Establishing a Competitive High-Performance Contact Center by Chris Trayhorn, Publisher of mThink Blue Book, January 15, 2002 The Many Opportunities to Improve Call Center Effectiveness and Efficiency The American Customer Satisfaction Index is a cross-industry national indicator that links customer satisfaction to financial returns. In the first quarter 2001, the utility industry satisfaction index fell to 69 percent, an 8 percent drop from the performance a year before, placing the utility industry below the national average (Figure 1). Figure 1 – American Customer Satisfaction Index, First Quarter 2001 While some of the drop was fueled by the deep plunge in customer satisfaction with the Pacific Gas and Electric Company, there were many other companies that also registered lower quality indices in the last year. The ACSI is not the only index that chronicles a sad tale of dissatisfaction for energy industry customers. The Purdue University Center for Customer Driven Quality, with its bellweather call center benchmarking database, has found that caller satisfaction in the utility industry is at 56 percent, higher than only one of eight other industries, as shown in Figure 2. Based on the findings from these two studies, it seems clear that the “voice of the customer” is crying out for change. Figure 2 – Industry Segment vs. Performance Metrics Source: BenchmarkPortal.com There are many opportunities to improve utility call center performance. In our studies of call centers within and outside the utility industry, we found that there are significant opportunities for performance improvement — often exceeding a 20 percent cost reduction and a 10 percent improvement in customer satisfaction. These opportunities can be realized in a number of ways. Based on our experiences with scores of customers, these improvements are quite realistic. Let’s look at some examples, drawn from actual customer experience, which confirm the opportunities realized. • Self service: A large East Coast utility felt that their IVR processes were optimized. After a review of their IVR menu and scripting, they improved self-service utilization by 10 percent (to more than 30 percent) while improving customer satisfaction 10 percent. • Quality Improvements: A recently merged company changed the number of CSR quality reviews from one per month to 10 per month, resulting in a five percent improvement in customer satisfaction and cost reductions. • Setting the right productivity goal: An East Coast utility recently improved productivity 14 percent by establishing a competitive occupancy goal. • Process changes: A large Midwest utility found their CSRs were using very different approaches to solving common customer problems, resulting in inconsistent answers and 20 percent longer call times. • Organization: A large East- Coast utility consolidated five back-office organizations into a single center, resulting in 10 percent savings. Each of the examples resulted from the utility deciding to take action. For these companies it was no longer acceptable to perform the same way they had in the past. Instead, these companies recognized there were opportunities and acted in a disciplined way to realize them. The starting point for each was that they wanted to be more competitive, they wanted to be a high-performance contact center. What Is a High-Performance Contact Center? Companies often claim that they want to provide “world-class service,” but they seldom support the effort with the strategy, metrics, processes, organization, and technology needed to be world class. The benchmark for “world-class” performance is somewhat vague and perhaps inappropriate, since it may be difficult to identify a comparable benchmark company. It is perhaps easier and more effective to define a high-performance contact center by striving for the following goals (Figure 3): Figure 3 – Typical cost savings from a diagnostic review • Improve your performance to levels achieved by the leading companies within the industry. As an example, reach the customer satisfaction index levels achieved by Duke, Pennsylvania Power & Light, or Southern, each of which has an ASCI index close to 80 percent. One definition of high performance is to achieve performance in the top 10 percent of peers. • Improve your performance to levels achieved by leading companies outside the industry. There are companies outside the energy industry that consistently perform better than their utility brethren, including H.J. Heinz (90 percent), Maytag (87 percent), GM Cadillac (88 percent) and Coca Cola (86 percent). While their products and services differ from those within the utility industry, they have many customer situations that are parallel. Lessons can be learned, as long as we understand their limitations. • Improve your performance relative to your current situation. While this approach seems to be insulated from the lessons learned by others, it nonetheless allows an apples-to-apples comparison. High-performance initiatives can take on a different tone, achieving a higher level than previously reached (for example, 20 percent improvements). An appropriate mixture of goals and perspectives is needed to ensure that a company’s eyes are open to opportunities achieved by benchmark companies (inside and outside their industry) while still remaining focused on its specific business realities. The concept of high performance has changed in other ways, as well. Until recently, most companies had three or fewer channels of customer contact: in-bound phone calls, fax and mail. For many companies outside the utility industry (and for some within the industry), the use of email and the Internet has materially changed the mix of work received. Due to these increases in customer contact points, we will refer to “contact centers” rather than “call centers.” A diagnostic approach that we have found to be successful has four key steps (Figure 4). Figure 4 – Question and results from Forrester Research, 2000 Establishing High-Performance Metrics Typically, utilities have fewer performance metrics than companies outside the industry. There are several reasons why this is so. For many utilities, the strategy is to provide average levels of service at reasonably low cost. These companies do not have sales goals for the contact center, since they do not see its impact on revenue. Their customer satisfaction goals are often defined by the public service commission and their employee satisfaction goals are frequently defined by union contract. Accordingly, utilities often fall into a customer service quagmire, believing that there is no reason to provide improved service when there is little regulatory incentive to do so. Thus, utilities are often far behind in adopting performance-improving process changes or technology implementations. Yet, some of the aforementioned high-performing utilities have established metrics that promote good customer service and employee satisfaction, since they recognize the cost-cutting and revenue-enhancing potential of these actions. Let’s list ways in which changes in metrics can lead to a metamorphosis for the utility contact center: • Establish what quartile of performance you want to achieve, and establish your benchmark group. Define whether you want to be a top-quartile or bottom-quartile performer, and whether you even want to compare your performance with peers. Once that decision and commitment has been made, ensure that the peer group and measurement standards are well-defined and accurate. A second-quartile performer trying to be a top-quartile performer will have made a decision that will likely transform the organization, creating a rallying cry for organization-wide improvements. • Understand the value of one-stop (once and done) customer service. The Purdue benchmark data recently revealed that the metric most highly correlated with customer satisfaction was the percentage of one-stop service provided. This metric is seldom emphasized by utilities and, with only 75 percent of calls answered one-stop, there is considerable room for improvement that can be realized with relatively little investment. Improvements in this area can increase customer satisfaction while simultaneously reducing costs. • Elevate the importance of quality service. Ask the average utility contact center manager how many times they review a CSR’s work in the course of a month. Usually, the answer is “once” That equates to 12 reviews per year — less than one-tenth of one percent of the calls answered by a CSR each year. Next, ask the manager what part of the CSR’s (or manager’s) compensation is based on meeting quality targets. Very likely, none of their compensation is based on reaching quality goals. This lack of emphasis results in increased costs (due to repeat calls and decreased customer satisfaction), because CSRs aren’t doing the job correctly. To deliver quality service, it is important to establish metrics to elevate the importance of quality. • Recognize productivity opportunities. There are two frequently overlooked opportunities for productivity improvement that can be realized by setting the right objectives. First, establish the “occupancy” goal for the organization. Occupancy is a measure of the productive time a CSR spends during the day, including time on the phone answering calls, answering emails, etc. Most utilities have less than 50 percent occupancy — far less than the 70-80 percent levels achieved by high-performing companies. The second opportunity is to reduce the percentage of time employees are absent from work. While some long-term illnesses are to be expected, many companies are too loose in their administration of this part of the productivity pie. • Define what levels of self-service you want to achieve. One study from several years ago suggested that 19 percent of all utility company contacts were self-serviced. While this figure may not have the precision we want for an industry perspective, it is not difficult to measure the level of self-service within your own company. But what level of self-service do we want to provide — 20 percent, 30 percent, or even more? Our recommendation is to survey your customers about their self-service likes and dislikes, and balance their preferences with business needs. Many leading companies can achieve up to 40 percent self-service and also achieve high customer satisfaction when the self-service program is implemented well. Define the self-service goal, measure it, and reassess the goal periodically to ensure it meets business needs optimally. • Identify other objectives that lead to high performance. Too often, the list of metrics for a contact center manager is very short — perhaps only “average speed of answer” and “customer satisfaction during emergency calls,” To achieve high performance, other goals are needed, including measurement of cost per contact, employee satisfaction, and perhaps even the impact on revenue — which is potentially important. We believe that rate-making is an opportunity to improve revenue, particularly if you are working with an enlightened public service commission. If the PSC will approve incentives for customer service improvements, then a new return on investment (ROI) figure has been established for future investments and business decisions. It is wise to have a representative from the utility’s rate-making organization as part of the team that defines contact center metrics (the team should also include representation from field operations, marketing, and HR). Having defined the metrics, ensure that they are well communicated, and consider their role in incentive-based compensation. The Second Most Important Step: Energize Key Business Processes There are several reasons the review and change of key business processes is usually the second-step to business transformation. We often find that process reviews identify “low-hanging fruit.” Let’s look at the steps we would typically review in a process analysis. Usually when we perform a diagnostic review of an organization, our approach follows this sequence of actions: • Identify the number of contacts received in each contact center by contact type. • Determine if the number of calls from one contact type is excessive, either for one or all contact centers. For example, too many meter-reading complaints. • Determine if contact should be self-serviced. • Analyze the components of each contact, and apply best practices to reduce processing time and improve quality. Evaluate each process by our enriched metrics. • Review reports to determine if data is accurate and actionable. • Assess whether outsourcing should be used or not used. Figure 5 – The Four Keys to Creating a High-Performance Contact Center There are many small (and some large) actions that can be taken. Actions that promote consistency usually inspire productivity and customer satisfaction. Some common areas where improvements can be realized are with high bill complaints, level billing inquiries and gas emergency processing (to improve safety and avoid legal repercussions). If you wonder whether you need help in this area, listen to 20 calls or read 20 letters prepared by CSRs to find out what customers are experiencing. We are not recommending a total re-engineering of processes. Instead, we suggest that you focus on the top 20 percent of transactions that impact 80 percent of costs and satisfaction. This triage approach remedies the most critical problems and gains the greatest efficiencies. The improvements can be significant, and the net result is beneficial to customer, company and employee. Let’s examine the impact of small changes. An average utility call requires three or four minutes to complete, including the greeting, accessing the customer account, listening to the problem, identifying and communicating the solution, and finishing the call. Let’s assume that the call is received in a medium-sized contact center that receives approximately 500 calls per half-hour, and that each call currently requires four minutes. As the result of our diagnostic analysis, we can reduce by 15 seconds the average call- handling time through small changes, such as developing a standard greeting, facilitating faster account look-up, and guiding a smoother closing. That 15-second savings will result in a savings of six CSRs — likely more than $250,000 of avoided cost — or the opportunity to improve average response time. Installing High-Value Technology The next step in our sequence is to identify the return on investment for various technological alternatives. This usually entails a two-pronged attack: increase the percentage of self-service (with considerations for customer satisfaction) and apply technology to contacts serviced by CSRs. Self-service implementations often result in the highest return on investment, if we measure ROI solely by cost reductions. The first action is to get maximum benefits from your current IVR investment. To do so, the utility executive needs to understand the total potential value of the IVR, including: • Squeezing out more benefits by establishing better IVR menus and scripts • Reducing the call length for calls that get routed to the CSRs • Its role as a hub that can be used by other contact center technologies • Adding voice recognition technology Various analysts suggest voice recognition is a blossoming technology that will provide cost reductions and improved customer satisfaction. In the past, the cost of voice recognition has been high, but it is decreasing. Web transactions have been less successful in the utility industry. In a recent study, it was found that fewer than three percent of utility transactions were being self-serviced through the Web. The potential, however, is that Web-based transactions will be used more frequently. In another study, it was estimated that more than 30 percent of contact center contacts will be either Web-based or email in just a few years. This places a new emphasis on this form of self-service and raises the questions of how to best service customers who use these channels. Technology has also had a great influence on how CSRs do their work, particularly outside the utility industry. Several desktop GUI vendors claim their clients have realized cost reductions of 20 percent, concurrent with customer satisfaction increases of more than 10 percent. While these findings may not apply to all potential customers (particularly within the energy industry), they do reveal a potential to improve performance in a significant way. Almost all utilities have made multimillion-dollar investments in their customer information systems (CIS). These systems usually perform three very different tasks. On the one hand, they support billing processes and on the other, they support customer interactions — both in the front and back offices. The strength of these systems often lies in their ability to generate high volumes of bills per day. They are often, however, less capable in their role as customer relationship management and back-office support systems. Figure 6 – High-Value Technologies Allow Functional Integration Across Departments Accordingly, a utility executive preparing a technology investment plan must assess how well each of the major subsystems fills its role, and whether one or all of the subsystems should be upgraded with CRM technology. As with any investment decision, it is important to determine how the investment will be assessed i.e., with traditional ROI measurements, from a strategic perspective, or using a different set of expanded metrics. Since the projects can require the investment of millions of dollars, it is important to have a thorough diagnostic completed beforehand, to truly understand and quantify the range of available benefits. The internal customer service team often has a limited view of potential changes. In some cases, this is the result of their limited span of control (i.e., knowing only one aspect of the total). In other cases, it is because they are unaware of best practices outside their industry. And regrettably, in some instances, they are hesitant to identify savings that they are aware of because they do not want to see change. Figure 7 – Estimates are based on a 200-person contact center, using Boyd Consulting data for cost by locale. Many analysts have noted that the penetration of CRM technology in the utility industry is less advanced than in other industries. As an example, the leading CRM vendors (Siebel, Oracle, SAP, Peoplesoft) have made limited headway so far with utilities, although they have substantial penetration in other industries. Perhaps this is understandable in light of the different business imperatives within different industries, but even though the ROI model may be different and more challenging within a utility company, that does not suggest that CRM benefits are not significant enough to warrant consideration. Let’s look at computer telephone integration (CTI). For many industries, this is a key part of call routing and handling. The anticipated and actual savings have justified the investment for most industries, but the adoption of CTI has not been as pronounced within the utility industry. It was anticipated that the introduction of deregulation would place competitive pressures on utilities, inducing them to pursue technology solutions already proven to be valuable in other industries. Due to the slowdown of deregulation these external competitive pressures have attenuated. Yet, there remains a need to be competitive, to satisfy customer, stockholder, and PSC expectations, as well as to establish a culture of competition within the utility workforce. The opportunity to become more productive and to deliver better services through technology has been demonstrated by many utilities. For example: • Several utilities already have 40 percent of their calls serviced through an IVR, and others are soon to install voice recognition — with the potential to further improve performance. • CTI implementations for utilities have consistently resulted in 15-second savings, but at least one company has reached a one-minute average savings per call with its CTI implementation. • Call routing software has helped some companies to save 10 percent and to deliver better service to their most important customer segments. These benefits can also be extended to other contact channels, including email and Web-based transactions. • Voice and screen recording systems can increase the level of quality by more than 10 percent and bring about associated cost reductions. Becoming A Lean, Integrated Organization All of these initiatives can result in material staffing reductions, and they can also prompt new thinking about the way other processes operate. New thinking can lead to revising operational goals, such as how many contact centers to operate, how to integrate existing contact centers, and the role of CSRs and staff. Many utility companies have more than one site from which they contact customers. Some companies have always maintained separate regional call centers, some separate their front- and back-office teams, and others have gained new call centers due to mergers and acquisitions. There are opportunities to achieve savings through either physical or “virtual” consolidation. Figure 6 shows an example where virtual consolidation can lead to an eight percent savings while physical consolidation to a low-cost site could yield a 13 percent savings. There are two different areas of opportunity that frequently result in savings. The first is to look at layers of management and span of control. The ratio of CSRs to a supervisor can vary based on many factors, but if the ration is less than twelve to one, a review should be completed to determine if this is optimal. Sometimes, the problem arises when companies have three levels of reporting under the contact center manager: supervisors, team leads, and CSRs. It is also important to determine what is preventing the supervisor from assuming a larger span of control, including analysis of time spent per day and administrative tasks being completed. Cost Category Contact Center A Urban Contact Center B Suburban Total Centers A + B Virtual A + B One Physical Low Cost Center Suburban Labor Cost – CSR $ 7,430,320 $ 6,630,040 $ 14,060,360 $ 12,273,684 $ 11,575,097 Electric Power Costs $ 44,071 $ 44,071 $ 88,142 $ 88,142 $ 88,142 Office Rent Costs $ 474,375 $ 295,625 $ 770,000 $ 770,000 $ 516,119 Equipment Amortization $ 960,000 $ 960,000 $ 1,920,000 $ 1,920,000 $ 1,676,022 Heating and AC Costs $ 26,977 $ 28,669 $ 55,646 $ 55,646 $ 50,052 Telecommunication Costs $ 2,349,243 $ 2,439,243 $ 4,788,486 $ 4,878,486 $ 4,878,486 Total Costs $ 11,284,986 $ 10,397,648 $ 21,682,634 $ 19,985,958 $ 18,783,918 87% Table 1 – Virtual consolidation can lead to a 8% savings while physical consolidation to a low cost site could yield a 13% savings (estimates are based on a 200 person contact center, using Boyd Consulting data for cost by locale). Not all organizational changes will be made solely to extract savings. In some instances, it is to provide improved and uniform quality. As an example, many utilities have the supervisor perform quality reviews, which can be inconsistent. An alternative is to have a dedicated quality control staff. Another problem we sometimes see is that the supervisor is a traffic cop, trying to balance the workload as call and email volumes change. These tasks are better left to automated systems that optimize work distribution. It is also important to to see how the CSRs are working and to determine their satisfaction. If CSR turnover is very high, it can have a significant impact on the contact center’s cost and quality. In light of the significant costs of high turnover, determine the root cause of the problem and assess corrective action. Some companies have also found it beneficial to have a human resources profile of each CSR — a balanced scorecard that reviews the employee’s productivity, quality, attendance, adherence to schedule etc. The tool identifies those employees who need remediation and helps focus your corrective actions. Figure 8 – Prepare gap analysis and submit results sample deliverable. See Larger Image What next? There are several possible steps to implement a High-Performance Contact Center. The first step is to determine the gap between “as is” performance and the newly defined target level of performance. Once the gap is identified by using experiences drawn from other industries and other diagnostic reviews, the utility executive needs to establish the target plan, including short- and long-term actions. The plan should consider risks, including the capability of the organization to implement changes with or without consulting support, and the “change management” plans required to implement the performance-inducing actions. The decision to become a competitive contact center is one that can transform the organization, helping to better meet the needs of customers, employees and stockholders. Filed under: White Papers Tagged under: Utilities About the Author Chris Trayhorn, Publisher of mThink Blue Book Chris Trayhorn is the Chairman of the Performance Marketing Industry Blue Ribbon Panel and the CEO of mThink.com, a leading online and content marketing agency. He has founded four successful marketing companies in London and San Francisco in the last 15 years, and is currently the founder and publisher of Revenue+Performance magazine, the magazine of the performance marketing industry since 2002.