Setting Performance Objectives
Customer
Management
ANNO 1 - NUMERO 8
DICEMBRE 2012
Clienti soddisfatti aziende solide Letizia Olivari
Un ottimo prodotto o un servizio eccellente possono considerarsi tali solo alla prova dei fatti. Ovvero solo quando i clienti sono soddisfatti del loro acquisto e si sentono considerati importanti dall’azienda produttrice o fornitrice del servizio. Nonostante si parli di ciò da molti decenni, a leggere le indagini sembra che di strada se ne debba fare ancora molta. Sia perché il cliente non è ancora al centro dei processi aziendali, sia perché le aspettative sono sempre più alte. Tecnologie, studi, opportuntià non mancano per avere un servizio al cliente di eccellenza e per attivare un marketing attento. CMI Customer Management Insights per otto numeri nel 2012 ha cominciato a tracciare delle strade possibili e percorribili. Lo abbiamo fatto con 87 articoli (trovate l’elenco
completo nell’ultima pagina) e tantissime news che hanno toccato tutti i temi che ruotano intorno alla gestione del cliente. Dalle risorse umane dedicate a questo compito, alle nuove figure professionali; dalla Customer Experience ai Social Media; dal CRM al marketing; dalle tecnologie a supporto alle
metodologie di misurazione dei risultati. Questi saranno gli argomenti che continueremo a trattare anche nel 2013 non solo sulla rivista ma anche con incontri e convegni, come nel primo che si terrà il 21 febbraio a Milano, dedicato alla Customer Experience del cliente multicanale.
Choosing the Right Metrics: Avoid 8 Common Mistakes Are your center’s metrics driving performance, efficiency and value? Advice from our experts on making smart decisions and avoiding pitfalls. By Susan Hash
A
s contact centers add new touchpoints to their channel mix, many leaders are rethinking their metrics and goals for optimizing the customer experience. Having the right metrics in place is critical to guide decision making, yet in many cases, call center metrics fail to deliver the insights needed to drive performance, efficiency and value.
Or worse, key metrics conflict with the contact center’s vision and agent performance objectives, and end up motivating behaviors that negatively impact customers. How do you choose the right combination of metrics that will add value for your customers, company and employees? You’ll need to consider your center’s unique circumstances, such as your market, industry, culture, size, product offerings, channels, skill sets and customer de21 mographics, among other factors. While
We all do it, and it is one of the most influential activities undertaken in a contact center. When performance objectives are set, the team, and each of its members, learns exactly what is being measured and the level of performance necessary to meet expectations. The scope of the topic—setting performance objectives—is quite a bit larger than the space provided for this article, so let’s make a few assumptions in order to narrow the target. We will start off by assuming you have separated the “noise” from the important performance metrics. You also mapped key metrics back to organizational objectives, eliminating those that do not have a match. Let’s further assume you recognize that some metrics—handle time is a good example—do not translate well as an individual performance objective, since they influence behavior in ways you do not necessarily want (see the sidebar on page 16 for a bit more on this topic). So, you are left with wanting to set objectives on the metrics that have value and will not generate one of those nasty unintended consequences. With the field this well prepared, it is time to get started. Metric Categories At this point, people often want to jump in and start bouncing around 24 ideas for numbers
Mobile and the Contact Center: The Game is Changing We recently got rid of our landline, and I bet many of you have already done the same, or will soon. We live by the smartphone. It’s our “go-to” directory, information, web and application source. We use it to self-serve or seek assisted service with companies big and small. Whether we make contact frequently or infrequently, we want to get our business done on this device. I’m a “Baby Boomer,” not one of the “iGeneration” or “Millenials” or “GenX.” There is a shift in customer interaction expectations that applies to all of the generations you serve. There is ample, compelling data on the demise of landlines and the growth of and use of smartphones. (And watch out, both are accelerating!) This article is going to focus on how you handle it, not make the case that you should. I’ll define what “mobile” entails, what you can do with it, and how vendors 34 are responding