Data sources abound at Inova Solutions

Let’s take a moment to brag on Inova’s development team.  They have been busy, busy, busy this year cranking out new features and integrations with leading data source vendors.  More formal announcements are upcoming, but just in the last few weeks Inova LightLink® has become certified interoperable with Aspect Unified IP versions 6.6 and 7.0 and Avaya Aura Contact Center 6.2.

To give you an idea of how well Inova does keeping up with the numerous call center data sources, here is just a partial list of some of the sources of call center metrics you can view with Inova’s real-time reporting solutions:

  • Aspect ePro
  • Aspect Unified IP
  • Avaya Aura
  • Avaya BCMS
  • Avaya CMS
  • Avaya IQ
  • Cisco UCCE
  • Cisco UCCX
  • Genesys GIS
  • ININ CIC
  • Nortel CCMIS
  • Nortel CCMS
  • Rockwell

Inova can display metrics and messages from almost any call center data source, so if you have something that’s not listed above don’t hesitate to ask!

Congrats to our development team on such a productive year so far!

Proactive, Focused Marketing in the Call Center

In the September issue of CRM Magazine, David Myron, the editorial director, writes:

The best chance a company has at regularly winning a customer’s business is to make sure the information it presents is relevant to each customer’s needs…organizations [need] to break old mass marketing habits and create more personal interactions. 

Know your customersHe goes on to say that this more personal marketing isn’t just including the customer’s name on a mass email or other superficial efforts; instead, organizations that actually know their customers will have more streamlined ways to improve revenue and to foster customer loyalty.  He cites a few examples for retail banks:  a home purchase triggers an offer for a home equity line of credit; a custodial account for a child triggers a reminder about a college savings plan.

This concept of proactive and focused marketing has its place in the call center as well, and its value is really too big to be ignored.  The only time I’ve seen this type of marketing is when I call my insurance company.  Their system seems to be set up so the CSR can see my whole file and identify holes in coverage or areas with duplicate coverage.  When these issues are identified, I’m ready to listen because, ultimately, I want an insurance package that covers just enough but not too much.

Outside of insurance companies, though, think of the options for this type of marketing in other contact centers:  extended warranties on technology through a help desk, a subscription offer for a new magazine through a publication service center, a discounted hotel rate through a reservations line.  The possibilities are nearly endless; look at your business type and the types of calls that your contact center receives.  Chances are there are some great opportunities for more proactive marketing that really focus on knowing your customers’ needs.

Many customers will find that there is a fine line between big-brother-watching or pushy marketing and offers that are truly relevant and helpful; finding that line can be tricky for companies.  One of the best ways to counter the negative connotations is:

  • Offer only what is truly relevant.
  • Provide additional discounts or other bonuses; it’s hard for a customer to be too upset with your marketing efforts if the suggested product/service is a bargain!
  • Highlight products or services that are new.
  • Most importantly: if the customer turns down the offer, let it go!  You don’t want to alienate your customers with high-pressure marketing.

Successfully using interactions with customers through the call center to market products or services can lead to a near perfect combination of satisfied, loyal customers who understand and take advantage of particularly valuable and relevant offers.

6 Ways to Keep CSRs Focused on Queue Metrics

The operations arm of customer service departments often invests valuable time and resources implementing a real-time data monitoring and display solution. This can take many forms – LED wallboards, LCD digital signage, desktop applications, email alerts or web dashboards displaying metrics from ACDs or other internal databases. This is certainly a worthwhile investment, as awareness of real-time data has been proven to aid call center managers and CSRs in the delivery of quality customer service. However, that value can only be realized if agents and managers notice and pay attention to the data and messages on the screens. Since call center jobs are often a juggling act requiring multitasking and attention in a number of different areas, it is possible that call center metrics displays may be overlooked. However, there are a few easy ways that managers can ensure that agents pay attention to call center wallboards.

  1. Update call center signage frequently. Agents may be interested in flashy digital signage screens at first, but they will tire quickly of looking at the same view. Appoint someone on your team to create new digital signage software views at least monthly. If you don’t have the time or expertise in house, then outsource the task.
  2. Don’t be afraid to utilize non-work related media. Call center managers often tell me they can’t include sports or entertainment news feeds on their LCD or LED call center wallboards, because this will distract workers. On the contrary, including interesting content on contact center displays will actually make agents more productive, because it causes them to check the boards often. They will therefore be more likely to notice an operational red flag or instructional message from management.
  3. Everybody loves a contest. Give agents a reason to regularly look at your call center wallboard. Announce a contest – trivia or otherwise – that will appear on your reader board’s message line during specified hours. Those who notice the message and respond to your email address quickly will be entered in a raffle to win a prize. The cost for this type of content can be low, but the paybacks are high in terms of increased attention to real-time metrics and messages.
  4. Denote attention-worthy thresholds with sound and color changes. Many call center wallboard systems have built-in threshold capability that allow you to indicate levels at which certain metrics require attention. For example, if your team considers 15 calls waiting in queue excessive, then you can set that number in a display grid to change color from green to yellow when calls waiting hits 16. Perhaps the number changes to red when it reaches 20. This is a simple but effective visual indication to your team that adjustments need to be made.
  5. Make sure information is clear and visible. This may seem like a no-brainer, but if your agents aren’t close enough to see data presented on a call center wallboard, or if that information is not clearly presented, they have no choice but to ignore it. I have seen digital signage views that are aesthetically beautiful when viewed close-up, but the designer forgot that the screens may be 30 feet away from the viewer in some cases. When in doubt, go with big, bold numbers and high contrast on digital signs. If you can’t fit all the information you’d like on one screen, create multiple designs and rotate them.
  6. Set to lock or pop-up desktop metrics applications. Since CSRs often have many windows up on their computer – for CRM data and other systems – queue metrics from a desktop reporting application may be lost. If you utilize desktop metrics display software, you may want to consider locking the application on agents’ screens, so they cannot minimize it. Alternatively, you can set the application to be always minimized unless you send a priority message, in which case the application “pops up” and this movement catches your busy agents’ eyes.

How do you ensure contact center agents stay on top of changing operational conditions and messages?

Utilizing the Correlation between CSAT and Interaction Cost: A Three-Step Action Plan

In February 2011, The Technology Services Industry Association (TSIA) released The Current State of Unassisted Support, illustrating that “unassisted support success has been declining, hitting an all-time low of 39 percent in early 2011.  Our data shows that customers are avoiding online knowledge-bases, and support employees are rating homegrown knowledge tools as less than satisfactory,” said John Ragsdale, vice president of technology research for TSIA. “For the very first time, we also have accurate cost-per-channel data, which underscores how little is being spent to maintain and extend existing unassisted support platforms.”

 

 

 

 

 

 

 

 

 

 

 

 

 

 

There’s much to glean from TSIA’s report; I highly recommend employees from member companies download and read it.  What I found most intriguing was the drastic correlation between customer satisfaction (CSAT) and interaction cost, measured by channel.  On the chart, you’ll see that the more labor-intensive the customer interaction, the higher the satisfaction score.  When it comes to customer satisfaction, an old axiom is true: you get what you pay for.

Traditional phone support was benchmarked at 4.33 out of 5 (highly satisfied), and cost an average of $162 per interaction.  Compare this to my analysis last year, regarding the cost of poor customer service.  The average value of each lost relationship across all countries surveyed by Datamonitor/Ovum was $243 per year.  Losses were defined as transactions taken to a competitor (63 percent of the total) and transactions abandoned entirely (37 percent of the total).

Most customer service organizations work to lower costs with self-service options either on the web or via the interactive voice response (IVR) system.  It’s one of those things where technologies exist to support self-service, but how you organize and present the information will affect whether customers still decide to call you (and drive up costs).

There are a lot of savings to be realized by fine-tuning the IVR with clear and concise menus, proper error handling, etc.  I recently read a 2009 Forrester research report, Small IVR Investments That Pay Off, which talked about a ticket service which shaved off 20 seconds from call durations and saved $175,000/year by tightening IVR prompts and removing irrelevant information.

But is the goal to constantly lower the cost per interaction?  At what ends?  If you drive your customers to that $0.06 self-service interaction with a 3.27 CSAT average, aren’t you just contributing to $243 lost customers?  Where’s the fine line?

I’m not one to raise questions without answers.  One can only look back at my blog posts to see that I’m opinionated when it comes to improving the customer experience while reducing costs.  So, here’s my three step plan for keeping CSAT scores high, while leveraging self-service and best utilizing live human agents:

  1. Move self-service to the point of interaction.  When a problem occurs with a device, why can’t it tell the customer what to do?  A great example of this comes from Xerox, whose imaging equipment doesn’t just tell you what’s wrong; it plays a video for the customer telling them how to fix the problem.  Out of paper or toner?  No more “Error 232” flashing—instead you see a video of how to replace the paper or toner, step by step.
  2. Invest in the right type of agents for your center.  Top performing contact centers drive their revenue and performance through superior hiring tactics.  Scripted and unscripted call handling are discrete and different pursuits, each requiring separate personality, job-fit, and temperament factors.  Someone with the intellect, problem-solving skills, and “verbal artistry” to serve a caller in an unscripted fashion is rarely a good fit for a tightly-scripted call canter environment.  Equally, it is rare for someone who performs well in a tightly-scripted call center to successfully make the transition to unscripted caller interactions.  Few people possess the ability to work successfully long-term in both a scripted and unscripted call center.
  3. Find YOUR fine line and use it for forecasting.  Ok, so this one isn’t really as actionable as the first two.  I admit, it’s a little fuzzy.  Where is your threshold for customer loss?  If you’re Vanguard, I bet it’s high.  Same if you work for CDW, where a positive move in loyalty level results in a 6.4% increase in revenue, a 6.0% increase in margin, and a 3.3% increase in the number of orders placed, according to this report by Forrester.  If you’re a small widget company, your threshold for customer loss might be higher.  Anticipate this, and project your lost revenue accordingly.  Then invest in your self-service and human agents.  See steps one and two in my plan.

Thoughts?  I’d love to hear them.  Shoot me an email at tom@insideinova.com.

5 Things You Should Never Say on the Phone

The following article is courtesy of Christopher Elliott.  Christopher Elliott is a consumer advocate and journalist. A columnist for National Geographic Traveler magazine and the Washington Post, Elliott also has a nationally syndicated column and blogs about customer service for the Mint.com. He is at work on a book about customer service issues.

Talk may be cheap, but when it comes to communicating with a company, it’s also practically worthless.

Just ask any consumer. Anyone who has spent time on the phone with a customer service agent can tell you that promises are sometimes kept, but often not. Plus, the calls are recorded “for quality assurance purposes” but only the company has access to the tape, so there’s no meaningful record of the conversation – at least from the customer’s perspective.

How convenient.

I was thinking about phone trouble in light of the recent Vocalabs report that found customers were unhappy with some of the phone support they were receiving from technology companies, and specifically the automated components that route a call to the correct department (or sometimes just hang up on them).

Should companies watch what they say when they’re talking with a customer? And should customers listen carefully for these red-flag phrases?

Yes, they should. Just as there are things you should never say in an email, there are also things you should never ever say on the phone. For example:

”Your call is very important to us.” When this is said in person, it smacks of insincerity. When it’s a recording that prompts you to “press one for billing, 2 for accounts payable, etc.,” it’s an outright lie. If the call were important, it would have been answered by a real person. The only worse thing: “Please listen to this message in its entirety, as our options have recently changed.”

”We’ll send you a refund.” Promising a customer a refund or some other form of compensation is great, but unless you follow up with the offer in writing, it’s completely meaningless. (Oddly, I heard from a customer service manager yesterday who says that at his company, a recorded two-way conversation with a customer trumps an email, but the question is, who has that recording?) Instead, say “We’ll send you a refund, and I’m following up with an email to that effect.”

”What the #$&!” Of course, using an expletive makes you and your company look highly unprofessional. But let’s go a step further. Describing any part of your company’s operations in an inappropriate way can have serious repercussions. Those include blaming one department for bad service, or airing your own personal grievances, as an employee. Keep it professional, or you may lose the customer. Likewise, if you’re a customer and a rep gets unprofessional, you may be dealing with the wrong company.

May I have the last four of your social security number? May I have the last four of your social security number? That’s no typo. I meant to say that twice. The last time I called my bank, it asked me to verify my identity three times – once through its automated system and then twice to a representative. That shouldn’t have been necessary. The automated system should follow my call and no one should have to spell their mother’s maiden name twice, especially if it’s Polish, like my mother’s is.

“Thank you for calling.” No, I’m not saying you shouldn’t ever say this. But when you’ve just wrapped up a difficult conversation with a customer, thanking them for phoning, or saying something like, “Is there anything else I can help you with today?” seems overly scripted, if not insincere. In any event, saying, “Thank you for calling [insert name of your company]” anytime makes you sound impersonal. Skip it.

And what if you do say any of these things. Well, remember what I said about customers not having a recording of the call. That’s normally true. There are wiretapping laws that make it difficult to record a conversation.

But it can happen.

Remember this AOL customer who tried to cancel his account? Caught on tape.

This is by no means an exhaustive list of things representatives shouldn’t say. Which is where you come in. If you work for a company, what are some of the things you wish you’d never said by phone, or hope your colleagues never say?

And if you’re a customer, what do you wish your company would put on the “never say” list?

Designing Digital Signage for Call Centers.

Any successful design must meet two sets of criteria; it must be attractive and functional.  The same goes for creating call center digital signage.  Unlike print design, digital signage incorporates constantly changing data, which means the visual presentation is always changing.

Layout: Designing the layout is of upmost importance for digital signage. When beginning the project, you must create a grid that allows the flexibility to change elements as needed. For instance, you may use a basic grid with some data this month, but next month those elements may need to change. Many signage elements like gauges, LED’s, clocks, images and documents saved as PDF files, can easily fit in a rectangle. Once you’ve decided what your elements will be, assign the largest portion of your layout to the most important data elements. Continue to create elements in your grid, sizing them according to their importance.

Color: The use of color is as important as the layout itself. Keep in mind that the goal of digital signage is not to be the next masterpiece of art, rather an appropriate presentation of important data. Of course, functionally attractive signage will guarantee the attention of your call center personnel, and allow them to get the necessary information “at a glance.” Be careful not make it too busy or colorful because this will cause their eyes to wander around and not focus on the most important data. When designing your digital signage from scratch, choose a monochrome palette or select two to three dominant colors, but no more than that. This will help the important data stand out more. A great example of this is the digital signage created through the Four Winds Interactive software, which has already assigned bright colors to make sure important queues aren’t missed.

Font: The size and type of font you select for digital signage is also very important. The font style should be readable at a glance, and from a distance. Sans Serif fonts, such as Helvetica, Futura and Myriad, usually work best. However, depending on the style and look you’re aiming for, some serif fonts would work as long as they’re large and bold enough to be read at a glance. Use fonts like Times and New York sparingly.

If starting from scratch still makes you nervous, take a look at out-of-the-box templates already designed by Inova Solutions. The variety and styles of these easily customizable templates are sure to fit your call center’s needs.  This will save you time, which means they will save you money!

Emergency notification in the contact center

Like all businesses, contact centers must be prepared to quickly and efficiently distribute information and instructions to staff during an emergency situation. This may involve a severe weather alert or other more dire circumstances. Is your contact center prepared?

Assuming that technology systems aren’t down, centers can often utilize systems that they already have in place for the purpose of emergency communication. For example, if your center utilizes digital signage displays for regular call center metrics reporting, administrators can create additional views for emergencies, or incorporate RSS feeds in existing views to update staff on the latest news or weather information. Be sure to keep the views concise and easy-to-read. In an emergency, it is more important than ever to communicate clearly. Also, it is best to post status updates to employees regularly, even if you are waiting on more complete information. Nothing is more frustrating than hearing no word at all.

Many of the same principles apply to LED displays, which are ordinarily used for daily, real-time data reporting for operations departments. RSS feeds or emergency messages can be set to override all other messages on these devices, and the simplicity of digital reader boards may make message distribution faster and easier when time is limited. Make sure staff is cross-trained on message creation and delivery in the middleware system, in case a need arises when the principal administrator is not on call.

In addition to mass communication display devices like LED and LCD wallboards, you may decide to keep employees updated via email or desktop messages. Desktop message applications also have the advantage of setting emergency messages to override all others, so the latest information is always on top.

Since emergency situations often affect more than just the contact center, senior management may choose to expand the existing data display devices to locations outside the center, such as above   elevators and in break rooms, lobbies and other department offices. Since these devices can be controlled by the same middleware already utilized in the contact center, the additional expense is minimal, and your emergency messages may reach a larger audience.

MicroAge Answers the Call: Contact Center Improves Performance and ROI with Customized Solution

Driving Efficiencies in Customer Service

As state governmental agencies serve the public, customer service is a critical issue, particularly in managing wait times and routing calls.  Nowhere is this more apparent than in motor vehicle licensing and registration services, where customer volume is consistently high.

For this contact center in the northwest United States, while the existing telephony-based Avaya communications platform certainly delivered information and handled calls, upgrades were imperative to better manage demand.  Information needed to be pushed out from its central platform to all system users at the same time.  Managers and administrators wanted to ensure that information was shared in real time, not delayed by CMS refresh cycles.  In addition, the center needed upgraded LED wall boards to integrate with the unified communications platform for customer-focused use.

The division issued an RFI (Request for Information), followed by a RFP (Request for Proposal) and then an RFQ (Request for Quote) for a solution that would integrate with its Avaya system.  MicroAge reached out to vendor partnership with Inova Solutions; its proven Web-based solutions integrate seamlessly with unified communications platforms and ensure real-time data management.  Further, MicroAge and Inova provided demonstration to give the client a ‘test drive’ of the solution’s capabilities.  Upon being awarded the contract, the solution was implemented on site.

The first phase involved orchestrating the software.  Using a Web-based portal, the software piece provides volume management by pushing information to call center agents and sends information to populate the LED wall boards.   Servers are virtualized and load balanced, all user activity logged, and integrates with the client’s Win 2008 R2 64 bit system and Microsoft Active Directory environment.  “Inova and MicroAge combined forces to optimize call center performance and demonstrate ROI with greater productivity… it’s a proven way to manage call center operations,” comments Michael Zitar, MicroAge IT Specialist.

Data displays on 50 work stations, including both general and agent-specific information, and an additional 10 supervisor/administrator displays allow overview access and reporting functions.   Managers can identify and respond to changing conditions, monitor global activity, and balance workloads to ensure service quality.

The six integrated LED wall boards, formatted to display three lines, provide real-time information and alerts to customers.  These IP-addressable multicolored displays communicate CMS data and instant awareness of service schedules and waiting times.  “It’s always positive to create a joint venture with a partner like MicroAge; we drew on our mutual experience to translate our best practices and respond to the customer with a best-fitting solution,” adds Jay De Natale of Inova Solutions.

For call centers, this solution is an investment delivering ‘top of the line’ performance.  However, its proven return on investment, especially in the context of tax dollars, ensures measurably improved productivity and customer service for citizens needing its services.  In other words, it’s an engine built to last for the long haul.

How NOT to do Proactive Customer Care

One of the latest and greatest topics to hit the call center industry is Proactive Customer Care (PCC).  I’ve seen lots of articles defining what it is (“a business strategy that makes consumers’ lives easier by addressing issues before a problem or a need arises,” says Donna Fluss and Gary Schwartz in the July/August issue of Speech Technology) and lots of arguments for how much time and money it saves.  However, I’ve not read anything yet about how you actually perform PCC and since a friend of mine recently experienced PCC done poorly I thought I’d share my thoughts.

One of the most obvious examples of PCC that has been used for years is notifying credit card customers of unusual card usage.  There are lots of benefits for the credit card company and the customer for doing this, like security and time and money saved.

I think anyone with a credit card would agree that finding out there’s been unusual activity on their card is urgent.  So when my friend received a letter in the mail from his credit card company stating there had been unusual activity on his card he called the 800 number in a panic.  After finding out it was a false alarm, he asked the agent why they mailed him a letter instead of calling.  The agent investigated and found out that because he had opted out of some other service he had also been opted out of receiving telephone notifications.  How the two services related neither the agent, my friend, nor myself could figure out.  Thankfully the agent straightened everything out and my friend no longer has to worry about finding out his card number may have been stolen a week after it happened.

The moral of this story is that PCC is a great concept, but be sure you have the proper business rules and opt-in/opt-out features in place for getting in contact with customers.  Think through the various scenarios you want to provide PCC for and think about how customers will best receive that care.  Otherwise your company could wind up looking a bit foolish for doing something like my friend’s credit card company did.