolidation
“Gaps” (areas of improvements) can be classified into Genesys Best Practices Areas.Analysis of each (benefit) area will involve specific operational & functional workshopsand will require specific CC building blocks to be considered.
Screen-dial KnowledgeBase
NotificationCall
OutboundCampaigns
Skill basedRouting
ObjectiveRouting
Call-back
CustomerProfile
RoutingChat Co-Browse Database
RoutingIntelligentTransfer
NetworkRouting
PredictiveRouting
Virtual CC
Screen-pop
Real-timeReporting
IntegratedReporting
Scripting
Unifieddesktop
Last AgentRouting Self Service Blending
Forecasting SchedulingReal time
AdherenceRemoteWorkers
Screen-dial KnowledgeBase
NotificationCall
OutboundCampaigns
Skill basedRouting
ObjectiveRouting
Call-back
CustomerProfile
RoutingChat Co-Browse Database
RoutingIntelligentTransfer
NetworkRouting
PredictiveRouting
Virtual CC
Screen-pop
Real-timeReporting
IntegratedReporting
Scripting
Unifieddesktop
Last AgentRouting Self Service Blending
Forecasting SchedulingReal time
AdherenceRemoteWorkers
Measurement in
…Contact Centre Operations
� Customer Services Offering and Agent Segmentation
� Contact Centre activities and Workforce Optimisation
� Monitoring and Analysis of Contact Centre behaviour
Organisation,
Mission & Business
18/05/06
¡Gracias!
20
Zoom on the
…Measurement Process
Analyze
Gain
InsightAct
Collect
Measurement
•Repeat callers
•Service levels
•Customer satisfaction
•Customer segmentation
•… etc.
•Issues/opportunities
•Routing strategy
effectiveness
•Process inefficiencies
•Training needs
•… etc.
• Modify routing
strategies
• Refine segmentation
• Train resources
• Utilize self-service
• … etc.
• Integrate Genesys
Reporting Repositories
with CRM, HR, and
other databases
• Develop reports, apps
Continue