CASE STUDY #1 - ResQ
Who is ResQ?
ResQ, a large provider of outsourcing call centre provider in the UK, has a track record of delivering business targets through the use of KnowledgeSpace Speech Analytics solution and process within a Contact Centre work environment. This case study will showcase how through the KnowledgeSpace speech analytics solution and process supported the ResQ business in driving up results, better understanding about the skill of their staff to coach to specific skill gaps and areas of opportunity within the customer journey.
The initiative was driven by their Direct Gill Marchbank showing the need to understand the client campaigns opportunities, customer drivers, agent skill and further deep dive insight analysis into one of ResQ’s largest client programs. Having had previous exposure to outsourcing and client drivers Tony Kocoski (GM KnowledgeSpace) and Mia Lander (Director KnowledgeSpace) understand what is required to drive the speech analytics solution to it’s optimal that drove the desired outcomes you see below. The ResQ business also were keen to explore how he could unlock the potential of similar insight analytics across other known segments which were more knowledge about what customers are saying , what products customer preferences are and what are the campaign drivers and opportunities.
Lesley Laws (ResQ General Manager) & Gill Marchbank had clear objectives in mind that began with a concern that much of the sales activity issues at hand was due to processes that weren’t customer centric in the way the conversation was held, this was due to processes what they required validity of this theory. Drawing on previous experience, Tony Kocoski (GM KnowledgeSpace) identified an opportunity to improve the visibility of agent performance by allowing the KnowledgeSpace solution and process with speech analytics. From the data gathered, Tony could then assess what method or language was being used with customers to drive initiatives to support the ResQ business to drive performance effectively.
With greater visibility, Tony was able to build an effective sales conversational program which was tailored and developed especially for ResQ client campaigns always having the customer and ResQ staff at front of mind to deliver great outcomes on the sales journey. Now with this in place KnowledgeSpace was able to tailor the sales program with analytics to drive results incrementally that was and is consistently performing. This speech analytics report tool generated from KnowledgeSpace solution and process is the team leaders coaching tool which gives the data points for the ResQ operational business to understand a more complete and granular view of agent performance. This allows them to understand effectiveness of the various skill techniques in the sales program Tony developed and determining their agents were employing the sales program efficiently.
- Identified & closed agent skill gaps
- Improved conversion rates by 15%
Lesley and Tony worked very closely with KnowledgeSpace analysts and supervisors at ResQ to build a sales effectiveness culture of coaching, sales conversations and program adherence with utilising data and reporting from the KnowledgeSpace speech analytics solution and process.
We are very proud of this program of work and the great results we have achieved with ResQ.
CASE STUDY #1
This insurer is the world’s fastest growing insurer private provider of car and home insurance. The Claims Department consisted of approximately 120 FTE claims handling staff across 3 sites in two countries and received approximately 25,000 claims per annum across phone and electronic lodgement methods. Each month the call centre handled 70,000 calls including sales, claims and enquiries. For the two years prior to our engagement, the Claims function dealt with a series of significant events including significant floods, storms and bushfires, as well as the replacement of its core IT systems.
Two key strategic issues were make or break for the insurer:
- The current operating model cost structure was 10% higher than target; and
- Customer service is a top priority and a key differentiator for the business which was sadly unmatched by the customer experience.
- “Thank god, I thought I was not going to get through. I have had to hang up before, the wait was so long.”
- “We were advised we were going to get a cheque - 4 weeks ago. I’m now following up again, what’s happening?”
- “I was supposed to get a call back. What’s happened to my claim?”
- “They are all complaining about the queues”
- “Now, did I pay this one or not? I can’t remember.”
- “When I hear customers ask for this it can be really tough.”
KnowledgeSpace were engaged in 2012 to manage the change programme across all consumer related customer contact operations. This engagement included process design, change management and instructional design.
Our Findings - Contact Centre
As a result of our analysis we found:
- Delays in the fulfillment process caused customers to call back repeatedly
- Self service options available generated additional, not fewer, calls because the system was not intuitive
- Undocumented processes caused wide variations in talk time duration and quality
- Demand analysis showed great opportunity to eliminate or automate contacts
- Customers calling in on mobile phones being routed to a VOIP network, which affected the duration of calls in the overseas call centre.
Our Findings - Lodgement & Complex Claims
- Back office teams experienced constant disruption by incoming calls
- Follow up diaries were by far the main driver of work
- Claims staff did not identify work that was ready to do, or the most important
- Processes required tasks to be handed off even though the task did not require specialist skill
- Staff tracked activity in Excel sheets duplicating information in the system.
Once it was advised that Better practices would create enormous value before any investment in technology, the executive team gave immediate go-ahead to develop a new end–to-end claims operating model. This design stage produced the revised Best Practice Procedures (BPPs) within the new structure and skill mix. Other outputs required for a sustainable model included: role definitions, revised measures (KPI’s) and an enhanced Operational Framework. It also identified the pilot strategy and developed a pilot plan. The detailed design stage embedded operational detail into the operating model. The outputs of this effort were completely redesigned processes including:
- A standard and efficient process for all interactions agreed amongst all the parties
- Reduced system tasks to only those that were are genuinely required
- Sign off and empowerment levels documented
- Greater resolution ability for the front office
- An optimal management structure for calls and transfers
- Automated manual processes e.g. customer notifications and the audit process
- The revised practices were developed in a series of intensive workshops involving all parties affected by the process, rather than the contact centre alone. Participants in the workshop were as few as 5 frontline staff from both front office and back office, this process of involvement itself created great ownership and a whole new team of change agents.
- Once the processes were designed, we implemented a staged rollout consisting of a 4-week pilot phase to “road test” and fine-tune the changes. This pilot allowed the business to satisfy itself that the changes will deliver the proposed outcomes.
- We then staged the rollout across 2 countries team by team.
- To support the model we also created online and trainer led reference materials to ensure staff were upskilled and confident to implement the new model.
The results from the programme have been nothing short of dramatic. The centre immediately experienced lower handle times, (even with more authority to resolve), better service levels resulting in fewer abandoned calls and many more calls answered (on a per FTE basis as well)
A review of the operational benefits achieved in the contact centre includes the following:
CASE STUDY #2
Using Speech Analytics to Drive Sales Revenue, Better Target Marketing and Increase Employee Engagement
Many early adopters of Speech Analytics in Australia have been, in the main, disappointed with what the technology has delivered versus what was promised.
Recently, three major Australian companies have written off their speech analytics acquisitions. In each case, executive sponsors were less than enthralled by expensive ‘word boosting’ add ons required on top of the initial software investment – only to be presented with customer word clouds and graphs that raised more questions than they answered.
Many multiples of the original licence or rental fee has been invested in trying to get a result from the system. For those that have struggled through and have identified specific words, the reward from the business is often “So the customer says this word or phrase, so what?”
This paper will outline how through an intelligent application of KnowledgeSpace analytics solution, a third party outsourcer was able to:
- Increase sales conversion from 21% to 35.5%.
- Provide value added insights into what consumers were calling about, why they didn’t buy and what campaigns could be designed to convert these prospects.
- Identify which campaigns they managed generated the most interest and why.
- Reduce agent turnover by building a culture of success.
Where did we begin?
Our experience has proven that even the best reports produce no measurable changes if the solution is not owned and actioned by the business. We worked with our client to set up three levels of project governance with weekly meetings at the:
- Executive Levels – to set the strategic direction, manage stakeholder expectations and communicate the project objectives and anticipated outcomes.
- Management Levels – to communicate across the frontline, iron out issues and manage the ongoing deployment of the reporting outcomes
- Frontline Levels – made up of analysts and client team leads to ensure that insights are reported, understood and actioned.
Defining the problem
We began by having clearly defined and agreed objectives for the analytics project. This was a complex process because there were two parties involved, our client the outsourcer and their client. It was complex because neither party agreed on what the actual sales conversion rates were simply because neither party had a full dataset they trusted to base their decisions upon and both parties had different definitions.
The outsourcer believed particular campaigns received a large proportion of non-sales related calls where customers complained, “My service isn’t working and I can’t get through to customer service”. This issue caused staff to be demotivated when they were rostered on particular campaigns. Our client tried to articulate the size of the issue by reporting on agent post call wrap codes.
The client, on the other hand, did not trust the post call wrap codes the agents entered because some of the transactions were inconsistently recorded. They believed that agents were incorrectly applying codes, either intentionally or unintentionally. Both parties needed a clear source of truth from an independent source about what was occurring within the contact centre.
The best determinant of this source of truth was the call recordings. We commenced our service by gaining an understanding of which calls were potential sales and which were not, by campaign. Analysing a sample of over 18,000 calls, we identified and gained agreement between both parties about:
- Which calls were not sales opportunities and why
- Which issues generated the highest number of calls by product type, area and campaign type.
- Which campaigns generated the lowest opportunities overall (proportionate to the campaign reach)
Figure 1 Call Disposition by Reason by Campaign
We found this by manually listening to a large sample of calls to identify standard phrases used during the interaction, programmed our speech engine to identify these phrases, manually checking for results to confirm the findings and then producing graphical representations of the data that both parties could easily read and interpret. This report provided both parties with the first clear and independent evidence of what was occurring in the centre. Once all parties had agreed upon a set of definitions we commenced analysis of the actual sales process.
Sales Analysis – A Blend of Speech and Statistics
With definitions and terms agreed, we then used our 3 week structured delivery process to develop a sales call flow that could predict sales success and be communicated simply to front line agents. Through listening to calls we hypothesized that consumers called this particular client with three basic psychological needs:
- Can I save money, time or effort?
- Which offer is right for me?
- Should I buy this?
Based on our manual analysis we were able to identify precisely what agent behaviours and phrases were used in a successful call and which were not. These phrases were loaded into our phonetic speech analytics engine and the results were then measured against a sample of calls.
Using our findings, we then conducted regression analysis on our model outputs to predict which calls would result in a successful sale and which would not. The statistical findings were then compared with the actual sales results to test the predictive power of our model. Refinements were then made based on our findings.
The phrases were then divided into 11 categories that mirrored the sales process. Reliability analysis indicated that each of the phrases in these categories provided a high level of consistency and reliably measured the category. From this, a sales call flow model was produced that, when used, would increase the propensity for a consumer to purchase for this client and industry.
How was the data actioned?
Finding results was only part of the journey for our solution. Our experience with Speech Analytics and Insights Solutions is that unless reports are actioned, they produce little value to organisations. To ensure our findings resulted in measurable and changeable results our results needed to be communicated and coached on the floor. Our call flow provided a simple and effective structure to provide feedback to agents that would illustrate what they could do better in a specific, measurable and observable way.
We began by measuring daily agent adherence to the call flow for 100% of calls with a next day turnaround. These reports are generated electronically and are displayed by team, agent and across the centre. Weekly ‘coach the coach’ sessions were conducted with team leaders. These sessions enabled Team Leaders to directly question the KnowledgeSpace analytics team about what they found, raise issues they may have coaching agents and input into refining the reports.
An executive insights report about campaign, team and centre effectiveness is also produced weekly. This report is intended to provide our client, the outsourcer and their client with meaningful marketing insights so that future campaign planning can be more effective.
What are the results?
- Over the last three months, our client has increased sales conversion from 21% to 35.5%. This has meant that their sales revenue has increased significantly and the project now makes a profit.
- More importantly, the client has developed a more collaborative relationship with their clients and can now provide value added insights into what consumers were calling about, why they didn’t buy and what campaigns could be designed to convert these prospects. This has resulted in an expansion of their service contract.
- Identify which of the 123 campaigns they managed generated the most interest and why.
- Reduce agent turnover by building a culture of success.
Our client has gone on to become a raving fan of the KnowledgeSpace solution and has recommended our services to others. We continue to have a close relationship with the client and continue to provide services.