ATA 09 Convention Personality Mapping
- 1. Personality Mapping: Contact Center Technology in the 21 st Century
- 2. Historic technology base Telecommunications link PBX / ACD / IVR / Voice Recording CTI / Reporting / Cloud Routing CRM Recruiting / Training Software Workforce Management CSAT Scoring
- 3. Historic technology view Target the “average” customer Target the “average” agent No acknowledgment of customer personality No acknowledgement of agent personality Bias towards “standardized” interaction Train agents to talk the same way Train agents to follow a tight process flow Discourage agent individuality and nuance
- 4. What’s missing? Purchase behavior Customer satisfaction Handle time First call resolution All are heavily influenced by the alignment of personalities between agent and customer
- 5. Why? Only one reason: computational power 5 years ago personality mapping would have required supercomputer-class power Today personality mapping can be accomplished with high-end server hardware We have always known that getting the personalities right makes a difference, but have never known how to line them up in real time
- 6. Personality Mapping Agent data collected through an initial agent survey Customer data sourced in real time from databases that are indexed based on caller ID Neural networks trained to identify patterns of personality-matching success in historical data System establishes optimal pairing of agents with callers after skills based routing process System both selects agents and selects callers
- 7. Typical business impact Revenues rise by 10 – 20% Handle time compresses by 5 – 10% First call resolution increases by 5 – 10% Customer satisfaction jumps
- 8. Example corporate impact Large US ILEC $100 billion in revenues 25% flow through call center - $25 billion 40% gross margin - $10 billion through call centers Personality mapping impact Increased call center sales by 13% $1.3 billion / year impact to pretax profitability Increased customer satisfaction Increased agent satisfaction “ Single smartest thing in the last decade” - CEO
- 9. Outsourcer impact Example: US telecoms company $15bn in revenues 40% flow through call centers = $6 billion 15% enhancement = $900 million 50% GM = $450 million PBT impact to client Technology provider share at 25% = >$100mm/year Outsourcer share at 25% = >$25mm/year
- 10. Effectiveness intuitions Will personality make a difference? Are there significant differences in agent performance? Are a range of outcomes possible? Is there room for improvement? Consumer facing application? Or not? Do all agents do about the same? Do all calls essentially end with the same outcome? Is handle time already extremely low? Are we already near 100% sales conversion
- 11. Prominent verticals Financial services Telecommunications Travel and Hospitality Retail Collections Large scale consumer-facing call center operations
- 12. Thank you