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JTZ is a Customer Service Management Specialist, Telecommunications Marketing Assessment Consultant, Customer Support Operations Consultant with world-class expertise in management and leadership development, project management, program assessments, support center performance assessments, contract evaluations, establishment of key performance indicators (KPI), performance scorecards and dashboards, project recovery and turnaround.
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This consultant has participated in major Call Center assessments. The most recent of which was of a major hardware manufacturer whose Call Center Customer Satisfaction scores rated them slightly below those of their key competitors. The assessment team's goal was to help this Customer Service organization put in place the service and support disciplines, practices, procedures and systems that increase customer satisfaction and retention, as well as drive costs out of operations enabling the business to scale profitably.
Based on customer feedback through interviews, there was a wide spectrum of input, both positive and negative, relating quality of service and support. Significant challenges facing their Customer Service and Support teams included the inbound call queue time and lack of knowledge of front-line Analysts. These were the two biggest areas of complaints received through event surveys. Customers demanded quicker service delivered by more qualified agents.
Key Observations
- Technical Competence - Staffing and product complexity plays a significant role in impacting this rating. An increase in staffing and improving the training efforts will impact this problem area. Also, balancing skilled resources among the 3 shifts will help resolve the disparity in ratings of the technical staff on 3rd shifts and shift turnover issues.
- Operational Case Management - Severity Classification, Timeliness Of Updates, Shift Turnover, Escalation Management are vital Support Center practices, that adhered to, are customer satisfaction drivers. Scores on this are satisfactory only when a Case Supervisor is involved.
- Online Experience - XYZ Company has lost its "identity" online having been integrated into its Provider Technologies. Within this context, it is difficult to differentiate what is and what is not XYZ Company to the casual/occasional user. Navigation requires understanding of how XYZ Company is organizationally structured.
- The Customer Perception - Support Center Personnel do not always follow procedures; Would like to see more proactive support, more preventive actions, solid fixes before the problem becomes serious; 2nd and 3rd shifts are not as good technically or professionally; Would like to see more consistency as it relates to call backs, updating cases (meeting commitments)
- Overall Satisfaction - Customers have a very high regard for the competitions service and support. XYZ Company is #3 in comparative ratings, however, the difference is not insurmountable.
Recommendations
- Support Center Operations - Support model and expectations need to be set by Customer Service/Support. A "Welcome Kit" brochure delivers this efficiently (for both new and existing customers). The Customer Support User's Guide has most of the information but is in "document" format.
- Operational Case Management - Update current policies and procedures and align support staff to new expectations:
- Severity Classification - consistent inquiry regarding severity (business impact) of a case
- Timeliness Of Updates - setting and delivering update frequency expectations
- Shift Turnover - creation of a shift turnover template to ensure transition of a case between shifts is seamless to the customer
- Technical Competence - The restructuring of Support will align resources to a focused set of products at the "Support Analyst" level. Product set specialization will increase each support group's technical support capabilities and thereby the ranking in this category
- Online Experience - Reestablish XYZ's support identity through the web. It is "lost" within a website that consolidates all support content for ease of use and navigation by customers. Within the "Contact Us" provide more helpful descriptors/descriptions for the occasional/casual online user.
- Other
- Accelerate Support Re-Organization
- Eliminate the call wait time imbalance
- Address the technical competence rating
- Refine the call handling process to address Severity, Update Timeliness and Shift Turnover ratings
- Surround The Customer
- Shift the culture from processing cases to "surrounding the customer"
- Establish a Welcome Kit from the Customer Support User's Guide
- Call Deflection Strategic Plan
- Reduce demand on headcount by establishing a customer-accessible knowledge base.
- Establish an web chat option
- Build the process to allow customers to feel comfortable submitting cases online
Read other articles by this KKAI Associate:
Customer Satisfaction Recovery
Project Lead and Executive Management for TeleMarketing Assessment
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Kevin Kennedy & Associates, Inc.
Rapid Response Engineering® Solutions
3905 Vincennes Road, Suite 320
Indianapolis, Indiana 46268
(317) 536-7000 voice
(317) 536-7220 fax