Creating a Customer-Centric Culture
As Ryan Hollenbeck mentioned in his July 7 blog, Verint recently hosted the Engage™ 2016 customer conference for more than 1,200 attendees from over 15 countries.
Conference sessions included keynotes, panels, breakout sessions, and other interactive workshops and meetings. We also held an Executive Summit which included discussions on customer engagement strategy, business optimization and employee engagement.
The summit included presentations by two industry executives. A presentation from the president of a division of a Fortune 500 utility company focused on “Creating a True Customer-Centric Culture.” The organization is an eight-time J.D. Power and Associates award winner, and the speaker credited a focus on customer experience as a “culture and strategy” for this ongoing recognition of excellence.
For example, through employee and customer feedback, the company recognized the need to consolidate contact center systems to a single agent desktop. Customer service agents had difficulty serving customers in a timely manner and providing accurate information because information resided in 13 disparate systems.
By consolidating all the systems into one agent desktop view, the company quickly reduced agent average handle time and saw increased customer engagement scores. The unified access to the applications and information also increased employee productivity and helped provide a personalized experience for customers.
The organization also leverages performance scorecards and implemented five key performance indicators (KPIs)—availability, sales conversions, quality score, schedule adherence and save rate—to drive agent behaviors. The organization believes these KPIs represent the most important opportunity and improvement areas.
By leveraging scorecards, managers can now quickly identify the employees and KPIs that need attention based on the most recent scores and trends. The scorecards also empower agents to track their own success and review their performance on a continuous basis for self-directed improvement areas.
Workforce management (WFM) helped drive additional improvements. The organization saw improvements in service levels, because agent staffing was much better aligned with call volumes. WFM enables the organization to efficiently plan, forecast and schedule employees to meet service level goals by leveraging a unified, enterprise workforce management solution.
As I discussed in a May preview of the Engage Executive Summit content, the corporate vice president of a financial services firm also presented “Customer Engagement Strategies: Executive Perspectives” at the summit, where she described how her organization leverages the broad Verint customer engagement suite to optimize numerous business areas.
Notable results included a $1 million increase in sales and an eight percent reduction of calls into customer service. Needless to say, that session generated a lot of discussion. Throughout the Engage conference, customers provided us with highly valuable insights that will help us continue to best serve our customers.
Do you have a success story around customer engagement that you’d like to share? We’d love to hear about it. Fill out the “Comments” section below this blog post or contact me at firstname.lastname@example.org and we’ll be in touch. Help us continue to share stories around customer engagement excellence!