Voice of the Customer: The Key to Winning In Tech Sales with N3, CallMiner and SiriusDecisions
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Join CallMiner, N3, and special guest SiriusDecisions as we explore Voice-of-the-Customer technologies that help you understand and quickly adjust to the rapidly changing marketplace dynamics. Through this webinar, you will learn how to: -Gain a scientific understanding of your customers to help drive and optimize future conversations -Develop a dynamic, customer-centric approach to gathering, mining, analyzing and interpreting customer input and -Use customer insights and sentiments to sell more technology and beat your competition
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Voice of the Customer: The Key to Winning In Tech Sales with N3, CallMiner and SiriusDecisions
- 2. © No part or process to be used without permission. 2
- 3. © No part or process to be used without permission. 3
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- 6. © No part or process to be used without permission. 6 ? ! ? !
- 7. © No part or process to be used without permission. 7 Sales Reps
- 8. © No part or process to be used without permission. 8 Action Insight Reaction Insight Action InsightReaction
- 10. © 2014 SiriusDecisions. All Rights Reserved 10 Toward The Golden Rule Of B-to-B Lead Development We recently asked an audience of marketing and sales professionals if they would prefer an email or a phone call as an intro from a new vendor. Nearly 80% said email. We have met the enemy and it is us.
- 11. © 2014 SiriusDecisions. All Rights Reserved 11 Only do unto others, the type of teleprospecting you would have done to yourself. Toward The Golden Rule Of B-to-B Lead Development
- 12. SiriusPerspective: © 2014 SiriusDecisions. All Rights Reserved 12 Management The Eight-Factor Model of Lead Development The most effective lead development organisations optimize around the eight key disciplines that comprise the function. Job Design Measurement DevelopmentSelection Culture TargetsExecution
- 13. SiriusPerspective: © 2014 SiriusDecisions. All Rights Reserved 13 The Eight-Factor Model of Lead Development To produce consistently excellent interactions, organizations must embed a culture of genuine connection in strong execution and measurement practices Measurement Culture Execution
- 14. SiriusPerspective: © 2014 SiriusDecisions. All Rights Reserved 14 The Eight-Factor Model of Lead Development To produce consistently excellent interactions, organizations must embed a culture of genuine connection in strong execution and measurement practices Execution How are representatives enabled to have great conversations – genuine dialogs – with prospects?
- 15. SiriusPerspective: © 2014 SiriusDecisions. All Rights Reserved 15 Execution – Call Quality Closely managing call quality is not about scripting or micro-managing, but about ensuring the execution of best practices as often as possible. Not cloning, but finding out what matters and doing that as well as possible Use what you learn from “Great Conversations” program
- 16. SiriusPerspective: © 2014 SiriusDecisions. All Rights Reserved 16 Prioritizing Call Quality Emphasis in call execution should be on working with gatekeepers and gaining permission to have a dialogue with the key players. 16 • Communicate value • Qualify opportunity • Position appropriate next stepHandle objections/questions Work with gatekeepers
- 17. SiriusPerspective: © 2014 SiriusDecisions. All Rights Reserved 17 The Eight-Factor Model of Lead Development To produce consistently excellent interactions, organizations must embed a culture of genuine connection in strong execution and measurement practices Culture Culture includes the organizational values, visions, norms, working language, systems, symbols, beliefs and habits. Do formal and informal recognition & reward systems encourage great customer experiences?
- 18. © 2014 SiriusDecisions. All Rights Reserved 18 What Is Culture (and why should I care)?
- 19. © 2014 SiriusDecisions. All Rights Reserved 19 What Is Culture (and why should I care)? Leaders Leader actions/ behaviors What leaders pay attention to What is rewarded/ punished Allocation of resources Culture
- 20. SiriusPerspective: © 2014 SiriusDecisions. All Rights Reserved 20 The Eight-Factor Model: Culture When an organization is entirely focused on its own, rather than its prospect’s goal, an adversarial relationship between LDR and prospect develops. Of LDRs are rewarded based on the quality of the conversation they have with prospects 86% LDR rewards are aligned to company value statements33%
- 21. SiriusPerspective: © 2014 SiriusDecisions. All Rights Reserved 21 Why Selfies Are A Problem Mostly what teleprospectors do is talk to prospects who are not going to become leads right now. Future prospects One and done 49.5% 45.1% 5.4%
- 22. © 2014 SiriusDecisions. All Rights Reserved 22 Problem Statement: Rep and Prospect Disengagement Problem 1: Most prospects do not buy right away, but our tele teams only recognize and reward immediate conversion. Problem 2: Focusing exclusively on conversions (at the expense of prospect relationships) results in a low success-rate, high burn-out job for teleprospectors.
- 23. © 2014 SiriusDecisions. All Rights Reserved 23 Culture: Mercenaries or Missionaries? v.
- 24. SiriusPerspective: © 2015 SiriusDecisions. All Rights Reserved 24 Culture Centered on Great Conversations Make sharing about great conversations central to the life of the team, then begin measuring with simple, easily understood reference points. “Who had a great conversation today?” “Tell me about it.” Look for connection and discovery, not outcome 1
- 25. SiriusPerspective: © 2014 SiriusDecisions. All Rights Reserved 25 The Eight-Factor Model: Culture The quality of LDR-prospect interactions is vital to both short- and long- term success and is strongly impacted simply by focus recognition on it. The call is consistent with company goals, mission, values. The call exemplifies how we would like our company to be perceived in the community. Would you be proud to play the call for family and friends? 1= Strongly Disagree 5 = Strongly Agree 1= Strongly Disagree 5 = Strongly Agree Would you be happy to play the call for the CEO?
- 26. SiriusPerspective: © 2014 SiriusDecisions. All Rights Reserved 26 The Eight-Factor Model: Culture The quality of LDR-prospect interactions is vital to both short- and long- term success and is strongly impacted simply by focus recognition on it. Would you be proud to play the call for family and friends? 1= Strongly Disagree 5 = Strongly Agree 1= Strongly Disagree 5 = Strongly Agree Would you be happy to play the call for the CEO? AskA ReportR CalibrateC
- 27. SiriusPerspective: © 2015 SiriusDecisions. All Rights Reserved 27 Culture Centered on Great Conversations Managing call quality need not be complex to dramatically improve the quality of the team’s prospect interactions. 2 Recordings are best; remote listening via telephony system is next best Listening Mode Focus on calls that last one to three minutes, and include your top performers Call Selection Score calls; notate practices that are especially effective or ineffective Score and Notate Calibrate Subject matter experts (SMEs) listen together, score separately, compare, discuss
- 28. SiriusPerspective: © 2014 SiriusDecisions. All Rights Reserved 28 The Eight-Factor Model of Lead Development To produce consistently excellent interactions, organizations must embed a culture of genuine connection in strong execution and measurement practices Measurement Do your metrics help you reliably distinguish top performers from others -- and provide direction for remediation?
- 29. © 2014 SiriusDecisions. All Rights Reserved 29 Performance Measurement As Communication Words Typed Monday 125 Tuesday 175 Wednesday 150 Thursday Friday If your job were measured like this….
- 30. SiriusPerspective: © 2014 SiriusDecisions. All Rights Reserved 30 Most of what makes LDRs effective is what they say after the phone has been answered on the other end. If you are actually doing this, you will have an elite team If you are here, your team should be highly effective If you are not measuring it, LDRs won’t really believe it matters If you are not measuring it, assume you are inflicting pain on prospects Say they don't focus on conversation quality as a key performance metric.15% Say conversation quality is important but do not formally measure it.30% Measure conversation quality but don't correlate it to performance.14% Measure conversation quality and correlate it to qualified lead productivity40% Execution: Spoiler Alert - It’s What They Say!
- 31. SiriusPerspective: © 2015 SiriusDecisions. All Rights Reserved 31 The Eight-Factor Model: Measurement Measurement should account for the key milestones along the path to producing the end result, focusing on conversations as the key intermediate goal. Attempts Blocks Conversations Genuine Dialogs TxL End Goal Calls longer than 3 minutes As % of Attempts As % of Conversations As % of Attempts, Conversations, Dialogs
- 32. SiriusPerspective: © 2014 SiriusDecisions. All Rights Reserved 32 Measurement: Activity Tracking Answers to a small set of questions allows managers to distinguish variations in LDR performance and to diagnose the nature of the variability. • What is the mix of contact attempts? • How often do LDRs reach a live person? • How often do LDRs reach a buyer persona (BP)? • When they reach a BP, how often are they able to engage the prospect in a genuine dialogue? • Of genuine dialogues, how many become TQL/ TQLs?
- 34. 34 “In order to get globally connected, companies must frequently monitor [customer] touchpoints and follow up with their customers by understanding their needs and wants for improving loyalty and experience” Customer Analytics and Experience Markets Poised for Rapid Growth article by Smart Customer Service.
- 35. 35 The Simple Value of Automated Interaction Analytics “"If you can't measure it, you can't improve it.“ Lord Kelvin
- 36. Customers can use each independently or together
- 37. 37 Transcription & acoustic measurements (redacted) Use case specific automated tagging (language patterning) Compliance, behavior & targeted coaching and marketing insight Use case specific Scoring, trending & tracking 100% Interactions Audio Values Metadata Values Agitation Chats Surveys Text Messages Emails Twitter Word Tempo Silence Agent Info IVR Details Caller Info CRM Data WFO Data Calls With metadata
- 38. 38 Compliance, behavior & targeted coaching insight Configurable automated scoring & tracking 100% Interactions With metadata Transcription & acoustic measurements (redacted) Use case specific automated tagging (language patterning) Automated categorization and tagging (language patterning) Proper Greeting Price Mention Value Statement Premium Plan Mention Dissatisfaction Competitor Mention PolitenessChurn Language Next Steps Language Good morning. This is Gabriel Nelson of ABC Company. How are you today? Fine though I already have your product. This tablet does not have much storage space. That is why I am calling you. We do have a fix for that. We can offer you our best 3 year Platinum Plan. Well, I know XYZ Company offers their plan for free. Why should I go with your 3 year plan? Fair question. Our plan is for 500 G’s while XYC is only 20 G’s free and then substantial up charges.
- 39. 39 understandability language Value statements escalations acoustic agitation overcame objections Next steps Tagging Applied to Scoring (language patterning and acoustics) Positive Conversation score AHT high silence compliments positive comments negative comments churn mentions
- 40. 40 Both within a contact and across the journey
- 41. 41
- 42. 42 before Large Energy Provider In/Outbound Contact Centers Multi-Channels Interactions after data conversions alex nick 2.5% 1.9% Keep it up! Do better. metadata speech - sales conversions - product holding - consent status - promotion - dissatisfaction - complaints promotion 60% 5% effectiveness 4.2% 38% opportunity 53% 51% results Let’s work on the way you promote. You’re good at promoting, you just need to do it more. Top 20% Promoters Top 20% Effectiveness Top 20% Conversion Promotion 30.7% 15.5% 18.1% Effectiveness 12.8% 44.9% 42.6% Conversion 3.9% 7.0% 7.7% AHT 730 536 579 30%conversions 50%data capture
- 43. 43
- 44. 44 Proper Greeting Right Party ID Offer Sequence Next Steps Call Closing Motivation through Gamification Leveraging IA Output in Gamification Platforms API
- 45. Proprietary and Confidential, CallMiner Inc. Configure and calibrate for specific language and behaviors Leverage Instant Insights for common metrics Build targeted scores Compare outcomes and pathways Identify opportunities for improvement Quickly find & flag coachable moments Score 100% of contacts automatically Agent/LDR’s Quality Analyst Supervisor Analysts configure your Interaction Analytics Engine to score agents/LDR’s according to your organization’s standards and business outcome objectives Insight and accuracy into the performance of your workforce Complete the performance feedback loop with meaningful, actionable insight that both coaches and LDR’s can use to optimize agent performance and customer experience API Output For External Reporting
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- 47. © No part or process to be used without permission. 47
Editor's Notes
- Do.. How many of you have been a teleprospector… How many have received calls from a teleprospector… We recently asked an audience of marketers… Today, we’re going to talk about the evidence we have uncovered which suggests strongly that we all need to adopt the Golden Rule of B2b Teleprospecting….
- Do.. How many of you have been a teleprospector… How many have received calls from a teleprospector… We recently asked an audience of marketers… Today, we’re going to talk about the evidence we have uncovered which suggests strongly that we all need to adopt the Golden Rule of B2b Teleprospecting….
- Kerry We have identified eight factors that must be mastered in order to optimize a b-to-b lead development function. The eight factors can be segregated into three foundational elements, four building blocks and one overarching discipline. The foundational factors. The model is built on a foundation of three pillars: the culture of the lead development organisation, the design of the lead development jobs, and the measurements that are established to help characterize performance and diagnose opportunities to optimize. The building blocks. On top of the three foundational factors sit four key building blocks. The first of these, LDR selection, establishes how to select candidates who will be likely to succeed in an LDR role. The second, LDR development, describes an approach for organizing and prioritizing subjects for mastery by the LDRs. Next, we consider how LDR roles should be executed, including the tools, processes and systems to use to enable consistently excellent execution. Finally, we consider the importance of selecting calling targets thoughtfully. The overarching discipline. The last factor in the model, management, builds on the foundational elements of culture, job design and measurement to ensure that consistent application of best practices for governing both the effort and the quality of work conducted by lead development.
- Execution supported by culture and reinforced by measurement
- Kerry We have identified eight factors that must be mastered in order to optimize a b-to-b lead development function. The eight factors can be segregated into three foundational elements, four building blocks and one overarching discipline. The foundational factors. The model is built on a foundation of three pillars: the culture of the lead development organisation, the design of the lead development jobs, and the measurements that are established to help characterize performance and diagnose opportunities to optimize. The building blocks. On top of the three foundational factors sit four key building blocks. The first of these, LDR selection, establishes how to select candidates who will be likely to succeed in an LDR role. The second, LDR development, describes an approach for organizing and prioritizing subjects for mastery by the LDRs. Next, we consider how LDR roles should be executed, including the tools, processes and systems to use to enable consistently excellent execution. Finally, we consider the importance of selecting calling targets thoughtfully. The overarching discipline. The last factor in the model, management, builds on the foundational elements of culture, job design and measurement to ensure that consistent application of best practices for governing both the effort and the quality of work conducted by lead development.
- So, when I talk about call quality, a lot of people think about scripting and scripted calls, and the kind of boiler room thing that we all hate. But, that’s not what we’re talking about. So, to use an analogy from sports… When you look at Roger Federer and Rafael Nadal – two of the best tennis players in history, we see two very different styles. This picture shows the end of a stroke, and it looks very different. <<Advance build>> But when you look at the part of the swing where racquet meets ball… we see that at that critical point the swings are almost identical. Arms are very similar, their heads are in a very similar position. So, it isn’t necessarily about making every rep say everything the same way all the time. But, all good methods will have important fundamentals in common.
- The next important thing to understand is that even for the very best teleprospectors, the vast majority of calls do not end up with a conversation with a decision-maker. I am evaluating a data set consisting of 9 million call attempts and about 99% of them did not reach a decision maker. Despite that, when teleprospecting managers do pay attention to call quality, which is rarely to start with, the emphasis is nearly always on pitching and closing. Unfortunately, under-skilled reps will rarely get to the point where that matters. So, the cart is clearly in front of the horse. <<Advance build>> Instead, what really matters is how teleprospectors handle questions and objections, and how they work with gatekeepers. Unless they excel in these two areas, they can’t excel in the job as a whole. <<Advance slide>>
- Kerry We have identified eight factors that must be mastered in order to optimize a b-to-b lead development function. The eight factors can be segregated into three foundational elements, four building blocks and one overarching discipline. The foundational factors. The model is built on a foundation of three pillars: the culture of the lead development organisation, the design of the lead development jobs, and the measurements that are established to help characterize performance and diagnose opportunities to optimize. The building blocks. On top of the three foundational factors sit four key building blocks. The first of these, LDR selection, establishes how to select candidates who will be likely to succeed in an LDR role. The second, LDR development, describes an approach for organizing and prioritizing subjects for mastery by the LDRs. Next, we consider how LDR roles should be executed, including the tools, processes and systems to use to enable consistently excellent execution. Finally, we consider the importance of selecting calling targets thoughtfully. The overarching discipline. The last factor in the model, management, builds on the foundational elements of culture, job design and measurement to ensure that consistent application of best practices for governing both the effort and the quality of work conducted by lead development.
- So, this is a good example of what a lot of people think about these days when they think about corporate culture. It’s a fun environment. Pool table, foosball, and even a keg over against the wall. That’s pretty cool. And these kinds of perks are a great way to attract employees to your organization. But, they won’t make those employees productive, won’t keep them engaged, and won’t keep them from quitting when things don’t go their way. And, that’s not what I mean when I talk about organizational culture. << Advance slide >> So, what do I mean?
- Culture includes the organizational values, visions, norms, working language, systems, symbols, beliefs and habits. << Advance slide >> So, what do I mean?
- So, let’s start with the good news. Fully 86% of LDRs receive some sort of reward for the quality of the conversations they have with prospects… But then there’s some bad news. Those rewards are not aligned to company value statements, particularly with respect to customer centricity. In other words, our sense of what makes a good call is probably based solely on whether we achieve our own goal. We call those tele-selfies. We always need to bear our own goals in mind, but if we don’t emphasize the prospect experience, we end up with tele-selfies, instead of <<advance>> genuine dialogs. Isabel – Cut in and ask for clarification… that we are talking about customer-centric values Isabel - Italian teams are doing pretty well, but the res Q25 In Spain, the situation is even rosier with 100% of respondents rewarding LDRs based on conversation quality. (range is from 66% to 100%) Q26 In the Italy, the situation is slightly better with 50% of respondents saying they have aligned LDR rewards to company value statements. (range is from 15% to 50%) t of you are doing tele selfies…
- The data tells us that the nearly half of calls end with a rejection. The thing to manage here is whether that rejection is permanent or temporary – whether your attempt to lure that prospect is one and done or whether you can nurture that prospect over time so that they become a sales lead in the future. A culture focused on great conversations irrespective of immediate call outcome is much more likely to produce that longer term outcome.
- So, the good news is there’s a really quick fix for turning the culture of your organization into one that clearly puts a high quality, meaningful interactiono wth prospects at its heart.
- So, how do we get there? It’s actually very simple. << Advance build >> If you manage an LDR team – or you just have one in your organization, then make this a focal point of your interactions with the team. Every day, every LDR – ask them << Advance build >> Who did you have a great conversation with today? << Advance build >> Tell me about it. What did you learn? What did the prospect learn? << Advance build >> And when you do this, you are looking for connection, for learning, for genuine, authentic conversation. You’re not looking for outcome. Remember, focus on the process. The outcome will follow. << Advance slide>> So, that alone will start to transform the culture. But to really embed this in the fiber of your LDRs being, you will need to start measuring it. << Advance build >> So, now I’m going to present a very simple, 2-question call scoring methodology that will complete the transformation of your culture. << Advance build >> Whether you are listening to an LDR tell you about a call, or you are actually listening to one yourself, you are going to score the call on 2 dimensions. << Advance build >> Dimension one asks whether you would be happy to play the call for the CEO. In answering this question, you really evaluate whether this call was consistent with the goals, mission and values of the role. << Advance build >> Next, though, you are going to test whether someone who doesn’t share your goals – like a prospect – might feel the same way about the call. For this, a great way to think about it is…. Would I want family and friends to hear this call as an example of how we conduct our business? << Advance slide>> You’ll rate the calls on a scale of 1…5.
- Kerry – Our antidote to the Tele-selfie is something that has has been implemented by dozens of companies already and it is shockingly simple and effective. It involves asking two questions. The first of these is …. The second of these is…. And we’re going to ask our team to rate themselves on each question… Isabel: that’s a great idea in concept, but….
- And to support this, we have something we call the ARC process. << build>> I’ll explain. Arc stands for << build>> Ask, << build>> Report, << build>> Calibrate. Isabel: Hang on. We can’t do that. We don’t have recording, etc. To begin, even when you don’t or can’t listen to calls, start asking your team to score themselves on these two questions for each legit conversation they have. And then your job is to ask them about how they are scoring themselves. This alone sets up a very healthy dialog about how the calls are going and, more importantly, what we all think makes a good conversation. Report -- means that we are not just going to ask reps to do this in their head, but when they disposition their calls, we are also going to ask them to record this answers to these two questions. Ultimately, we’ll include these scores in our dashboards so we can start to look at the correlation between scores on these questions and productivity. Calibrate – this begins when you start talking to your team members about what they think is a good call. But, as you record data, you’ll start to see whether good scores correspond to high productivity. Ideally, you’ll listen to calls together with your team and your scores and talk about scoring. Even if you can’t do that, you can have your team describe calls and how they scored themselves. Then discuss. Share opinions about what was or wasn’t so good. In this way, you not only focus the team on quality conversations, but you generate a consistent idea of what that means. Good thing about this is all of you can do this now in your organizations.
- You can start that informally. Even ask the LDRs to rate their own calls. You can begin by scoring the ones your LDRs have told you about. << Advance build >> But to truly ingrain this in your culture, you need to listen to the calls. The best method for doing so is to listen to recordings. If you don’t record, then listen to them remotely through the telephony system, or one of the LDR enablement systems that are available. << Advance build >> Which calls should you listen to? The good news is that you should focus on the short ones. If 88% of calls are under three minutes, it seems obvious that our first mission is to improve our LDRs ability to get prospects engaged and keep them engaged a little longer. Our data also show a very strong relationship between how often a rep is able to keep prospects engaged for more than 3 minutes and their production of qualified leads. So, start with those short ones and coach the team until they are having more longer calls. << Advance build >> Do not skip the scoring! Scoring is how you’ll know if it’s working. While you are scoring, start to make notes about the specific practices that are driving either high or low scores. Later on, you can begin to add these findings into what you look for and score. For now, though, stick to the two questions. << Advance build >> Finally. Calibrate. Get other subject matter experts to listen to calls with you. Listen together and then score separately. Discuss any differences of opinion in the scoring. Come to a consensus, then feed back what you agree are best practices to the team. So, we’ve spent a lot of time on culture. But in my 20+ years of experience running very large LDR organizations, I can assure you that if you do what we’ve discussed, you’ll dramatically improve both the prospect and LDR experience, and with them, the results. << Advance slide>>
- Kerry We have identified eight factors that must be mastered in order to optimize a b-to-b lead development function. The eight factors can be segregated into three foundational elements, four building blocks and one overarching discipline. The foundational factors. The model is built on a foundation of three pillars: the culture of the lead development organisation, the design of the lead development jobs, and the measurements that are established to help characterize performance and diagnose opportunities to optimize. The building blocks. On top of the three foundational factors sit four key building blocks. The first of these, LDR selection, establishes how to select candidates who will be likely to succeed in an LDR role. The second, LDR development, describes an approach for organizing and prioritizing subjects for mastery by the LDRs. Next, we consider how LDR roles should be executed, including the tools, processes and systems to use to enable consistently excellent execution. Finally, we consider the importance of selecting calling targets thoughtfully. The overarching discipline. The last factor in the model, management, builds on the foundational elements of culture, job design and measurement to ensure that consistent application of best practices for governing both the effort and the quality of work conducted by lead development.
- Ultimately, the effectiveness of our LDRs comes down to what they say to prospects. However, that is rarely measured. Let’s take a look at the numbers. Only about 15% say they don’t focuson conversation quality. That’s 15% too much, but it’s still pretty good. If you are in the 15%, you’re committing sins against your prospects. About 30% say conversation quality is important, but they don’t measure it. If you aren’t measuring, your team won’t believe it is important and won’t focus on it themselves. So, do what we talked about earlier – the two questions. 14% of you do measure quality but don’t relate it to performance. Ultimately, we do to do that. Still, if you are measuring it at all, your team is probably performing well. Finally, 40% of you are measuring quality and correlating to productivity. This is the way to have a highly effective team that is also creating good prospect experiences. Isabel – but I can sit there for hours without hearing a long call…. Kerry: Exactly why we need to listen in on the short ones.… Q24 The situation is strongest in Spain with 57.1% of respondents saying they measure conversation quality and correlate it to qualified lead productivity. (range 0% to 57.1%) == The truth is, we sit down and try to listen in, but we are lucky to get one conversation an hour. Conversation quality is measured, and we correlate it to performance. UK35.0% FR33.3% DEU43.5% ESP57.1%
- <<>> Put the context Isabel: The situation is slightly better in Germany where 52% of respondents say they track both leading and lagging diagnostic indicators. (range is from 33% to 52%) Here’s what we advise. Begin with the goal – producing qualified leads. It could be TQLs or TGLs, so we use an x to represent both. Working backward from there, we know that we have to engage prospects in real conversations to produce leads, so let’s make sure we are counting that. Your team can report that in their call dispositions. And to get genuine dialogs, you have to be talking to other humans. The data show that reps who have more total conversations also produce the most leads, so let’s make sure we are counting that. One of the primary reasons we don’t have conversations is that gatekeepers, be they assistants, subordinates in the department – whoever – refuse to help us reach the right person. We call these blocks. And they indicate a coaching oppportunity around clearly explaining who you are, and why you are worthy of someone’s time. Finally, contact attempts. That is typically all anyone is measuring today. Each measure should be evaluated relative to what came before. Variation in performance at each conversion point will indicate a specific problem that can be solved for the rep.
- In today’s digital world, customers rely on a variety of channels (phone, email, social media, live chat, surveys, etc.) to interact with companies. For organizations looking to build and maintain strong relationships with customers, the benefits of a multi-channel consumer landscape are two-fold: They have the opportunity to connect with customers on the channels they prefer to use, and 2) They can leverage interactions across channels to gain valuable insight about customers But, in order for companies to take advantage of the wealth of customer data at their disposal, structured and unstructured data needs to be collected, synthesized, and analyzed.
- So to set the stage the right as we talk about Interaction Analytics, information we are basically talking about two types of Interactions Analytics: Information from contact analytics can be delivered either after the contact is complete or in real-time. Post contact analytics refers to the analytics process that occurs after a contact is complete. It is often done across a wide body of contacts with the purpose of trend tracking and root cause discovery to improve business intelligence and contact center performance. Real-time monitoring, also commonly referred to as real-time speech analytics, encompasses decision support that occurs while a contact is still live. It may include a monitoring dashboard that allows supervisors to track a team of agents. Alerts are delivered to the dashboard based on pre-configured verbal or acoustic events and supervisors have the option to intervene on a contact immediately to correct its course. Realtime monitoring could include next best action guidance and script adherence reminders delivered directly to agents.
- Audio from recorded conversations undergoes a speech recognition process where sounds are turned into text. At the same time, acoustic signals such as agitation and silence are extracted. Chat and email transcripts are also normalized into a consistent format. This allows for the use of a single system and process for analyzing contacts across all channels. The result is a unified data view for all types of customer interactions, allowing for consistent analysis that can be linked directly to results. This also allows companies to follow a customer’s journey and repeat contacts regardless of what communication channel was used. As a final step, contact analytics systems automatically analyze interactions for certain language patterns and categorize or tag contacts as containing certain language or characteristics. The presence of certain language and other key metrics can then be combined into a score that measures various performance indicators such as agent quality, customer satisfaction, emotion, and compliance risk. The result is a consistent analysis across 100% of data sources, with outputs that can be shared across the entire enterprise.
- Discuss out of the box categories and patterns
- After describing the theory of how analytics works, this slide explains how you can make a score to measure the elements that go into gauging CSAT. The tags and acoustics represent the data that you can extract from any call interaction. These can be converted to “points” and combined into a score.
- So let’s walk through a few customer case studies to provide some practical examples of the benefits of marrying rich metadata with speech analytics data. This first case study is an example of how transactional and CRM data can greatly improve training, resulting in more effective sales. This particular example features and existing customer of ours who is in the Energy “Triple-Play” space so deals with both existing and new customers opportunity and has both inbound and outbound multichannel “engagement centers”. Prior to leveraging speech analytic the coaching conversations to agents was fairly limited in terms of actionable feedback. Looking at conversions only – if Nick hat 2.5 % conversions vs. Alex who had 1.9% the conversation with Nick might be “great work, keep it up”, where as with Alex it might be “do better”. Not much to act on. Analysis of the agent’s performance was enhanced by combining sales conversion data along with other metadata such as what product the customer is holding and in addition to upselling one of the key initiatives was whether the customer has agreed to be contacted and provided contact information. With speech analytics they were also able to track how often agents are promoting and whether the conversations contains dissatisfaction or complaints. The result of doing so allowed them to not only evaluate the end result – the conversion - but also how often agents were promoting. Using conversion and promotion they were able to effectiveness so while Nick may have 2.55 conversions is effectiveness was low – his conversions were as high as they were because he was doing it so often. Alex on the other hand is only promoting 5% of the time but very effective at promoting achieving 1.9% conversions on that 5% promotion. So the conversation changes with this data – now we can say to Nick “let’s work on the way you promote and improve your ability to convert” where as the conversation with Alex is “you’re great at promoting, but you need to do more”. By eliminating calls that contained dissatisfaction and those in which the customer already had a product or had provided contact data, they could also analyze the amount of opportunity they had to promote. In both cases the opportunity was around the 50% mark. SO with this additional data we can also see that Nick is likely over promoting. Analyzing this data across their agent base identified some key findings – conversions were not highest with those that promoted the most but those that identified the right opportunity to promote and promoted effectively. The other interesting thing is that the most effective promoters also had significantly lower AHT than those that were promoting all the time. The results of the improved training was an increase in sales conversions of 30% and data capture of 50%.
- A customer shared with us recently they did a pilot for a new project, product and process and were surprised when their assumption that lower AHT would result optimal outcomes, were proven wrong. In fact their analytics revealed that their best customer contact outcomes were almost 2 minutes longer than calls with less ideal outcomes! They discovered the agents who took more time explaining the virtues of the product or service, setting the right expectation for the process and closing the calls properly had higher close rates, lower cancelation and less compliance risks as well. So while longer AHT’s could be a factor in your environment, let the insights derived from your analytics platform give you the answers and guidance you need to optimize your customer contact outcomes.
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