transitioning to an omnichannel customer engagement strategy crm 2016

KRAMER & ASSOCIATES

1-800-281-1400 * http://www.kramerandassociates.com1V 1.0

Transitioning to an Omnichannel

Customer Engagement Strategy

Presented by

Lyn Kramer

Managing Director

May 24, 2016

Omni Shoreham, Washington, DC

The 2016 Customer Experience Conference

KRAMER & ASSOCIATES


1. Welcome & Introduction

2. The Business Rationale for “Omnichannel

Customer Engagement”

3. A 10-Step Guide

• Customer Experience Strategy

• Benchmark KPI’s, Metrics & Gap Analysis

• Contact Center Technology Infrastructure

• Self-service Applications & Reporting

• Agent & Management Training

• Employee Engagement & ESat

• CSat, VoC, & Quality Management

• Workflow & Process Improvement

• Staffing & Organizational Considerations

• Building the Business Case

4. A Case Study – Putting it All Together

Workshop Agenda – Putting Customers First

Email

Phone

Social

Text

Web/Chat

IVR

Efax

KRAMER & ASSOCIATES


Who We Are… Kramer & Associates

is an independent

contact center and

customer service

consulting firm

with a strategic,

vendor-neutral focus

formed in 1988.

Our mission and

passion is to help

clients improve

competitive advantage

and bottom-line results

by leveraging

customer service

excellence and resource

optimization strategies.

We are a certified WBE

(Woman-owned Business

Enterprise) and

are privately held.

Sampling of Our Clientele

About the Presenter

Lyn Kramer

ManagingDirector

http://www.sylvania.com/HomeAlternate.htm

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http://www.cvs.com/corpInfo/index.html

http://www.cvs.com/corpInfo/index.html

KRAMER & ASSOCIATES


Why Start with the Customer Experience Strategy?

It makes economic sense.

KRAMER & ASSOCIATES


The Business Rationale

For over 20 years, the ACSI (American Customer

Satisfaction Index) has shown a positive correlation

between high levels of customer satisfaction and

revenue, earnings and stock performance.

Companies with

High Levels of

CSAT

Index of 500 largest

companies listed on

the NYSE or NASDAQ

KRAMER & ASSOCIATES


How the ACSI Works – An Example

The breadth

and depth

of the

questions

The resulting

scores

and

comparisons

KRAMER & ASSOCIATES


A Process for Omnichannel Customer Engagement

A 10-StepGuide

1) Customer

Experience

Strategy

2) Benchmark

KPI’s, Metrics &

Gap Analysis

3) Contact Center

Technology

Infrastructure

4) Self-service

Applications

& Reporting

5) Agent & Management

Training

8) Workflow

& Process

Improvement

9) Staffing &

Organizational

Considerations

10) Building

the

Business Case

6) Employee Engagement

& ESat

7) CSAT, VoC

& Quality

Management

KRAMER & ASSOCIATES


Customer Experience Strategy – Financial Example

The Strategy Statement

Our customer experience strategy is to engage our customers by

becoming their trusted financial advisor.

Our goal is to empower our clients to be informed, self-sufficient

consumers to effectively manage their own finances with access to

innovative products, tools and information to meet their needs anytime,

anywhere in the channel of their choice.

How the Strategy Impacts the Contact Center

1. Determine customer engagement metrics, reporting, and KPI’s.

2. Key inputs to self-service tools.

3. Enable anytime-anywhere, 24x7 access.

4. Define the technology and data needed for each channel.

5. Identify staffing and resource requirements for omnichannel

access and support.

6. Train and certify staff to be “trusted advisors”, use new self-

service tools, and support channels.

7. Identify gaps between what exists vs. what is needed – people,

process, and technology.

8. Calculate costs, benefits, and ROI’s to bridge the gaps.

9. Develop a plan that outlines major steps, timing, costs, ROI’s and

milestones.

Customer Experience Strategy Drives Everything

Email

Phone

Social

Text

Web/Chat

IVR

Efax

KRAMER & ASSOCIATES


Benchmarking and a gap analysis are

used to identify and compare key

metrics for performance improvement.

Examples include CSAT, First Contact

Resolution (FCR), self-service utilization,

and productivity statistics.

Benchmarking & Gap Analysis Overview

Benchmarking & Best

Practices

& Gap Analyses

Contact Center

Reporting Metrics

Processes

KPI’s

KRAMER & ASSOCIATES


Example Benchmark KPI’s from the Gap Analysis

Agent KPI Example

Key Performance Indicators Current Industry Gap

1) Average Agent Attendance % 85% 88% -3%

2) Average Annual Turnover % 5% 20% -15%

3) ESAT – Top Box Satisfaction % 45% 58% -13%

4) ESAT – Bottom Box Satisfaction % 8% 2% -6%

Email KPI Example


1) Average Speed of Answer 24 Hrs. 4 Hrs. -20 Hrs.

2) Average Handle Time (AHT) 12 Min 8 Min -4 Min

3) FCR (First Contact Resolution) % 55% 62% -7%

4) Average Cost/Email $5.89 $4.60 -$1.29

Chat* KPI Example


1) Average Speed of Answer 97 Sec 40 Sec -57 Sec

2) Average Handle Time (AHT) 5.6 Min 3.9 Min. -1.7 Min


4) Average Cost/Chat $4.87 $2.98 -$1.89

*Responses are estimated based on time sheets and observations.

Social* KPI Example


1) Average Speed of Answer 24 Hrs. 2 Hrs. -22 Hrs.

2) Average Handle Time (AHT) 26 Min. 21 Min. -5 Min


4) Average Cost/Social $8.45 $7.89 -$0.56

*Responses are estimated based on time sheets and observations.

Phone KPI Example


1) ASA (Average Speed of Answer) 87 Sec 35 Sec - 52 Sec

2) Average Agent Utilization % 74% 85% -11%

3) Average Calls/Hour 5 7 -2

4) FCR (First Call Resolution) 51% 69% -18%

5) CSAT – Top Box Satisfaction % 48% 65% -17%

6) CSAT – Bottom Box Satisfaction % 4% 2% -2%

7) Average Cost/Call $7.65 $5.50 -$2.15

KRAMER & ASSOCIATES


Mu

lti-

Ch

an

ne

lA

CD

Social

eFax &

Imaged Work

Phone

Text & Mobile Apps

CTI

Screen

Pop

ACD

Contact

Technology for Omnichannel Customer Engagement

1. Contact channels are integrated.

2. Customer transaction data and session history are

tracked and displayed.

3. A single source of information is used for all channels.

4. Robust, easy-to-use speech and text-enabled IVR.

5. An easy-to-use, consistent knowledge management

system facilitates self-service for agents and customers.

Phone Email/Text

eFaxImagedWork

Customer Interactions Tasks

Social

Knowledge

management

system

facilitates

self-service

for agents

and

customers.

Info

rmati

on

Syste

ms

& C

RM

Customer transaction data and session

history is tracked and displayed.

Tasks

Chat

IVR & Auto

Call Backs

Email

Chat

KRAMER & ASSOCIATES


CSR

Workstation

Performance

Management (PM)

System with Analytics

& Data

Warehouse

Performance

Management

Reports, Scorecards

& Dashboards

Performance

Management

Reports, Scorecards

& Dashboards

ACD& M/C

Reporting

IVR

As Is Functionality

To BeFunctionality

ACD

Cisco UCCX

Cisco M/C ACD

CTI

Workforce Mgt. WFM

None

Basic WFM

Schedule Adherence

Verint QM

Voice Recording

Screen Capture

IVR A/C/Email Survey

Speech Analytics

PM (Perf Mgt)

Web Chat/CRM/

Customer Service

None

Automated Email

Web Chat Suite

KM (Knowledge Mgt )

VRU/IVR

Touch Tone

Speech Routing

Speech IVR

Virtual Hold

• None

Automatic Call Back for Peaks

Outbound Dialer

None

Auto Announcements &

Prev/Pred Dialing

Customer Information

PoE/CWS/Mainframe

P&C Pol Mgt with Policy/Billing/Claims

Legacy

Data & Apps

KMKnowledge

Management

1 2 3

4 5 6

7 8 9

* 8 #

Inbound

Phone Calls

SMS Text

Messaging

eFax/Scanned

Correspondence

Social Media

ERMS – Email

Response

Mgt System Contact Center

Infrastructure

Mulita-channel ACD Real Time

Schedule

Adherence (WFM)

2

3

1

2

3

4

5

6

7

8

4

3

MobileApps

Virtual Hold

7

Noble

Outbound Dialer

Manager

Workstation

Web Chat Suite

w/CoBrowse

4

Workforce

Management

WFM

2

4

Quality Management

Voice & Screen Capture

3

IVR/A/C Email Surveys

Speech Analytics

Customer

Information

8

Multi-Channel Customer Interaction

Center ACD CTI (Screen Pop)

COLOR-CODED KEY

Contact Center Infrastructure/Unified

Communications

CRM Web Customer Service &

Knowledge Management System

Workforce Optimization (WFM/QM/PM)

Outbound Dialer – Phone Calls

Customer Information Systems

Modules Available for Existing Tech

5 6

1

1

Omnichannel Contact Center Infrastructure Example

KRAMER & ASSOCIATES


Single Source of Information for Omnichannel Data

Integration Layer

Security ReportsAuthentication Documents Workflow Data Admin

Billing Adm. AnalyticsDistribution Batch Adm. Sales Comm. Business Intel.

Rating Product DevelopmentUnderwriting

Policy Billing Claims

Mainframe Systems

ContactCenter

Contact Center

Common

Customer View

Example

Functions

Source

Data

Web Portal

Customer Self-service

CustomerSelf-service

IVR

Customer

Touch Points

KRAMER & ASSOCIATES


Call Me

Email

ContactUs

Chat

Virtual Assistant

Contact

UsContact

Us

Integrated Web

Virtual Agent,

Chat, Email, Phone,

&

Agent

Assistance

1. Chat

2. Web Collaboration,

3. Integrated Email

4. Call Me

5. Routing Strategies

6. Integrated Data

7. Record of Attempts,

Journeys, &

Transactions,

8. Opt-out Screen Pop.

Integrated Web Self-service

KRAMER & ASSOCIATES


IVR – The New Front End

Advanced

IVR Systems

1. Speech-enabled.

2. Gateway to omnichannel

functionality.

3. Speech-to-text conversion,

including screen display.

4. Personalized interactions.

5. Easier, more reliable

authentication.

6. Personalized account

messages.

7. Transaction completion

displays and messages.

KRAMER & ASSOCIATES


Interactive Voice Response

CRIS (Chevron Rapid Inquiry

System)

Option or General "0"

out for Tier 2 Criteria

Demarcation

Tier 1 Criteria

Demarcation

Concord Escalation Queues

Utah L/S

CEP

Fraud

Commercial Credit

Mail Return

Special Billing

Credit Builder

Recovery

Off Shore Routing Queues

Spanish

Customer Service (inc ASR)

Consumer Credit & EPPA

Commercial C/S

IVR Business Hours

6AM-4:52PM

800-

554-

1375

Co

mm

erci

al

800-

Ch

evro

n

800-

554-

1374

Co

nsu

mer

Cre

dit

(Byp

asse

s IV

R)

'0' O

ut

Abandoned

Calls Spanish

English

Sp

anis

h

En

glis

h

Matched

Accounts

Default menu

w/o Account Numbers

Tier 3 Criteria

Demarcation

Accounts

Entered-No

Match

IVR

Calls

#___/__% Self Help Main Menu satisfied

#___/__% Balance,etc, 1 #___/__%

Balance,1 #___/__%

Payment address,2 #___/__%

Confirm Payment receipt,3 #___/__%

Speak to Acct Mgr or Opt out,0 #___/__%

#___/__% Lost or Stolen,etc, 2 #___/__%

Report Lost or Stolen,1 #___/__%

Additional card,2 #___/__%

Replace a card,3 #___/__%


#___/__% Travel Club,towing claims etc,3 #___/__%

Travel Club,towing claims,1 #___/__%

Chevron merchandise,2 #___/__%

Union Fidelity Life Insurance,3 #___/__%

#___/__% Payment Arrangements,4 #___/__%Min payment today,1 #___/__%

Min payment within 10 days,2 #___/__%


#___/__% Speak to Acct Mgr or Opt out,0 #___/__%

0 Out and 1,report lost.stolen card #___/__%

0 out for all other questions,2 #___/__%

#___/__%No Acct # entered

#___/__%No Match on entered Account #

Default Menu Options

#___/__%Personal Acct, 1

#___/__% To cancel L/S card,1

#___/__% For Balance,2

#___/__% Questions regarding charges,3

#___/__%Travel Acct,2

#___/__%Business Acct,3

#___/__% Discuss line of Credit,1

#___/__% Make payment arrangements,2

#___/__% Other questions ,3

#___/__%Multiple tries go to ASR's

0 Out to ASR's

Tie

r 1

-De

ma

rca

tio

n

Co

nd

itio

ns

Ab

and

on

ed

Cal

ls f

rom

Qu

eues

334,940

252,632

10,290

14,55246,897

138,671 + 5,966

20,958

7,63

2 in

Fra

ud

,MR

,CB

, & R

eco

very

IVR

Reports

Performance

Management Analytics

Performance Management

Dashboards

ACD

Reports

WFM

Reports

Quality Management

Reports

Consistent Reporting Across All Channels

KRAMER & ASSOCIATES


Training for Omnichannel Customer Engagement

Staff is trained and certified in new customer-

focused service skills; self-service tools; multi-

tasking, and handling multiple channels.

Hands-on, computerized learning modules

focused on individualized, adult learning

methodologies with exercises and role plays

that simulate the customer service job.

Agents are recruited and selected based on

detailed job specifications and focus on

customer service and omnichannel skills.

Rigorous certification standards ensure that

staff has the customer focus, skills and

proficiency to deliver the service expected in

multiple channels.

KRAMER & ASSOCIATES


How Millennials are Changing the Contact Center

As Customers

• Expect a robust mobile experience – ditto as employees.

• Heavy technology users – ditto as employees.

• Visual experience is expected – ditto as employees.

• Speed, their time, work-life balance, and near-instant

gratification are all critical – ditto as employees.

• “Do it myself mentality” – ditto as employees.

• They expect to choose their own channel and expect

channels to be integrated so they can move between

them easily without repeating themselves.

As Employees

• Tech savvy, they expect their work tools to operate like

what they are used to with smart phones and tablets.

• Highly relationship based and expect to be empowered,

engaged and work in teams.

• Immediate and frequent performance feedback.

• Feedback must be very clear and very specific.

• Expect that processes will be transparent.

• Concern for the environment and waste.

• They expect to be rewarded for results.

KRAMER & ASSOCIATES


Increased Management

Customer – Employee Focus

• Deep understanding of the needs of

customers and employees and meets both.

• Expert at team building and facilitating work

processes.

• Understands that high levels of customer

satisfaction require highly engaged

employees with high degrees of employee

satisfaction ESat.

• Strong subject matter knowledge in the

contacts and channels handled by the team,

including products, services, systems,

policies, procedures and processes.

• Handles escalated contacts and customers.

• Skilled in coaching, mentoring and developing

team members.

• Meets team and corporate goals with a focus

on employee rewards and recognition.

Management Training

Coaching, Mentoring &

Developing Employees

Rewards &

Recognition

Customer – Employee

Focus

Customer Service

& Functional Expertise

KRAMER & ASSOCIATES


Employee Engagement Model

1) Organizational Goal Alignment – Contact

Center goals are aligned.

2) Skill Profiles & Job Specifications – Job

requirements are accurately described.

3) Assessment & On-boarding – Standardized

assessments with job previews.

4) Training & Quality Management – Focused

on customer service and satisfaction.

5) Performance Evaluation Process – Fair,

frequent, developmental and focused on

key job objectives.

6) Effective Coaching & Development –

Supervisors are trained in effective coaching

techniques and held accountable for ESat.

7) Career Paths & Opportunities –

Pre-defined for growth and progression.

8) Recognition & Rewards – Staff is

recognized for serving customers.

9) Compensation & Incentives – Competitive

and includes opportunities for additional

payments for superior performance.

10) ESat Evaluations – Ongoing surveys with

action plans for continuous improvement.

Employee Engagement & ESat (EE Satisfaction)

High levels of customer satisfaction require highly

engaged employees with high degrees

of employee satisfaction ESat.

1) Organizational Goal

Alignment

2) Skill Profiles & Job Specifications

3) Assessment &

On-Boarding

4) Training & Quality

Management

5) Performance Evaluation

Process

7) Career Paths &

Opportunities

8) Recognition&

Rewards

9) Compensation&

Incentives

10) ESat Evaluations

6) Effective Coaching &

Development

KRAMER & ASSOCIATES


Putting Customers First

Quality Management Strategy

Our Quality Management Strategy

is to

“Put Customers First”

by developing the culture

and programs required to support

a high level of employee commitment

and engagement to achieve

a sustained, consistent,

delighted customer experience

every time.

The Voice of the Customer

“VoC” Program

is designed to provide data and

analytics on the customer experience,

including recommendations for

performance improvements

in every channel.

Quality Management Strategy & VoC

Phone

Social

Text

Efax

Email

Chat

IVR

KRAMER & ASSOCIATES


CSat & Quality Management

Senior Leadership’s

Role

A best practice is to involve senior

contact center management and

related departments

such as sales and marketing to sit

side-by-side and Y-cord with

agents as they handle contacts.

This has the proven benefit of

creating not only significant

customer focus, but also hands-on

collaboration among related

departments.

Rapid process change is facilitated

when senior stakeholders see first

hand the impact of their processes

and programs on customers,

More importantly, this process

speaks volumes about the

commitment to customer

engagement, support for the QM

program and the

importance of the agent’s job.

Senior leadership conducts

regularly scheduled Y-cording

side-by-sides and silent

monitoring of agents.

Senor leadership attends and

participates in regularly

scheduled calibration

sessions.

Senior leadership is involved

in recognizing customer

engagement using customer

feedback.

QM governance establishes

processes for QM evaluation,

consistency, certification.,

training, auditing and tracking.

KRAMER & ASSOCIATES


#1 Document ”As Is”

Contact Center

Workflow Processes

#2 Analyze ”As Is”

Workflows for an Improved

Customer Experience

#3: Identify

& Redesign the

”To Be” Workflows

#4: Quantify the Effort

& Cost of the ”To Be”

Workflow Process

Internal Process

Improvement

Opportunities

1. Identify key areas and/or

steps for improvement.

2. Review “As Is” processes for

manual workarounds.

3. Look for synergies among

skills, centers, and sites.

4. Analyze for opportunities to

bring processes into

compliance or to optimize an

outdated process.

5. Review opportunities to close

consistency gaps.

6. Identify training requirements

and opportunities.

7. Review for opportunities for

efficiency and productivity –

for agents and customers.

Workflow & Process Improvement – Internal View

KRAMER & ASSOCIATES


Customer Journey Mapping – External View

Purpose of

Journey Mapping

1. Identify issues on the customer

journey across multiple channels.

2. Increase the use of self-service by

resolving issues that impede the

journey.

3. Enhance overall customer

satisfaction and loyalty by removing

barriers.

4. Improve agent and customer

productivity.

5. Many customers start their journey

on the web or a social site. When

they can’t complete the transaction

in the current channel, they move to

another channel.

6. Customers expect their information

and transaction history to follow

them.

7. When agent assistance is needed,

they expect the agent to have a

record of their journey.

8. They don’t expect to have to repeat

information.

Social

eFax &

Imaged Work

Phone

IVR & Auto

Call Backs

Chat

Email

Text & Mobile Apps

KRAMER & ASSOCIATES


Agent Staffing Analyses – Efficiencies, CSat & ESat

Forecasting, Planning,

Scheduling, Staffing

& Intraday for

Efficiency & CSAT

• Reviewing, analyzing and

projecting omnichannel

contact volume.

• Defining staffing options and

scenarios for various

omnichannel options.

• Analyzing and leveraging

existing WFM functionality.

• Defining new and/or

upgrades needed for

WFM/WFO technology.

• Defining responsibilities,

roles, and job descriptions

for planning, forecasting,

scheduling, and intra-day for

a WFM/WFO Center of

Excellence (CoE) .

Leveraging Forecasting,

Planning & Staffing Tools

Analyzing Omnichannel

Contact Volume

Optimized Staffing & Designing

Innovative Solutions

WFO/WFM Performance

Management

WFM/WFO Scorecards &

Dashboards

Innovative Staffing Options &

Employee Engagement Strategies

KRAMER & ASSOCIATES


Organizational Considerations

Self-service Strategy

& Design

Designs integrated self-service applications

including Web, Mobile Apps, IVR, OB calling

programs, and automated email.

Collaborates with contact center

management to design and analyze

customer utilization and trending analysis

and reports.

Workforce

Management/Optimization

Forecasts omnichannel contact volume

(calls, emails, chats, social) and required

staffing. Models staffing options and

develops optimized schedules. Proactively

monitors service levels and staffing.

Collaborates with contact center

management to manage service levels and

staffing.

KRAMER & ASSOCIATES


Functional Considerations – “Putting Customers First”

Contact Center

Training

Develops and/or conducts contact center

training. Possess a strong knowledge and

proficiency in the required customer service

skills as well as the organization’s products,

services, systems, policies, procedures, and

processes.

Possesses strong coaching and mentoring

skills and is highly respected for his/her

knowledge and proficiency.

Contact Center

Quality Management

Develops and/or conducts the contact center

quality management program, including

coaching and feedback, calibration, reporting,

trending, and certification. Coaches

supervisors and QM staff.

Possess a strong knowledge and proficiency

in the required customer service skills as well

as the organization’s products, services,

systems,

KRAMER & ASSOCIATES


The Business Case

10 Key Factors

for Quantifying the Business Case1. Improved customer satisfaction, loyalty and retention due to

channel integration and self-service redesign.

2. Improved revenues due to improved CSat.

3. Improved answer time due to cross training, multi-tasking,

and improved inputs for the workforce management system.

4. Improved FCR (First Contact Resolution) due to workflows

and customer journey redesign.

5. Improved self-service rates due to the redesign of self-

service tools and apps.

6. Improved agent morale, retention and engagement due to

more realistic job requirements, improved assessments, and

better-trained supervisors.

7. Shorter call lengths due to customer interaction history from

the customer journey.

8. Reduced cost of supporting multiple channels, such as

email, chat and social, due to technology integration and

single source of information.

9. Reduced handle times for channels that were previously

siloed, such as email, chat, and social due to quality

management, ACD tracking an consistent reporting.

10. Improved employee engagement due to improved

assessment procedures for new hires and management

training

KRAMER & ASSOCIATES


Strategies 2014 2015 2016 2017

Example Transition Roadmap to Omnichannel

Q3 Q4 Q2Q1 Q4Q3 Q3 & 4Q1 & 2

1. ACD/PBX /IVROmnichannel/UnifiedComm with CTI

3. Quality & Performance Management & Reporting System

5. CSAT & VoC QualityManagement Programs

2. CRM – Web ServicesSuite with KnowledgeManagement (KM)

Key Milestones

4. WFO//WFMWorkforce Optimization/Mgt

6. Agent & Management Contact Center Training

Replace Outdated

ACD with

Omnichannel

Functionality

Pilot/Deploy

Chat, Text &

Mobile Features

Implement

Conv. IVR &

Integrated Email

Pilot/Deploy

Social Channel

Integration

Pilot

Virtual Assist

& Call Me

Functionality

Pilot & Deploy

KM System

for Customer

Use

Pilot Speech

Analytics,

Metrics &

Reporting

Pilot Text

Analytics,

Metrics

& Reporting

Pilot/Deploy360

Reporting

Correlate

Internal QM

Standards with

VoC Survey

Roll-out

Revisions to

VOC & QM

Programs

Revise Perf Mgt

System & Pilot

VoC Survey

Inputs

Redesign/

Deploy

Customer

Service Training

Pilot/Deploy

WFM Features

for Phone, Email,

& Chat

Pilot/Deploy

WFM Advanced

Features

Pilot/

Deploy OC

Scheduling Adv

Features

Design/Deploy

Training for

New

Channels

Pilot/Deploy

Integrated

Performance Mgt

for all channel

Redesign Quality

Management

Standards

& Pilot

Redesign VoC

Survey

& Pilot

7. ESat/Employee Engagement & Process Improvement

Re-design

Process

Workflows &

Implement

Make

Recommended

Changes &

Implement

Roll-out EE

Engagement

Changes

Develop

Customer

Journey Maps

Redesign/

Deploy

Management

Training

Redesign

Website with

Robust

Features

Pilot & Deploy

KM System

for Agent

Use Only

Detail & Pilot EE

Engagement

Recommendations

Q3 & 4Q1 & 2

KRAMER & ASSOCIATES


Case Study

Background Description Lincoln Financial Group (LFG) is a Fortune 500

financial services firm with operating revenues of

over $13 billion.

They have grown based on mergers and

acquisitions, including their contact centers, which

is the primary customer service interface.

Business Challenge To enhance LFG’s ability to provide a market-

differentiating customer experience.

To achieve efficiencies and operating expense

reductions.

Project ScopePerform a detailed end-to-end review of the contact

centers, make recommendations, develop ROI’s,

and a roadmap to achieve the following goals:

Improve CSAT and FCR.

Increase customer self-service.

Optimize CSR utilization and productivity.

Increase organizational efficiency.

Increase employee engagement, satisfaction, and

retention.

KRAMER & ASSOCIATES


Case Study

Methodology Evaluated the contact center tech infrastructure.

Assessed current self-service apps and utilization.

Evaluated quality management and CSat results.

Assessed new hire and training processes.

Evaluated employee engagement processes.

Identified workflow process issues.

Developed ROI’s for recommendations.

Designed a roadmap for performance

improvement:

Results – Highlights of Recommendations Implemented a shared services model for staff cost

reduction.

Redefined the technology roadmap to include more

channels and a lesser cost.

Redefined workflows to focus on FCR and

redesigned training.

Several transaction processing changes were

implemented that reduced errors and cycle time.

Staffing was re-defined for increased utilization and

schedules were re-aligned for peak coverage.

New hire assessment tools were implemented and

on-boarding was re-designed to achieve greater

employee engagement and retention.

“We utilized Kramer & Associates for two contact

center engagements. Their vendor neutral approach,

comprehensive knowledge of best practices, technical

skill and great “people sense” allowed us to move our

customer service contact center to the next level. We

would definitely use them again and they more than

delivered on their promises.”

KRAMER & ASSOCIATES


About Kramer & Associates Consultants

What We Do – Contact Center ConsultantsWe are an independent, vendor-neutral, Woman-owned,

contact center consulting firm.

Our Focus – Customer Experience StrategyTo help our clients improve their competitive advantage

and bottom-line results by leveraging customer service

excellence and resource optimization strategies.

How We Do It – Onsite & In Partnership We spend time onsite in our client’s contact centers to

understand their strategic business objectives and

customer contact processes. Recommendations are

designed to improve customer service excellence and

optimize resources.