November 1998
Banish The Barriers To Personalized Customer Service
BY ED ARNOLD AND MICHAEL HOFFMAN,
OMNITECH CONSULTING GROUP, INC.
Call centers, where many customers experience, for better or worse, the human touch of
many organizations, have become the cornerstone of the customer service function. Despite
a lot of expectations and predictions to the contrary, however, personalized customer
service - the attempt to increase sales and strengthen loyalty by treating each customer
as a "market of one" - remains more hope than reality.
Think of your own experiences. How many calls to place an order, make a reservation,
correct a bill, get something repaired, ask a question, (insert your own example)
how many of these calls, when they were over, actually left you feeling special, unique or
in any way impressed?
One out of ten calls? One out of six? Maybe. Personalization is happening, yes, but not
consistently. Why? Why is personalization so important? In today's hypercompetitive
marketplaces, personalized service is the centerpiece of many companies' customer loyalty
programs. It's a key to being more "customer-centric." Savvy organizations
recognize that superior customer service can be a genuine source of competitive advantages
in business, especially since pricing and product innovations are all too often quickly
replicated. Companies and customers alike recognize that personalized contact can
strengthen loyalty and make a real difference.
So why isn't personalized service happening all that much in call centers?
Technology Is A Limited Enabler
Lack of adequate technology could be the culprit, given the recent growth of call center
equipment sales. Take, for example, computer-telephony integration (CTI). (Estimates place
CTI as close to a $2 billion industry, with projected growth rates in 1997 in the
neighborhood of 40 percent.)
One would expect all those call centers that have made large CTI investments to be
producing only those coveted "one of ten" or "one of six" calls that
are providing memorable, personalized service. Right?
Wrong. As consultants, we've sat next to call center agents who have the benefit of
CTI. And yes, when a call comes in, the customer's name and address appear on the screen
and the customer's service record, detailing everything the customer has ordered in the
past or has on order now, is just a keystroke or two away. Some customers are indeed
impressed when the agent magically addresses them by name. Others find it eerie. On a few
occasions, some techno-savvy customer actually inquires if the agent has the "screen
pop" in front of them.
Based on our observations though, while CTI can help an agent personalize the beginning
of a contact, it does not have much of an impact the rest of the way. It is one thing to
have personalized information at your fingertips. It's another to be able to use that
information throughout the give and take of a complicated interaction.
In truth, technology is an enabler of personalized service, but not the key. The key to
personalization is the user of the technology, the call center agent.
Competitive Edge And Call Center Agents
The real differentiation in customer service leaders is how well front-line employees use
available technology. (This is particularly true in complex service environments such as
healthcare, financial services and telecommunications.) If the people who staff call
centers - the agents, service reps, customer consultants - are developed and managed
properly, a call center can provide a tangible competitive edge. Efficient technology by
itself can't provide the differentiation. Sometimes technology can even be an obstacle; or
worse, an expensive white elephant.
To illustrate this clearly, consider this example: one of our clients had invested in a
state-of-the-art GUI ordering and billing system. The system included an elaborate series
of customer profile screens with space for entries detailing everything from the
customer's relatives to the customer's hobbies to the customer's favorite restaurants.
Flows were set up so the agent would have to go through these profile screens before any
contact with the customer (i.e., if the customer called in to adjust a bill amount, the
profile screens would appear before the agent could get to the adjustment screens).
The idea, obviously, was that this wealth of personal information would help
personalize service to the customer and increase satisfaction, loyalty and sales.
There were two problems: First, populating the profile screens was next to impossible.
On average, only about 10 percent of the total entries for any customer were used. The
second problem was, again, that despite the wealth of system information available in one
place, agents did not know how to use the information effectively - throughout the
complete contact - to personalize the interaction. Users of increasingly popular data
marts, which pop up or give access to easy-to-query customer profiles for a given call,
face the same challenge. Users must know what to do with information to make the
information valuable.
If not technology then, what is fundamentally responsible for the failure of
personalized service in call centers?
Recently, OmniTech Consulting Group undertook a research study to explore
organizational issues in the call center industry. In-depth interviews with managers from
62 call centers across five complex service segments revealed several findings that shed
light on this issue.
- Call Center Organizations Are In A State Of Flux
The vast majority of respondents in our study (95 percent) had undergone some type of
major structural change, either consolidation, restructuring, new process implementation
or new information systems in the last six months. And most (64 percent) had undergone at
least three such changes in that time. Even more significant is that more changes are
anticipated - 86 percent of those interviewed expect to see at least one additional
structural change in the next six months.
It is extremely difficult for agents to be customer-centric when the ground is constantly
shifting. The emphasis is on how to adapt to the change - how or where to find information
or follow new procedures, for example, rather than how and what to do to personalize
contacts. The fact that change itself cannot (and should not) be halted, clearly defines
the need to create an effective internal communications program that smoothes the
transition to the new organization, system, process, etc. Providing agents with what they
need to get up to speed quickly on the impacts of change allows them to keep their
attention focused where it counts most - on the customer.
- Turnover Is A Chronic Problem
Call center managers often cite turnover as their key organizational issue. OmniTech's
study found a mean annual turnover rate of 24 percent. Other studies have estimated much
higher percentages. Whatever the actual percentage, everyone agrees it is too high.
High turnover has a number of direct, undesirable impacts, including: drain of expertise,
higher recruiting and training costs, and disruptions to operations and morale. The
harder-to-measure impacts to customer service may be even more damaging.
Turnover usually is a symptom of deeper issues. Call centers are stressful environments.
The culture includes relentless activity combined with heavy regimentation and
supervision. The prime question is: What will motivate agents to accept the
pressure-cooker of a job and still feel empowered to do their personal best for the
customer. For some, the answer is performance-based compensation. For others, it's a
strong sense of purpose and mission. For still others, it's the confidence of thorough
preparation.
Often, in our experience, the best and most loyal employees - the agents who are able to
attract and retain the best and most loyal customers - are those who develop the ability
to treat every call as an adventure. The key to that ability is learning to tune into each
customer's special story or uniqueness. (As United Parcel Service CEO James Kelly has
said: "Good customer service may come from the heart - but it always starts with the
ears
we're afraid not to listen.") Tuning into a customer's uniqueness is also
a way to add variety to what some would call a monotonous job. And it is an example of how
employee retention and personalized service techniques can sometimes go hand in hand.
Finding and exploiting more of the links between employee retention and customer
satisfaction can kill two very big birds - high turnover and the high costs of customer
defection - with a single stone.
- Training Hasn't Yet Provided The Answer
Training is a major expense item for call centers. OmniTech's research indicates that
initial employee training lasts almost five weeks on average, which again highlights the
seriousness of the turnover issue (i.e., a big investment is lost when a new hire leaves).
For call centers in the OmniTech study, estimated training cost for new employees, on
average (including development and delivery), is more than $150,000 per year. The hidden,
indirect costs, such as lost productivity while in training, escalate that figure even
higher.
Existing training programs for new employees are largely classroom-based (62 percent) or
ad-hoc. Similarly, training programs for existing employees are 81 percent classroom
efforts. Other training programs - most likely on-the-job training (OJT) - are 36 percent
for new employees, and 16 percent for existing employees. The use of technology-based
training (Web-based or CD-ROM-based) is surprisingly low -about 2 percent for new
employees. (This is far less than the 68 percent of multimedia use found for overall
training programs in Fortune 1000 organizations, according to an earlier study of
multimedia training conducted by OmniTech.)
The call center study findings suggest that despite much time and money spent, the
training area has not been a success story. Relative to the attention given innovations in
equipment technology, and despite state-of-the-art technology and scenario-based training
that can allow reps to gain vital on-the-job experience before going live, call center
training today can be characterized as a low management priority that is procedural and
systems-focused. To succeed, the training mission needs to center on problem solving,
refining "soft skills" and adding more customer focus into the mix.
- The Art Of Personalized Service
Because of the nature of what is expected of a call center agent, adding customer focus
into the mix can be difficult. In a client program we recently created, agents were
required to learn how to use 12 different systems. Each agent had to be familiar with
dozens of different (and often complex) products and services. And each had to know how to
find information in thousands of pages of granular policy and procedural detail.
A solution in these situations is to offload all the system, product and procedural
information into a performance support system. Once that occurs, training time (whether
technology-based or classroom-based) can be devoted to: (1) Teaching agents how to use the
performance support system; and (2) Teaching agents the art of personalized customer
service.
- The Right Metric And Management Models Have Not Emerged
Our study showed that the two most widely used metrics of call center performance
were speed of answer (used by 74 percent of respondents) and abandonment rate (used by 51
percent of respondents). Not surprisingly, these also happen to be easy metrics to
measure. Certainly these metrics have merit, but it is questionable that they are the most
important when it comes to customer loyalty and customer satisfaction. An analogy is
trying to manage a limousine service business using primarily speedometers and fuel
gauges. You need these measures, of course, but are they really getting at the quality of
the ride?
As a solution, call centers can determine what their customers really consider critical to
an effective or personalized contact, and then build metrics around those criteria.
Determine the key drivers of customer loyalty and customer retention, and then measure and
manage call center operations around those drivers.
Once an organization determines the criteria for customer satisfaction and customer
loyalty, every learning or performance support solution the organization implements should
be designed to ensure that all personnel who interface with customers make these criteria
part of every customer contact.
- Conflicting Agent Goals
One last thought about metrics and their relationship to personalized customer
service and customer loyalty. Anyone who has ever worked in a call center knows that call
center agents are almost always balancing two diametrically opposed goals. On the one
hand, agents are expected to do everything possible to satisfy a customer (in other words,
talk with the customer until the customer really is delighted with the quality of
service). On the other hand, agents are expected to keep talk time to a minimum, so the
center can meet speed-of-answer and availability objectives. This problem is another tough
one, since it's just not practical to throw call-length objectives out the window. It
does, however, suggest another "stressor" contributing to turnover, and another
factor for learning and performance support solutions to address.
Key Priorities For Call Center Managers
Despite the large interest and investment in the technology side of call centers,
technology is only part of the answer for achieving the personalized service that
increases sales and strengthens customer loyalty. For many organizations, inattentiveness
to the nontechnology side of the equation has hindered, and will continue to hinder, the
success of customer loyalty, retention and satisfaction initiatives. To counter this, key
priorities for call center managers must include:
- A focus on the "soft side" of applying the advantages of technological
advances such as computer telephony and data marts,
- Proactive training and communication programs that keep employee attention focused on
the customer as systems, processes and organizations change,
- Finding and exploiting links between employee retention and customer satisfaction,
- Shift toward scenario-based training models allowing students to build experience and
confidence before going live with customers,
- Management models that better integrate drivers of customer satisfaction and customer
loyalty into call center metrics,
- Learning and performance support solutions that leverage technology-based approaches to
balance skill development with information access.
A focus on these priorities will better integrate call center management into core
sales/marketing processes and go a long way toward making personalized customer service
more reality than myth.
Ed Arnold is associate principal and head of OmniTech Consulting Group's Boston
office. He has more than a dozen years of U. S. and international consulting experience.
Michael Hoffman is a principal at OmniTech, headquartered in Chicago. He has
extensive experience in all phases of consulting, from performance improvement and
performance support to marketing communications and strategic research. For the past 10
years, Mr. Hoffman has specialized in managing large-scale and strategic projects related
to client initiatives in customer care, sales and service delivery. He has also conducted
significant applied research in technology-based learning.
Copies of the OmniTech study - "Training Drivers And Opportunities In Call
Centers" - are available by contacting [email protected],
[email protected] or [email protected]. |