Customer Quality Reporting: True Customer Experience Measurement
A Customer Satisfaction and Contact Center Quality Performance Monitoring Service
Contact centers deliver services to customers and prospects by telephone, email, and chat. It is essential that organizations have insight into the quality of those interactions. The internal perspective is often delivered through a quality listening team which reviews contacts and scores measuring based upon predetermined set of criteria. In many organizations, the internal quality measures are those elements of the interaction that are believed to be important to the customer as well as the company focused compliance elements.
For a number of organizations, this is where the quality process ends. Research and pundits tell us the measuring customer experience (CX) is critical as CX has a strong correlation to customer satisfaction, loyalty, and repurchase which contributes to lifetime value. Measuring call center CX is a challenge for a lot of companies. Some organizations employ omnibus CX surveys where they attempt to understand the customer experience with a number of different and distinct elements. These surveys tend to be indicative of the overall feelings of satisfaction. This type of approach is not very useful when assessing transactional activities or interactions such as those generally handled by contact centers.
Some centers have embraced Net Promoter score (NPS) as a single metric upon which they can gauge the success of satisfying the customer. Net Promoter, however, is a single metric. It’s not an unbiased measure, by the very nature of its terminology. It is a one-dimensional metric: “Will you recommend”. Many experts recommend that combining platforms are going to give you a rounder view of the customer than any single metric can achieve.
First Contact Resolution or FCR is often touted as a premier qualitative call center benchmark. Historically the largest single challenge organizations have faced in reporting on FCR has been the data gathering process and interpretation. Very few centers are able to manage FCR on a ‘live’ basis and as a result are forced to rely on other ‘stand in’ metrics, such as a second contact from the same customer within a defined timeframe. This metric is at best an approximation as we cannot be 100% sure that this contact was related to the previous contact.
Contact centers have a number of other tools to assess the customer experience and satisfaction such as post-call IVR, after call outbound, and email surveys. Research shows that most contact centers only employ internal data as a stand in for actual customer satisfaction. Internal quality teams are important elements in many call centers. They generally complete the dual tasks of assessing call quality employing a predetermined evaluation form which highlights element which the company believes to be important to customers; and secondly as a compliance team- ensuring that agents are compliant with company policies, procedures and quality elements (proper opening, verbatim scripting, etc.).
Research and practical experience, however, shows that there are constant struggles with internal quality including consistency, proper calibration, subjectivity, and scoring. And of course, the fact that the basis of the quality assessment is elements that are thought to be important to the customer.
The Taylor Reach approach does not make any assumptions as to what the customer may value. We get our information from the ‘horse’s mouth’ – we ask the customer.
This program does not replace your quality department, it augments it. Centers still need to monitor the staff, coach for improvement and consistency. This program simply allows a company to now track Customer Experience, satisfaction, Net Promoter score and FCR on an organizational, center, team and agent level. This assists the quality team and supervisors in allocating their efforts where they can have the greatest impact on the customer.
The Taylor Reach Customer Quality Reporting provides the center with a 360° view, by significantly increasing the visibility of the customer’s perspective and point of view related to the services they receive from the call center.
Best practice centers measure CSAT based on what the customer determines
The Taylor Reach Group, Inc. has developed Customer Quality Reporting as a service to assist organizations in measuring and gauging customer satisfaction.
The Customer Quality Reporting Program
Taylor Reach works with your organization to identify the anticipated customer response to an emailed survey. The goal is to deliver four to five customer responses per agent per month. This creates a sample size approximately similar to that achieved with internal quality programs. This sample varies by organization. Initial outgoing surveys are 100 per agent per month.
Each email contains a survey and or survey link. The sample survey asks the following CX questions:
1. How satisfied were you with your interaction with our call center on date at time
2. Was your call/contact the first time you had contacted us regarding that issue?
3. Has your issue or inquiry been resolved?
4. “On a scale from 1 to 10, how likely is it that you would recommend our company to a friend or colleague?”
Taylor Reach manages all aspects of the program, including:
• Receive the customers to be sampled (a file containing customer email addresses)
• Creating and maintaining a ‘kill-file’ to ensure that no customer is sampled more than once every six months,
• Sending out the surveys,
• Receipt, tabulation, and analysis of survey results,
• Global reporting. This center wide reporting provides insight into the operational effectiveness of the center from a customer perspective. By aggregating all survey responses we gain the insight from hundreds of customer interactions. This center wide perspective is the customer’s statement regarding how well the organization is performing in terms of Customer Experience, Satisfaction, Net Promoter score and First Contact Resolution. Center-wide reporting includes:
Trend Reporting. In these reports, we track relative performance of all three metrics over time. This reporting supports coaching guidance, based upon trend performance and specific issues.
Reporting by Agent. The ability to link specific interaction experience, satisfaction, net promoter and FCR data down to agent level is a significant step forward for any center. This agent level data allows for training, coaching and mentoring efforts to be targeted to poorer performing staff. It also allows the results of such coaching efforts to be surfaced quickly in subsequent reporting periods. Agent Level reporting includes:
The costs for this program are outlined below;
Set Up Fee $4,500 (one time fee)
Cost per Agent per channel per month $35.00
All Taylor Reach fees are subject to applicable taxes. All invoices are due upon receipt.
Customer Experience reporting provides a unique and timely insight into your customers. The customer’s voice is surfaced in your contact center. It is transparent to management and the senior leadership. This visibility delivers significant benefits beyond the call center and across the organization.
Customer Experience reporting tracks activities and improvements and ties those changes to the downstream customer provided data.
Customer Experience reporting is completed by The Taylor Reach Group, Inc, a well respected and established consulting and analysis firm. This independence provides credibility and a perspective that is not possible to achieve internally. Customer Experience reporting can be initiated quickly and with virtually no effect on your day-to-day call operations. It is convenient and continues to operate independently regardless of the internal challenges and changes to a center.
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