Microsoft Dynamics CRM - Delivering Customer Service Via Contact Center and the Web Whitepaper

Delivering Customer Service
via the Contact Center and the Web

Delivering Customer Service via the
Contact Center and the Web
Covering All Points of Attack

September 2009
Sumair Dutta

Delivering Customer Service via the Contact Center and the Web:
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Executive Summary
Customer service delivery is no longer limited to the realms of the contact Research Benchmark
center or to the outreach of field service. As the availability of product and Aberdeen’s Research
service information on the Internet grows and communications platforms Benchmarks provide an in-
proliferate, both the providers and receivers of service have larger depth and comprehensive look
networks through which to communicate, interact and transact. For the into process, procedure,
providers of service, a mastery of service information available to all methodologies, and
stakeholders, whether internal or external, on all delivery channels and technologies with best practice
platforms, can greatly influence the efficiency with which customer requests identification and actionable
for service are met, ultimately resulting in higher service margins (24% for recommendations
Best-in-Class versus 13% for all others) coupled with significantly higher
levels of customer satisfaction.
Best-in-Class Performance
In September 2009, Aberdeen Group surveyed over 190 service
professionals to distinguish Best-in-Class companies from Industry Average
and Laggard. Those defined as Best-in-Class exhibited the following:
• 75% current performance in first-call resolution
• 4.3 (out of 5.0 possible) score for current level of customer
satisfaction
• 21% reduction in total support costs over the last 12 months
Competitive Maturity Assessment
Survey results show that the firms enjoying Best-in-Class performance are: "The impact of implementing
our self-service solution on our
• More than two-times as likely as all others to leverage service brand sites was instant.
management systems with contact center functionality and nearly Consumers have reported that
two-times as likely to invest in knowledge management and self- they feel like they’re chatting
service solutions with a live agent. And what
resonates most with them is
• Nearly two-times as likely to equip their technicians with standard the speed and accuracy of
escalation protocols and to invest in frequent training programs responses. They are getting
exactly what they need online –
• Three-times as likely as all others to provide customers with issue
exactly when they need it. This
resolution scenarios and multiple avenues for self-service is at the center of our approach
Required Actions to delivering world-class
service."
To achieve Best-in-Class performance, companies must:
~ Linnea Johnson,
• Empower stakeholders with real-time access to information Director of Consumer
Services, Unilever
• Integrate all service departments under the leadership of a service
executive
• Educate customers on availability of non-contact center-based
support channels
• Consider the revenue implications of improved customer
management

© 2009 Aberdeen Group. Telephone: 617 854 5200
www.aberdeen.com Fax: 617 723 7897

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Table of Contents
Executive Summary....................................................................................................... 2
Best-in-Class Performance..................................................................................... 2
Competitive Maturity Assessment....................................................................... 2
Required Actions...................................................................................................... 2
Chapter One: Benchmarking the Best-in-Class.................................................... 5
Making Contact......................................................................................................... 5
The Maturity Class Framework............................................................................ 9
The Best-in-Class PACE Model ..........................................................................11
Best-in-Class Strategies.........................................................................................11
Chapter Two: Benchmarking Requirements for Success.................................13
Competitive Assessment......................................................................................14
Capabilities and Enablers......................................................................................16
Chapter Three: Required Actions .........................................................................25
Laggard Steps to Success......................................................................................25
Industry Average Steps to Success ....................................................................26
Best-in-Class Steps to Success ............................................................................27
Appendix A: Research Methodology.....................................................................29
Appendix B: Related Aberdeen Research............................................................31

Figures
Figure 1: Market Pressures for Improved Customer Service via Contact
Center or Other Web-Based Support Channels.................................................. 6
Figure 2: Impact of Effective Customer Request Handling.................................. 7
Figure 3: Means to Reduce Service Costs............................................................... 8
Figure 4: Primary Reasons for Unnecessary Field Dispatches............................ 9
Figure 5: Strategic Actions to Improve Customer Service Management in
Contact Center and Other Support Channels ....................................................12
Figure 6: Use of Messaging to Relay Information Regarding.............................21
Figure 7: Solution Selection Framework................................................................22

Tables
Table 1: Reliance on Multiple Service Delivery Channels ................................... 5
Table 2: Top Performers Earn Best-in-Class Status............................................10
Table 3: The Best-in-Class PACE Framework .....................................................11
Table 4: The Competitive Framework...................................................................15
Table 5: Capabilities in Demand on the Phone....................................................17
Table 6: Capabilities in Demand for Service Customers...................................18
Table 7: Solutions in Place.........................................................................................20
Table 8: Capturing the Returns ...............................................................................23
Table 9: Impact of the 5Es.........................................................................................24


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Table 10: The PACE Framework Key ....................................................................30
Table 11: The Competitive Framework Key........................................................30
Table 12: The Relationship Between PACE and the Competitive Framework .30


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Chapter One:
Benchmarking the Best-in-Class
Making Contact
Fast Facts
It is often said that the best service is no service, indicating that in a perfect
world products wouldn't break and hence there would be no need for √ 52% of service requests
service-related interruptions. This might be true in the narrow scope of originate in the contact
center, with 17% originating
break / fix product service, but from an overall service point of view zero
via email
service interruptions would in fact require exemplary service from the
overall service organization in the form of preventive or predictive √ 75% first-call resolution
maintenance. In that sense, while the asset operator might not be rates indicated by Best-in-
inconvenienced by service-related interruptions or even constant contact Class organizations as
with the service organization, his / her reliance on service would in fact be compared to a 60% rate for
higher. all others

In a not so perfect world, and in the broader context of customer service, √ 21% reduction in support
costs reported by Best-in-
contact with the service organization is necessary for a wide variety of
Class organizations over the
issues - ranging from technical support, troubleshooting, billing updates and last 12 months, compared to
technician visits. Traditionally most of this contact was made via the phone a 2% reduction for all others
through requests to the servicing organization's contact center. However,
with the wide use of the internet and the platforms afforded by the world √ 34% of all customer service
wide web, the customer ultimately has the choice of a wide variety of issues could have been
portals to not only initiate contact but also engage in a customer service resolved by a cheaper (and
available) service delivery
transaction with one or many servicing organizations. In a recent survey
channel
conducted by the Aberdeen Group, it was found that while a majority of
customer service requests still originate via the contact center, customers
are taking advantage of other channels such as email, chat, and website self-
service (Table 1).

Table 1: Reliance on Multiple Service Delivery Channels
Percentage of Requests by Origin "Our program goal is to shift
approximately 50% of inbound
(Average for All Respondents) contact center calls to the web
Channel
2010 over the next 18 months. This
2008 Current means that for any call which is
Estimate
started on any channel, there is
Contact Center 55% 52% 44% a way to save it in an
Email 18% 17% 15% incomplete or invalid state, and
have its state picked up by an
Website Self-Service 12% 14% 18%
online chat agent or contact
Website Query 11% 11% 12% center agent, at the request of
Chat/IM 2% 3% 5% the user."

SMS 1% 1% 3% ~ Director,
Mid-Size North American
Social Media 1% 2% 3% Telecommunication Services
Source: Aberdeen Group, September 2009 Organization


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The reduction in the overall proportion of requests originating via the
contact center (between 2008 and estimates for 2010) doesn’t necessarily "We actually expect the
signal a reduction in the importance of the contact center. Rather, it contact center to shift to
illustrates the increasing availability of other options available to today's incorporate web-based
customers. The gradual uptick in usage of most non-contact center based channels, and if we can reduce
media indicates the gradual increase in awareness amongst consumers as the footprint of our contact
well as a gradual increase in the use of these various channels by the center we will, but it may end
up just reallocating skill sets
servicing organizations. From a volume point of view, survey respondents
globally to take advantage of
still indicate that they process nearly 700,000 annual requests via the other channels.”"
contact center with another 300,000 requests via non contact-center
related channels. The reason why these proportions don’t match up with ~ Business Leader,
those shown in Table 1 is that respondents also indicate that 35% of Large North American PC
requests made through non-contact center channels ultimately require Manufacturer
escalation to the contact center.
For the servicing organization, the proliferation of service channels is both a
blessing and a burden. With pressure on these organizations to meet
customer demands for faster, quicker service coupled with rising service-
related costs (Figure 1), the availability of multiple channels affords the
servicing organization with numerous avenues to expand the reach of
service information and updates while injecting efficiency in the delivery of
service.

Figure 1: Market Pressures for Improved Customer Service via
Contact Center or Other Web-Based Support Channels

Customer demand for faster service issue
70%
resolution

Need to control and reduce service-related
57%
costs

Need to drive productivity across the entire
45%
service organization

Customer demand for improved access to
41%
service resolution information

Need to drive revenue opportunities 34%

0% 10% 20% 30% 40% 50% 60% 70% 80%
Percentage of Respondents, n=195

Note: respondents chose top three pressures
Source: Aberdeen Group, September 2009

Customer requests can be segmented and directed to appropriate channels
thereby enabling faster access to information along with a lower burden on
more expensive service-based resources. For example, with access to
numerous service delivery and customer contact channels, connections that
were initially made via the contact center and could have resulted in an

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unnecessary dispatch can now be rerouted to web-based self-service
channels that require very little use of limited contact center and field-based
resources. With an established hierarchy of service delivery channels, it isn't
only the customers who can approach the servicing organization from
numerous angles, but also the servicing organization that can enable
customer service delivery via the most efficient channel.
However, the existence of a multi-channel support network also increases
the responsibility on the servicing organization to ensure the accuracy and
validity of information that is disseminated through each and every one of
these channels.
Regardless, service organizations surveyed for this research place extreme
importance on the efficient handling and resolution of customer service
requests via the contact center and other non-field based channels. On a
scale of 1 to 5, with 1 being 'not important' and 5 being 'extremely
important', respondents to Aberdeen's September 2009 survey indicated a
result of 4.6 with regards to the vitality of effective customer request
handling on customer service, with a 4.3 score on the importance to
customer retention (Figure 2).

Figure 2: Impact of Effective Customer Request Handling
"Customer satisfaction is a
moving target. As the customer
Customer Satisfaction 4.6 expectations change the service
and technology used to provide
Customer Retention 4.3 the service will change. In
implementing the technology
Service Costs 3.7
we believe that the customer
has the choice of what
technology he / she prefers to
Service Profitability 3.6 use, so our support systems
must address the customers
Net Client Value technology of choice."
3.4
Increase
~ Don McNair,
1 2 3 4 5 Senior Director - Customer
Scale of Importance of Effective Customer Request Handling Interaction,
1- Not Important, 5- Extremely Important Yaskawa Electric North
America
Source: Aberdeen Group. September 2009

Responding organizations are also beginning to identify the impact of
effective customer request handling on financial metrics such as service
costs, revenues and the trickle down to profitability. Of note is the level of
importance placed on Net Client Value Increase (NCVI) which measures
the average increase in customer spend year over year. While not at the
top of the list in the scale described above, Best-in-Class firms place
significantly more importance (with regards to this scale) on the impact of
effective customer request handling and service delivery on NCVI when
compared to all other firms (3.9 for Best-in-Class versus 3.3 for all other
firms). This focus on increasing customer spend and essentially driving

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increased revenues, both product and service-specific, has been a key trend
revealed in all of Aberdeen's 2009 service management research with
regards to the intentions of Best-in-Class organizations.
While revenue pressures are also beginning to impact all organizations, they
are secondary to the customer and cost management pressures revealed in
Figure 1. From a cost management perspective, responding firms reveal that
more than a third (34%) of all customer service requests over the last 12
months could have been (and should have been) resolved by a cheaper
service delivery channel, i.e. call center as opposed to field service, email as
opposed to call center and so on. In an attempt to eliminate service-related
costs, a majority of respondents indicated the need to develop a multi-
channel support structure so as to reroute unnecessary field dispatches to
more manageable web-based self-service channels (Figure 3).

Figure 3: Means to Reduce Service Costs

Provide more self-service scenarios to
72%
customers

Minimize unnecessary field dispatches 56%

Improve escalation processes to reduce
45%
resolution time

Educate customers regarding non-contact-
45%
center-related service channels

0% 10% 20% 30% 40% 50% 60% 70% 80%

Note: respondents chose "all applicable"

Nearly one-half of all respondents also indicated the need to improve “[Our strategic plan is to] avoid
escalation processes so as to reduce the overall time to service issue the call (automate), if not - then
resolution. Essentially, the longer a customer stays in the service cycle, the enable the customer to self
higher the value of resources that have to be utilized to support the help, if not - then serve the
customer's needs. Not to mention the negative service image associated customers needs through the
with significantly extended resolution times. Forty-five percent (45%) of all lowest cost, customer
respondents also indicate the need to dedicate marketing dollars towards preferred channel.”
raising awareness to the availability and efficacy of non contact center- ~ Business Leader,
related support channels. The mere existence of these channels doesn't Large North American PC
guarantee their usage, thereby necessitating education campaigns around the Manufacturer
information available and the types of service issues that can easily be
resolved without the 'hold times' associated with contact-center based
resolution.


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Aberdeen Insights — Why Do Unnecessary Dispatches Continue
to Occur?

While not all of the 34% of service issues that could have been resolved
by a cheaper channel are tied to unnecessary field dispatches, these do
present a significant cost burden. Aberdeen's research throughout 2009
has highlighted that $276 is the cost associated with every single dispatch.
As such, service organizations are investigating means to eliminate
unnecessary dispatches through the better capture and sharing of service
knowledge throughout the delivery ecosystem. The lack of adequate
resolution information available to contact center and other support
professionals, coupled with the lack of support information available
online to customers are the major reasons why unnecessary dispatches
continue to occur. With improved training regimens and better
knowledge management processes, support agents can be equipped to
tackle a larger number of support issues which they traditionally might
have routed to a higher tier agent or to a field-based visit.

Figure 4: Primary Reasons for Unnecessary Field Dispatches

Lack of adequate self-service information
49%
available on the web

Lack of basic troubleshooting information
44%
available to support agents

Inaccurate diagnosis information captured at
39%
point of contact

Lack of adequate customer/service information
37%
available to support staff

Lack of training for support staff to address
33%
basic customer service and resolution needs

0% 10% 20% 30% 40% 50% 60%

Note: respondents were asked to choose the top five

The Maturity Class Framework
The ability to manage the highlighted pressures (Figure 1) is the true
measure of a Best-in-Class service organization. Efficiency in service request
handling is reflected in first call resolution rates, which manifests itself in
improved productivity as tabulated through improvements in service
request closure rates. The combined impact of efficiency and productivity is

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felt not only in the cost of service but also in customer satisfaction levels.
Ultimately, changes in all of the above metrics are reflected in the
profitability driven from the service side of the business.
As such, Aberdeen's framework to determine Best-in-Class is based on a
combination of these metrics. Respondents are rewarded not only for the
success in current performance but also for their ability to greatly move
these metrics in the right direction.

Table 2: Top Performers Earn Best-in-Class Status
Definition of
Mean Class Performance
Maturity Class
75% current performance in first-call resolution
Best-in-Class: 24% increase in productivity (service requests closed
Top 20% daily) over the last 12 months
of aggregate 21% reduction in total support costs over the last
performance scorers year
24% current level of service margins (profit/revenue)
Industry Average: 5% increase in productivity (service requests closed
Middle 50% daily) over the last 12 months
of aggregate
performance scorers 3% reduction in total support costs over the last year
Laggard: 1% increase in productivity (service requests closed
Bottom 30% daily) over the last 12 months
of aggregate
performance scorers 2% increase in total support costs over the last year

When compared to all other organizations, Best-in-Class service firms drive "One of our major issues is
significantly greater service margins (24% for Best-in-Class versus 13% for all that we don’t completely
others) as attributed by considerable out performance in productivity, control first-call resolution.
efficiency and customer management metrics (Table 2). Customers of Best- First contact is made by our
in-Class organizations report a 4.3/5 level of satisfaction when compared to outsourcing company, so we
a 3.8/5 rating for all other firms. Regardless of the support channel, have to continue to improve
our alignment with our
customers of Best-in-Class service organizations are receiving faster access
outsourcing company in order
to more accurate service information, as reflected in lower call to be able to measure both our
abandonment rates (12% for Best-in-Class versus 14% for all other performance and theirs with
organizations) and better first-call resolution rates (75% for Best-in-Class regard to our customer.”
versus 60% for all other organizations). Better first-call resolution is also a
major contributor to significant decreases in service and support costs ~ Management Member,
Kyocera Mita European Service
experienced by Best-in-Class service firms. In addition, these firms are also
more successful in routing their customers to the right (least cost for
information required) service delivery channels as reflected in a 24% result
in service requests that could have been resolved by cheaper channels in the
last 12 months, when compared to a 36% result for all other organizations.


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The Best-in-Class PACE Model
Aberdeen’s PACE framework is designed to highlight the key strategies and
capabilities employed by firms that attain Best-in-Class status through their
excellence in meeting and overcoming internal or market pressures. The
framework serves as a roadmap for non-Best-in-Class firms to duplicate the
strategies enforced and capabilities developed by Best-in-Class firms to
improve their service performance (Table 3).

Table 3: The Best-in-Class PACE Framework
Pressures Actions Capabilities Enablers
Customer demand Increase Executive-level oversight Front-line customer service agent
for faster service organization-wide of all customer service access/ability to:
resolution access to customer operations - Online (searchable) resolution steps and
and service-specific Real-time capture and decision tree
information - better storage of service, asset - Instantly connect customer to higher
integration of data and customer-specific level support
Ensure consistency information - Schedule field technician visit with
and accuracy of all Organization-wide access access to schedule availability
service information to online (searchable) - Customer SLA/warranty information
across all points of database of customer and
interaction Customer access/ability to:
service information
Proactively - Web portal with recent activity etc.
Immediate capture of
capture/monitor customer feedback - Issue resolution decision tree and
customer feedback search results
Standardized escalation
procedures - Resolution/information videos
Education/Information - Product-specific forums
campaigns to make - Access to customized offers
customers aware of non - Schedule technician visit
contact-center based SMS updates to customers regarding
solutions. product/service updates, technician status
etc based on a mobile messaging platform
CRM solution with contact center
functionality
Service management with contact center
functionality
Web-based self service/support
Knowledge management solution

Best-in-Class Strategies
In order to tame the pressures for efficient service resolution in the contact
center or via the web, Best-in-Class organizations are looking to implement
systems and processes so as to ensure that all stakeholders (internal and
external) are equipped with appropriate information so as to resolve service
issues promptly.
From an internal point-of-view, Best-in-Class organizations are actively
looking to guarantee that customer and service-specific information is

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available to all support agents across the organization. As such they are
looking to integrate captured service data into their enterprise-wide
systems to equip front-line support agents with adequate customer and
service information so they can troubleshoot and resolve minor service
tasks (Figure 5). For those issues that cannot be resolved at the front-line,
Best-in-Class organizations are looking to provide their support staff with
standardized escalation processes and protocols to minimize the number of
transfers and time taken to resolve a customer query.

Figure 5: Strategic Actions to Improve Customer Service
Management in Contact Center and Other Support Channels

Increase access to customer and service-specific
64%
information across the organization

Proactively capture/monitor customer feedback via
55%
surveys and via web traffic

Ensure accuracy and consistency of service
55%
information across all points of customer interaction

Deploy standardized escalation processes and
52%
protocols

Invest in technology solutions or platforms to enable
48%
a web-support (including self-service) architecture

0% 10% 20% 30% 40% 50% 60% 70%
Percentage of Best-in-Class

Note: respondents chose top five

Along with investments in knowledge management, nearly one half of Best-in- "If the customer knows that
Class firms are also looking to make investments in web support and self- they won't have wasted their
service technology so as to expand on efficient avenues available to customers time on the web, then they will
use it."
for service and support. An action that is more characteristic of the Best-in-
Class (55%) in comparison to all others (41%) is the investment made from an ~ Director,
organizational point of view to ensure the accuracy, validity and consistency of Mid-Size North American
service data across all points of customer interaction. As noted earlier, Telecommunication Services
multiple channels of service delivery will only reduce the burden on the Organization
contact center or field service if they provide accurate and effective service
information. Inconsistent service messages across these channels, on the
other hand, will confuse customers and cause them to lose trust in the validity
of these service channels - ultimately defeating their purpose.
To effectively monitor the value of these strategies, 55% of Best-in-Class
organizations are also looking to proactively capture and monitor customer
feedback to ensure the appropriate customer experience is delivered
regardless of the delivery channel used. These surveys also enable the Best-
in-Class to tweak the information and offerings available across their
channels so as to meet the needs of their customers.

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Chapter Two:
Benchmarking Requirements for Success
The success of all initiatives and programs adopted in support of effective Fast Facts
service delivery and customer management ultimately depends on the √ 24% of service issues could
supporting cast of organizational capabilities and processes in place. The have been resolved by a
identification of these vital capabilities, specifically around the capture, cheaper delivery channel by
availability and management of service information, and the organizational Best-in-Class organizations,
gaps that need to be overcome to put these in place will help service firms compared to 44% for
ascend to the status of Best-in-Class. Laggards
√ Best-in-Class organizations
Case Study — Unilever are nearly two times as
likely to all others to
Handling approximately 3.5 million consumer contacts annually, leverage self-service,
Unilever’s contact center supports over 90 brands used by consumers in knowledge management or
the U.S., Mexico and Canada. In support of its contact center delivery CRM-enabled contact center
channel, the company was looking to deploy a self-service solution management solutions
capable of delivering instant access to the information consumers wanted
√ 10% reduction in total
and needed, while ensuring an exceptional experience, reduced
service costs is seen by the
operational costs, and increased service efficiency. Past attempts at Best-in-Class from the use of
incorporating online self-service to offset the growing volume of calls and self-service solutions
emails were short-lived. The technologies used failed to meet the
company’s expectations and high service standards. √ 18% increase in call center
agent productivity
The team ultimately chose a consumer-facing self-service solution from experienced by Best-in-Class
the provider of its internal contact center-based knowledge management organizations from the use
and self-service solution. Its Popsicle®, Klondike® and Breyers® U.S. of contact center
brand websites were selected for the first three implementations, as the management solutions
contact center was anticipating a surge in email volume from scheduled √ 24% reduction in calls
800 number rollouts. The return on investment with consumer self- resulting in dispatch for
service was immediate. Upon implementation, the solution was Best-in-Class organizations
successfully responding to 90% of all inquiries. Emails escalated to from the use of knowledge
representatives were reduced to just 10%. management solutions
Following the initial three sites, Unilever implemented self-service on its
Promise® and Hellmann’s® brand websites in early September 2009,
followed closely by the Skippy® website. Due to the ease of
implementation and rapid consumer uptake, the company is well on track
to meet its 2009 goal of taking seven of its high-traffic sites live.
Unilever’s online self-service success is enabled by the presence of an
overall knowledge engine, which was designed to be effective at addressing
and resolving a wide variety of issues via a company’s web site, intranet
portal, contact center, email, chat, or other channel. The system
understands and processes natural language, so it can interpret the
meaning behind consumers’ questions to deliver highly specific, concise and
accurate responses up to 99% of the time. The user (consumer or agent)
can ask a question and quickly receive an answer, with minimal effort.
continued


Page 14

Case Study — Unilever

When more information is needed from the user to better understand
their specific needs and questions, the system’s conversational capabilities
enable it to mimic an expert “live” agent. It engages them in an
interactive, text-based dialog to arrive at relevant and contextual
responses to questions. Higher issue resolution rates result. When
appropriate, the system has also been structured to leverage user input
to retrieve and incorporate specific information from consumer, product
and other data repositories into its responses. This enables Unilever to
fine tune the way it addresses the consumers’ specific needs or
situations, resulting in more personalized service. Since implementation,
Unilever has seen high-impact results, including:
• A 90% reduction in email volume as a result of effective online
self-service
• A 50% reduction in calls to the internal help desk, as its base of
approximately 135 agents have immediate access to vast
information from knowledge bases throughout the enterprise
• An improvement in handle time
• Online access to packaging information and graphics for the first
time ever, enabling the company to eliminate its vast repository
of physical packages for hundreds of products.
All of the functionality gained from the overall solution is critical for
Unilever, given its wide-array of brands, products and consumer needs.
The solution allows for greater versatility, while enabling the organization
to deliver consistent, “branded” answers and information through
multiple communications channels.
Ultimately, the focus on the overall knowledge management and self-
service solution facilitates best-in-class service through the contact
center and online; increases efficiency in the contact center; and
enhances consumer satisfaction. The company can also capture cross-
channel, actionable “voice of the consumer” insights to drive continuous
performance improvements, deliver a better consumer experience, assist
in product development and enhancement, pinpoint opportunities and
trends, manage risk, and augment market research.

Competitive Assessment
Best-in-Class service firms, as determined by their performance in key
indicators, exhibit several of the capabilities highlighted in Table 4 that fall
into the five categories of Aberdeen's Competitive Framework: (1) process
(workflows for contact management, escalation, and feedback management);
(2) organization (corporate focus on the opportunity for improved
customer service through multiple service delivery channels, coupled with
increased visibility and oversight); (3) knowledge management (making
asset and service data available to stakeholders that can act on the
information to impact profitability); (4) technology (the selection of

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appropriate tools and the intelligent deployment of those tools); and (5)
performance management (the ability of the organization to track /
measure performance and drive further improvements with necessary
modifications to processes in place).

Table 4: The Competitive Framework
Best-in-Class Average Laggards
Real-time capture of service, asset and customer-specific "10% of our overall ticket
service information count is for password resets.
This is a relatively easy issue to
76% 51% 36%
Process automate, but getting
Front-line agents have ability/power to instantly connect customers to use the tool
customer to higher level support to ensure resolution requires some training. By the
73% 45% 43% time they need the tool again,
Customers are provided online access to complementary they have forgotten the tool
products and services based on service history exists or where to find it. As a
45% 19% 14% result, the ticket portal needs
Organization to have some logic behind [it],
Focus on outreach programs to make customers aware of
[for example] a skills-based
non contact-center based service delivery models
routing tree."
36% 10% 16%
Front-line support agents have real-time access to ~ Derek Hodovance,
searchable resolution steps or decision tree Vice President - Operations,
Unity Business Networks
61% 36% 29%
Organization-wide access to online (searchable) database
Knowledge of captured service, asset or customer-specific information
45% 39% 31%
Customers have instant web-based access to resolution
videos or issue resolution decision trees
27% 16% 12%
Customer Management technology currently in use:
67% CRM 41% CRM 36% CRM
Solution with Solution with Solution with
Contact Center Contact Center Contact Center
functionality functionality functionality
48% Service 27% Service 19% Service
Management Management Management
with Contact with Contact with Contact
Technology Center Center Center
functionality functionality functionality
48% Web-based 31% Web-based 20% Web-based
Self-Service Self-Service Self-Service
42% Knowledge 31% Knowledge 10% Knowledge
Management Management Management
30% Mobile 13% Mobile 6% Mobile
Messaging Messaging Messaging
platforms platforms platforms
Immediate capture of customer feedback following any
Performance service session (phone, web, field etc.)
67% 33% 39%

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Capabilities and Enablers
The Competitive Framework (Table 4) highlights that Best-in-Class
performance isn’t predicated on excellence in one of the support categories.
Best-in-Class organizations exhibit a comprehensive focus on all of the
following support structures to strengthen planned strategic actions (Figure
5). In the context of the contact center and other non-field based customer
service delivery channels, a majority of the capabilities also fall into buckets
that are characterized by the five E’s - Educate, Eliminate, Escalate, Evaluate,
and Empower. These will be further examined in the upcoming sections.

Process
In Figure 5, Best-in-Class firms indicated their intentions towards "[Our most successful steps
standardizing escalation protocols and processes so as to ensure that if a have been] creating a portal
front line agent isn't capable of resolving customer issues, regardless of that guides the customer to the
channel of contact, they have proper guidance to ensure that the customer right web locations."
request is escalated to the appropriate technical support person for ~ Business Leader,
appropriate resolution. Standardized escalation protocols also extend to Large North American PC
those customers who might not be in contact with a support person but are Manufacturer
routing their request through an IVR on the phone or through diagnostic
steps on the web. While 45% of the Best-in-Class consider this to be a key
action moving forward, 52% indicate that they already have standardized
processes in place for all channels (compared to 48% of all others). More so,
when it comes to live support agents, 73% of the Best-in-Class provide their
agents with the authority and capability to directly connect a customer to a
higher-level support agent when necessary, compared to 45% of Industry
Average firms. Needless to say, this doesn't mean that every call or request
that comes in is ultimately escalated to a more expensive or resource-
constrained technical support agent. Standardized escalation processes and
procedures provide support agents (or the support system) with a map as
to what avenues of assistance can be relied upon to ensure that the
customer request is resolved in a timely and efficient manner.
In addition to escalation protocols, Best-in-Class support agents are also
empowered with access to vital information and processes to adequately
treat a customer request as a component of an overall relationship lifecycle
as opposed to a one off event. These agents are provided with real-time
access to customer service history which could assist in identifying minor
issues that have occurred in the past or major product failure trends that
need to be handled prior to further issue escalation.
For minor issues, more than 60% of Best-in-Class front line agents have
access to online and searchable decision trees or resolution steps that have
been captured from past work done on similar products. These can help the
agent guide customers through basic troubleshooting and issue resolution.
For issues that are perhaps more severe, customers can immediately be
routed to higher-level support agents. If required, an appointment can also
be made during the initial customer session as 70% of Best-in-Class firms
report that their contact center agents have direct visibility into technician
schedules. With access to SLA/warranty information, the contact center

Page 17

agent can also appropriately bill the customer for services rendered so as to
ensure expedited billing.

Table 5: Capabilities in Demand on the Phone
Percentage of Respondents Reporting
Contact Center Agent Ability / In Place
Access to:
Best-in-Class All Others
Customer service history - site or asset-based in real-time 85% 73%
Instantly connect customer to tech support or higher level support 73% 44%
Schedule technician visit with insight into technician availability 70% 23%
Online and searchable resolution steps/decision trees as determined
61% 33%
by experts or past history
Customer SLA information 55% 32%
Warranty information 45% 27%
Add/remove features to products/services leveraged by customers 42% 22%
Customer website usage history and other service interaction 39% 26%
Customized sale offers based on service history 39% 23%

In certain cases, trends in customer service queries can also alert the
contact center agent to complementary services and offerings that the
customer might not be aware of. While this cross-pollination of service and
sales activities requires a focus on training, Best-in-Class companies are
much more likely to provide their front line agents with access to such sale
offerings based on customer usage and service history. Therefore, by
looking at and treating the customer request as a component of an overall
relationship, Best-in-Class organizations are able to empower their contact
center agents with the necessary tools to guide the customer through
service and sales scenarios that would not have been possible without the
appropriate access to information.
The real-time access to information available in Table 5 is partially
attributable to the strict focus on Best-in-Class companies in capturing
service and asset performance information in real-time. Without this level
of information capture evidenced by 76% of Best-in-Class firms, resolution
scenarios provided by contact center agents could be dated and result in
further service requests and complaints by the customer.

Knowledge Management "We have tons and tons of
Knowledge-based empowerment, as enabled with access to service and information. The shortage is in
the art of using that data for
customer lifecycle data isn't limited to front-line contact center agents at
the right purpose.”
Best-in-Class organizations. Forty-five percent (45%) of these firms indicate
making service, asset and customer data available across the entire ~Procurement Manager,
organization, when compared to 36% of all other respondents. Access to Southwestern Energy Company


Page 18

this information can be leveraged by field agents to accurately diagnose and
resolve service issues, and can also be leveraged by design and
manufacturing teams to tweak product offerings to ensure greater product
quality and reliability. With the greater push on generating service-led sales
revenue, information available to sales and account managers can also drive
tailored sales campaigns aimed to up sell and cross sell of complementary
products and services. Once again, it must be emphasized that an effective
knowledge management regime not only entails the organization-wide
access and management of information, but also encompasses the
continuous capture of service knowledge, as emphasized by Best-in-Class
organizations (see the Process section earlier in this report).

Table 6: Capabilities in Demand for Service Customers
Percentage of Respondents
Customer Online Access/Ability to: Reporting In Place
Frequently asked service questions 61% 44%
Customized web portals with access to all recent account activity 48% 31%
Driver or software downloads and upgrades 48% 26%
Once-click email request for service follow up 45% 40%
Purchase service part or upgrade 45% 20%
Customized product/service offerings based on usage or service history 45% 17%
Billing information 42% 28%
Product-specific forums for basic troubleshooting 39% 11%
Ability to schedule (and modify) time of technician visit 33% 10%
Resolution/information videos 27% 14%
Search results for similar service queries 27% 12%
Issue resolution decision trees as determined by past history or similar issues 24% 8%
One-touch chat with live customer care agent 21% 14%
Connect with other customers 18% 5%

Knowledge access for the Best-in-Class isn't limited to the walls of the
organization. In an attempt to provide multiple layers of support to
customers, these organizations are making significant efforts to increase the
amount of service data made available through online portals (Table 6).
While access to content (such as frequently asked questions) isn’t
necessarily groundbreaking, Best-in-Class organizations are taking the lead in
providing customized service and resolution content to their customers. All
of this is undertaken in an effort to enable a greater degree of self-service
for lower-priority issues, while enabling faster contact with the service
organization for high priority service issues. For example, 27% of Best-in-
Class organizations feature resolution and instructional videos on their

Page 19

service portals with 24% providing resolution decision trees to their "Customers using the web first
customers for troubleshooting and service issues. Best-in-Class will be given priority. They will
also not have to wait on the
organizations are also taking steps to build connected customer networks
phone, in queue, but will have
by allowing customers to interact with one another regarding product and agents call them back. Their
service experiences while also enabling discussions around basic issue wait times will be counted
resolution scenarios. While such a forum presents inherent risks by raising down and made visible. For
the opportunity for disgruntled customers to air their grievances, it also scheduling appointments, a link
increases the ability of the servicing organization to tap into the pulse of its will be pushed to them from a
customer base and highlight product or service champions in their customer web application and/or a call
communities. center agent, so they can
determine the times that are
Looking ahead, Best-in-Class organizations are placing a great deal of best for them. Dealing with
emphasis on providing their customers with self-service resolution scenarios variances on the day of service
(via decision trees or videos) and on establishing the aforementioned will also be made pro-active
customer communities. Nearly 20% of Best-in-Class organizations indicate and pushed to the client,
that they are prioritizing the availability of these capabilities to their especially to eliminate being
customers in the next 12 months. Other top priorities include the held hostage in one's home
waiting for service. We have
strengthening of the customer's ability to directly and quickly connect with
developed a series of 2 minute
customer care of field agents should they be unable to resolve service issues how to's covering every service
via information available on the web or through self-service portals. interaction / transaction from a
web perspective, as well as a
Aberdeen Insights — Service Through Social Media general one (contained at the
end of every specific one as
With the increased use of and attention paid to social media platforms well), letting customers know
and sites, one would assume a major shift by servicing organizations that they will not have to start
towards the use of these platforms to connect with customers. over with an agent if they can
However, Aberdeen's current research shows that social media is yet to only get so far and run into
become a major pillar of overall customer service strategy, specifically in trouble "
the B2B space. According to survey respondents, only 2% of service ~ Director,
requests are currently generated through social media (Table 1 in Mid-Size North American
Chapter One). Less than 10% of organizations indicate that they actively Telecommunication Services
leverage platforms such as Twitter, Facebook, MySpace or even message Organization
boards and forums to connect with their customers.
With active interest, primarily from the Best-in-Class, in growing
customer communities, there are some indications of servicing
organizations beginning to look at social media platforms to provide
service. Twenty-one percent (21%) of Best-in-Class organizations indicate
that they plan to leverage Twitter as a customer support channel in the
next 12 to 24 months with 15% indicating their interest in the use of
company sponsored forums and message boards.
For the time being, the use of social media for service seems to have
gained a higher level of acceptance in the B2C space as evidenced by the
increasing use of Twitter by companies such as Comcast and Zappos. In
B2B service, servicing organizations are still developing their strategies as
to the best use of these platforms to drive efficient service delivery.


Page 20

Technology
The empowerment afforded by Best-in-Class organizations is also
attributable to their evaluation and utilization of a broad variety of solutions “We utilize an internal web
tool which our partners /
to strengthen multiple channels of service delivery. When looking at
employees use to have access
broader customer management solutions to oversee the entire customer to service bulletins and
lifecycle, these firms are significantly more likely to leverage customer technical support which has
relationship management (nearly two times as all others) or service been effective in boosting
management solutions (more than two times as all others) with contact contact center productivity.”
center management add-ons. Survey results are also beginning to reveal an
~ Management Member,
increased use of mobile CRM platforms, primarily by the Best-in-Class, to
Kyocera Mita European Service
enable mobile sales or service professionals to access and manage customer
accounts via their handheld devices.

Table 7: Solutions in Place
Percentage of Firms
Solution Reporting Solution in Place
CRM Solution with Contact Center
67% 38%
Management Functionality
Web-Based Self-Service Solution 48% 27%
Service Management Solution with Contact
48% 22%
Center Management Functionality
Service or Contact Center Analytics 42% 34%
Knowledge Management Solution 42% 23%
CTI/IVR and Contact Center Routing
39% 28%
Solutions
Mobile Messaging Platform 30% 11%
Stand-Alone Contact Center Management
30% 24%
Solution
Mobile CRM 21% 3%

In the contact center, nearly 40% of Best-in-Class firms leverage intelligent "We would like to expand our
call routing technologies to ensure that the customer is connected to the reach past the contact center
right level of support in the quickest possible manner. The use of these (i.e. web, SMS) in order to
solutions helps support pre-established escalation rules and protocols satisfy the needs of some of
adapted and leveraged by Best-in-Class organizations. our younger / internet savvy
customers who prefer to
On the non-contact center front and in parallel with the adoption of interact online as opposed to
multiple channels of service delivery, nearly 50% of Best-in-Class firms speaking to a person on the
leverage web-based self service portals and solutions for their customers. phone.”
These solutions are often powered by the information captured and stored ~ Don McNair, Senior Director
in customer management solutions as well as in the data made available via - Customer Interaction,
Knowledge Management platforms and solutions. As knowledge Yaskawa Electric North
management forms a vital component of the customer management America

Page 21

strategies of Best-in-Class organizations, 42% of leading organizations are
currently leveraging knowledge management solutions with another 18%
evaluating the use in the next 12 to 24 months.

Aberdeen Insights — Technology (Messaging)

Service organizations are also beginning to leverage Short Messaging
Service (SMS) as an effective communications platform to deliver
important information to their customers. Best-in-Class organizations are
nearly three-times as likely as all others to leverage mobile messaging
platforms and leverage messaging to deliver information such as product /
part shipment status or the status of scheduled service technicians to
their customers. The cost of message delivery is considered to be a
fraction of the cost of dispatching a service technician or following up
with a phone call, and messaging also offers the servicing organization
with a simple and efficient medium to reach a large base of customers in a
very short period of time.

Figure 6: Use of Messaging to Relay Information Regarding

Part/product shipment status 39%
23% "Confirmations are sent via
email and SMS, and readily
27% allow additions to people's
Product/softw are updates
22%
calendars for appointments. All
21%
back office or asynchronous
Service schedule and technician status completion of activities have
11%
confirmations going to people's
Complementary service/product offerings
18% email / SMS. We are working
6%
on SMS forms and simple smart
15%
phone apps for initiating service
Upcoming payments Best-in-Class
5% All Others
requests from handhelds /
phones."
0% 5% 10% 15% 20% 25% 30% 35% 40% 45%
~ Director,
Percentage of Respondents Mid-Size North American
Source: Aberdeen Group, September 2009 Telecommunication Services
Organization

Despite the significant adoption of customer management solutions by Best-
in-Class organizations, the current economic climate poses significant
challenges for other organizations in the acquisition of customer, knowledge
and other service management solutions. Thirty-seven percent (37%) of
organizations indicate that they are delaying the purchase of such solutions
with 15% claiming to delay deployment in the short-term. For the senior
service executives or joint taskforces of business owners and IT, primarily
responsible for the purchase of such solutions, total cost of ownership is
the most significant factor considered in the purchase of customer
management solutions. This is perhaps magnified in the current economic
climate. A great deal of interest is also paid to the resources and time


Page 22

required to insure effective integration of data collected with supporting
enterprise applications. A drawn out integration timeline can add a
significant cost burden to the adopting organization and further diminish the
ROI seen from such technology investments.

Figure 7: Solution Selection Framework

Total cost of ownership 46%

Integration capability with related enterprise
44%
systems

Out-of the box functionality provided 38%

Configurability of solution 30%

Usability of application 30%

"I’d say the [greatest benefit] is
0% 10% 20% 30% 40% 50% the automated customer
Percentage of Respondents, n=195 satisfaction survey that we add
at the close of a ticket. While
Note: respondents chose top four only a fraction of tickets result
Source: Aberdeen Group, September 2009 in a completed survey – the
feedback is more valuable
[than] raw ticket stats. Web
Performance Management and Organization based client contact centers
To accurately gauge the impact of investments in technology and of process allow for more of that feedback
or protocol changes, Best-in-Class service firms are looking to get a real- by making it easy to capture
time view of the performance of their service operations. As such, 42% the data without necessarily
report having made commitments to service or contact center analytics to bogging the customer down for
keep a close eye on their performance in key operational metrics such as a full survey."
first-call resolution rate, call abandonment rate as well as in key financial ~ Derek Hodovance,
metrics such as cost of support, overtime costs, NCVI, and overall Vice President - Operations,
profitability. To keep tabs on customer sentiment, 70% of Best-in-Class Unity Business Networks
firms report the frequent measurement of customer satisfaction and
retention. To aid in the capture of customer-specific metrics, two-thirds of
Best-in-Class organizations actively pursue the capture of customer
feedback after every customer service session in order to ascertain steps
that need to be taken to enrich the overall customer experience.


Page 23

Aberdeen Insights — Performance Management (ROI)

A real-time view of performance also enables the capture of "The customer management
solution has allowed our
improvements in KPIs attributable to investments in technology. The
customer facing associates to
ability to ascertain such ROI information can greatly assist the service get a better view of the
organizations in making investments in the right set of tools, specifically in customer. This includes
challenging economic climates. For example, Best-in-Class companies have demographics, access to all
seen significant improvements in call agent productivity and handling time customer transactions, and any
with the use of contact center management solutions. These organizations problems the customer has
are also able to unearth substantial returns from the use of self-service had. Since [implementation of]
and knowledge management solutions (Table 8). the technology we have seen an
increase of more than two
points in our annual customer
Table 8: Capturing the Returns
satisfaction survey, while
Avg. Change for Best- reducing or reallocating staffing
to other areas.”
in-Class with Use of
Solution ~ Don McNair,
Senior Director - Customer
With the Use of Contact Center Solution
Interaction,
(Embedded in CRM/Serv or Otherwise)
Yaskawa Electric North
Increase in Call Center Agent Productivity 18% America
Decrease in Call Handling Time 17%
With Knowledge Management Solution
Decrease in Calls Resulting in Dispatch 24%
Increase in Customer Satisfaction 26%
With Web Self-Service
Increase in Customer Satisfaction 19%
Decrease Total Contact Center Support Costs 10%

Systems and processes in place at Best-in-Class organizations are only
possible due to the commitment and presence of strong service
organizations that ultimately run as profit centers. This begins with the
existence of executive-level service leadership that oversees and has
visibility into all aspects of customer service as present at 79% of Best-in-
Class organizations and only 57% of all others. Service executives with profit
and loss responsibility of their service operations can take necessary steps
to ensure that the service organization is working to:
• Eliminate unnecessary processes and steps to customer issue
resolution
• Escalate vital customer service issues to the right channel of service
delivery
• Evaluate technology solutions to drive knowledge and efficiency in
the service organization

Page 24

• Empower front line support workers and customers with the right
information to ensure that service issues are resolved quickly and
effectively; and finally
• Educate both internal and external stakeholders on the use of
available channels and support structures. For example, 52% of
Best-in-Class organizations train their support staff on a frequent
basis so as to improve diagnosis, resolution and escalation
capabilities while leveraging the available tools and information. In
addition, 36% of Best-in-Class organizations (compared to 12% of all
others) support outreach and education campaigns to ensure that
their customers are aware on non contact-based service delivery
channels. This ensures that customers are aware of the support
capabilities available on the web and via other channels to address
all their service capabilities, which assists in driving down the burden
placed on more expensive resources in the support organization.
With a combined strategy that addresses the five E’s, it isn't surprising that
the Best-in-Class are the most efficient in the routing and resolution of
customer requests (Table 8), which is ultimately, reflected in improved
customer management, cost reduction and overall profitability numbers
(Table 2).

Table 9: Impact of the 5Es
Percentage of Service Requests that Could
Maturity Class Have Been Resolved by a Less Expensive
(and Available) Delivery Channel
Best-in-Class 24%
Industry Average 32%
Laggard 44%


Page 25

Chapter Three:
Required Actions
Whether a company is trying to move its performance in service delivery Fast Facts
and customer satisfaction from Laggard to Industry Average, or Industry √ 76% of Best-in-Class
Average to Best-in-Class, the following actions, generally encompassed in organizations capture
the five E framework illustrated earlier, will help spur the necessary performance data in real-
performance improvements: time compared to 36% of
Laggards
Laggard Steps to Success √ 45% of Best-in-Class
organizations have customer
Regardless of support channel leveraged, empowerment and education
and service information
form the basic structure that Laggard organizations can rely on to drive available across the
better visibility and performance in their service organizations. organization versus 31% of
• Empower support staff with real-time access to Laggards
information. Initial steps for Laggard organizations to boost their √ 79% of Best-in-Class
customer service performance revolve around improved organizations have a senior
information capture and availability. Currently only 36% indicate executive in charge of all
that they capture service and performance data in real-time when customer service divisions
(compared to 76% of the Best-in-Class) while only 31% indicate versus 59% of Laggards
making this data available across the organization. Seventy-three √ 36% of Best-in-Class
percent (73%) of Laggards indicate that the increased access to and organizations have
integration of service data is a key strategic action to be pursued in structured outreach and
the next 12 months. While an immediate jump from zero data education programs
access to real-time data support might be too large of an regarding the availability of
investment, these firms should consider a scalable roadmap of data multiple service delivery
availability to assist their support staff in improving issue resolution channels compared to 10%
capabilities. Initial steps could include improving access to past of Industry Average
customer service history or customer entitlements with a gradual organizations
move towards providing resolution practices and decision trees,
features that are a high priority for 31% of Laggard organizations.
• Continue to focus on empowerment with frequent training
and education for support staff. Forty-three percent (43%) of
Laggard organizations indicate that unnecessary field dispatches
continue to occur due to the lack of basic troubleshooting
information and data available at the initial line of support. Another
33% blame the occurrence of dispatches on inadequate training
provided to the support staff. Access to real-time data doesn't
materialize into improved customer service if the support team is
unaware of what to do with the data. Compared to 43% of Laggard
organizations, 52% of Best-in-Class firms focus on frequent training
and education programs to improve issue diagnosis, triage, and
resolution in the contact center or other non-field based channels
of support.
• Integrate all service departments under the leadership of a
service executive. Compared to 79% of Best-in-Class
organizations, only 59% of Laggards indicate having a single service

Page 26

executive in charge of all customer service activities. As such service
silos such as field service, contact center and web support are
managed as separate teams hindering the integration of customer "As the age of a majority of our
and service information across all delivery channels. In turn, this workers is more than 50, we
reduces the management of a customer relationship to a series of have found a huge gap in the
capture / retention of
isolated transactions and complicates the lifecycle management
experience with regards to
approach preferred by the Best-in-Class. This is further evidenced service and asset management.
by the fact that customer management solution purchases are most What is need is improved
likely to be by contact center managers at Laggard organizations as knowledge management for the
opposed to service executives at leading organizations - essentially workers and a focus on training
leading to the evaluation and acquisition of solutions in isolation from our leadership.”
without consideration made to the integration of data that resides
~Procurement Manager,
in individual systems. Forty-three percent (43%) of Laggards are
Southwestern Energy Company
actively considering the integration of all service departments under
a single service leader as a key strategic action in the next 12
months.
• Initiate standardized escalation procedures to eliminate
unnecessary transfers and to reduce resolution times. The
focus on standardized escalation processes and protocols evidenced
at Best-in-Class organizations is missing at the lower levels of the
Maturity framework with only 43% of Laggards indicating the
provision of these protocols to their support staffs when compared
to 73% of Best-in-Class. These protocols can greatly assist contact
center and other support staff in determining the optimal route to
follow to expeditiously and efficiently resolve a customer issue.
Without these protocols in place, customers at Laggard
organizations face numerous transfers, longer hold times and longer
overall resolution times. Lack of standardization could also mean
that a more expensive resource is relied upon to ultimately resolve
lower priority service issues, thereby further damaging service
margins.

Industry Average Steps to Success
• Educate customers on availability of non-contact center-
based support channels. There isn't a great deal of difference in
the use of non contact center-based support channels between
Best-in-Class and Industry Average firms. However, leading
organizations do a significantly better job in raising awareness to and
educating their customers on the availability on these support
channels. Only 10% of Industry Average organizations have formal
outreach and education programs in place regarding the existence
of multiple support channels when compared to 36% of Best-in-
Class organizations.
• Empower customers with better self-service information.
Fifty-one percent (51%) of Industry Average firms attribute the use
of less cost-effective service delivery channels on the lack of self-
service information available to customers. Nearly three quarters


Page 27

(74%) of these firms do indicate that the provision of self-service "The self help tools need to be
systems and information is a key strategic action to be undertaken easier and / or faster than
calling technical support,
in the next 12 months.
otherwise the client in not
• Start considering the revenue implications of customer incented to use them."
lifecycle management. Industry Average organizations place ~ Derek Hodovance,
significantly less importance on the revenue implications tied to Vice President - Operations,
excellent customer service and customer relationship management. Unity Business Networks
As such, these firms are less likely to provide their support staffs or
their customers with access to complementary product or service
offerings based on past usage or service history. Only 23% of
Industry Average firms provide their contact center agents with
information on complementary offerings when compared to 39% of
the Best-in-Class. In an economic climate where cost cutting
initiatives have been stretched to the maximum, identifying and
leveraging revenue growth opportunities through customer service
can greatly assist these organizations in raising their service margins
to the level of Best-in-Class.
• Equip contact center staff with improved customer
relationship management tools. The following capabilities are
those that are considerably relied on by Best-in-Class contact
center staff. Access to the following tools can greatly assist the
support staff at Industry Average organizations in raising the
efficiency of service delivery:
- Access to online and searchable resolution steps and decision
trees (61% of Best-in-Class versus 36% of Industry Average)
- Access to customer website usage/query history and other
customer interaction (39% of Best-in-Class versus 25% of Industry
Average)
- Ability to schedule field visit with direct insight into technician
availability (70% of Best-in-Class versus 26% of Industry Average)
- Access to customer entitlement information (55% of Best-in-Class
versus 37% of Industry Average)

Best-in-Class Steps to Success
• Continue to invest in consistency of service message across
all delivery channels. Fifty-five percent (55%) of Best-in-Class
firms are taking active steps to ensure the consistency of data and
information available across all service delivery channels. In fact, 30%
of these organizations have dedicated support teams that monitor
the service information available across all web-based support
channels. Inconsistent information can greatly mitigate the value on
cost-efficient service delivery channels as it can create confusion and
distrust in the minds of customers who will ultimately resort to a
phone call or demand a field visit for service issue resolution.


Page 28

• Customize customer content on online support channels. "[Our organization plans to
Online support portals offer the servicing organization with the improve by continuing] to bring
opportunity to inject a greater deal of customization in the overall the voice of the customer into
service experience. Twenty-one percent (21%) of Best-in-Class the organization. Understanding
firms are prioritizing the provision of customized service portals to the good, bad, and ugly of how
their customers in the next 12 to 24 months. These portals not we service them and then
only allow customers to view past service histories, troubleshoot provide the service team with
and resolve specific service issues, order required service parts or the tools that they need.
replacements, but also enable them to access similar customer Enhancing our knowledge base
information for our agents and
service requests or connect with other customers facing similar
customers will provide a
service issues so as to increase the amount of actionable service positive return. The jury is still
resolution available to the customer. out on how social media will be
integrated in our customer
Aberdeen Insights — Summary
support tools, but we will listen
to the customer to find out
With the focus being paid to multiple points of attack (as per the origin how we can support them in
of customer service requests), it should be noted that the customer this area.”
service organization is now equipped and has numerous avenues of
defense to ensure that all customer needs, no matter how large or small, ~ Don McNair,
are effectively and efficiently met. While all available channels of service Senior Director - Customer
Interaction,
delivery aren't ultimately applicable to all service firms and their
Yaskawa Electric North
customers, the key is to meet the customers in the forum where they
America
are comfortable and guide and educate them to the value of forums that
might offer a better, faster, and most importantly a successful customer
experience.


Page 29

Appendix A:
Research Methodology
Between August and September 2009, Aberdeen examined the experiences Study Focus
and intentions of more than 190 service and manufacturing enterprises in
the use and selection of non-field based service delivery channels. Responding service executives
completed an online survey
Aberdeen supplemented this online survey effort with interviews with select that included questions
survey respondents, gathering additional information on best practices in designed to determine the
customer request and relationship management, identifying desired contact following:
center and other support functionalities, and in understanding the resulting √ The degree to which various
benefits of investments in improved customer management capabilities support channels are
through a variety of service delivery channels. leveraged and the financial
implications of reliance on
Responding enterprises included the following: these channels
• Job title / function: The research sample included respondents with √ The structure and
the following job titles: C-Level executive (11%); Vice-President or effectiveness of existing
Director (36%); and Manager (31%). customer support
technology implementations
• Industry: The following industries had the largest representation in
the study: IT Services (13%); Medical Devices (12%); Finance, √ Current and planned use of
Banking and Insurance (11%); Manufacturing (11%); Office and tools, functionalities and
Computer Equipment (9%); and Telecom (9%). applications to aid service
processes
• Geography: The majority of respondents (60%) were from North
America. Remaining respondents were mostly from the Asia-Pacific √ The benefits, if any, that have
region (12%) and from EMEA (22%). been derived improved
customer service and
• Company size: Thirty percent (30%) of respondents were from large customer management
enterprises (annual revenues above US $1 billion); 32% were from initiatives.
midsize enterprises (annual revenues between $50 million and $1
The study aimed to identify
billion); and 38% of respondents were from small businesses (annual emerging best practices in
revenues of $50 million or less). support of customer service in
• Contact Center Headcount: Twenty-three percent (23%) of the contact center and other
respondents were from large service enterprises (contact center delivery channels, and to
provide a framework by which
agent headcount greater than 500); 23% were from midsize service
readers could assess and map
enterprises (contact center agent headcount between 50 and 500); their own customer service
and 56% of respondents were from small businesses (contact center management capabilities.
agent headcount less than 50).


Page 30

Table 10: The PACE Framework Key
Overview
Aberdeen applies a methodology to benchmark research that evaluates the business pressures, actions, capabilities,
and enablers (PACE) that indicate corporate behavior in specific business processes. These terms are defined as
follows:
Pressures — external forces that impact an organization’s market position, competitiveness, or business
operations (e.g., economic, political and regulatory, technology, changing customer preferences, competitive)
Actions — the strategic approaches that an organization takes in response to industry pressures (e.g., align the
corporate business model to leverage industry opportunities, such as product / service strategy, target markets,
financial strategy, go-to-market, and sales strategy)
Capabilities — the business process competencies required to execute corporate strategy (e.g., skilled people,
brand, market positioning, viable products / services, ecosystem partners, financing)
Enablers — the key functionality of technology solutions required to support the organization’s enabling business
practices (e.g., development platform, applications, network connectivity, user interface, training and support,
partner interfaces, data cleansing, and management)

Table 11: The Competitive Framework Key
Overview

The Aberdeen Competitive Framework defines enterprises In the following categories:
as falling into one of the following three levels of practices Process — What is the scope of process
and performance: standardization? What is the efficiency and
Best-in-Class (20%) — Practices that are the best effectiveness of this process?
currently being employed and are significantly superior to Organization — How is your company currently
the Industry Average, and result in the top industry organized to manage and optimize this particular
performance. process?
Industry Average (50%) — Practices that represent the Knowledge — What visibility do you have into key
average or norm, and result in average industry data and intelligence required to manage this process?
performance. Technology — What level of automation have you
Laggards (30%) — Practices that are significantly behind used to support this process? How is this automation
the average of the industry, and result in below average integrated and aligned?
performance. Performance — What do you measure? How
frequently? What’s your actual performance?

Table 12: The Relationship Between PACE and the Competitive Framework
PACE and the Competitive Framework – How They Interact
Aberdeen research indicates that companies that identify the most influential pressures and take the most
transformational and effective actions are most likely to achieve superior performance. The level of competitive
performance that a company achieves is strongly determined by the PACE choices that they make and how well they
execute those decisions.


Page 31

Appendix B:
Related Aberdeen Research
Related Aberdeen research that forms a companion or reference to this
report includes:
• Driving Self-Service Into the Call Center; May 2007
• Industry Best Practices in Service Contact Centers; March 2007
• Size Matters in Product Center Call Center Performance; December
2006
• Consumer Products, Telco/Utilities Boast Top Call Centers; December
2006
• Shoring Up the Front Lines of Product Service; The Call Center;
September 2006
Information on these and any other Aberdeen publications can be found at
www.aberdeen.com.

Author: Sumair Dutta, Senior Research Analyst, Strategic Service
Management, (sumair.dutta@aberdeen.com);
Since 1988, Aberdeen's research has been helping corporations worldwide become Best-in-Class. Having
benchmarked the performance of more than 644,000 companies, Aberdeen is uniquely positioned to provide
organizations with the facts that matter — the facts that enable companies to get ahead and drive results. That's why
our research is relied on by more than 2.2 million readers in over 40 countries, 90% of the Fortune 1,000, and 93% of
the Technology 500.

As a Harte-Hanks Company, Aberdeen plays a key role of putting content in context for the global direct and targeted
marketing company. Aberdeen's analytical and independent view of the "customer optimization" process of Harte-
Hanks (Information – Opportunity – Insight – Engagement – Interaction) extends the client value and accentuates the
strategic role Harte-Hanks brings to the market. For additional information, visit Aberdeen http://www.aberdeen.com
or call (617) 723-7890, or to learn more about Harte-Hanks, call (800) 456-9748 or go to http://www.harte-hanks.com.

This document is the result of primary research performed by Aberdeen Group. Aberdeen Group's methodologies
provide for objective fact-based research and represent the best analysis available at the time of publication. Unless
otherwise noted, the entire contents of this publication are copyrighted by Aberdeen Group, Inc. and may not be
reproduced, distributed, archived, or transmitted in any form or by any means without prior written consent by
Aberdeen Group, Inc. (071309b)


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