Customer service as a function is one of the key elements within overall customer experience, providing help, support and advice to customers across the customer journey touchpoints of researching, trialling, buying, installing, using, renewing or leaving.
The majority of customers today make multi-channel journeys trying to resolve their issues through digital channels before reaching out to a human over the phone or using chat, social media or messaging. Reaching out to a person usually means the issue is likely to be a more complex and high effort experience for the customer. In this context, the customer experience will essentially come down to the ease with which customers have their issue resolved in manner that satisfies their requirements.
While NPS plays a central role in competitor, relationship and customer journey surveys we ask whether it makes sense to rely on it for transactional (post interaction) surveys where measuring the level of ease or effort in addition to qualitative verbatim feedback has the potential to offer more insight on where improvements need to be made.
This report provides an overview of a series of performance and quality metrics used by telecom operators to manage operational performance, and gauge the quality of customer experiences across journey touchpoints.
Network operators can utilise the examples of others’ approach to measuring and reporting the effectiveness of their customer service function as input to their own improvement programmes.
Companies: Verizon, Clarabridge, MTS, EIR, Digi, T-Mobile USA, MegaFon, Celcom, Vodafone, Liberty Global, Vimla, Telenor, Giffgaff,
Countries: USA, Sweden, UK, Russia, Malaysia,
Keywords: Measuring Effort, Average Response Time, Contact Centre intelligence, Call Deflection, CSAT, Customer Support Philosophy, COntact Centre Metrics, Time to Repair, Contact Centre Metrics, Chat, Customer Effort Score, Number of Repeats, Customer Service, FCR, rNPS, Support Costs, Voice of the Customer Programme, CX Metrics, Messaging Service Channel, Net Promoter Score, Self-Service, Competitor NPS, Chatbot, Text Analysis, Average Handle Time, NPS, Contact Centre, CX Program, Transactional Survey, Abandon Rate, AHT, Verbatim Analysis, Customer Pain points, Social Media Sentiment, Meaningful connection score, Customer Satisfaction Metrics, Relationship NPS, Customer Experience Programme, Contact Centre Analytics, Artificial Intelligence, Voice to Text, Situational IVR, tNPS, TTR, Call Centre, Journet Touchpoints, CES, Biometric voice-recognition, First Call Resolution, Transaction NPS, Customer Satisfaction, Voice Verbatim, Customer Journey, TOBi Chatbot, Journey Survey, VoC Programme,
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1 |
Overview |
1 |
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2 |
Introduction |
2 |
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2.1 |
Customer Service as part of the Customer Experience |
2 |
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2.2 |
Report Content |
3 |
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2.3 |
Currency and Conversions |
4 |
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2.4 |
Further Questions and Feedback |
4 |
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3 |
Customer Service/Contact Centre KPIs |
5 |
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3.1 |
The Contact Centre – An Escalation Touchpoint |
5 |
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3.2 |
Measuring Productivity and Quality |
5 |
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3.3 |
Productivity Measures |
5 |
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3.3.1 |
Average Response Time/Time to First Response |
5 |
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3.3.2 |
Average Handle Time (AHT) |
6 |
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3.3.3 |
First Call/Contact Resolution (FCR) |
6 |
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3.3.4 |
Closed Conversations Per Hour (CCPH)/Calls Per Hour (CPH) |
7 |
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3.3.5 |
Time to Repair (TTR) With CSAT and Effort |
7 |
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3.3.6 |
Employee Engagement |
8 |
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3.3.7 |
Support Costs |
8 |
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3.3.8 |
Other Productivity Measures |
8 |
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3.4 |
Quality and Customer Experience Measures |
9 |
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3.4.1 |
CSAT |
9 |
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3.4.2 |
NPS |
9 |
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3.4.3 |
Customer Effort Score (CES) |
11 |
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3.4.4 |
Selecting and Using Multiple Tools |
11 |
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3.4.5 |
NPS, and Social Media Sentiment |
13 |
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3.5 |
Contact Centre Intelligence and Text Analysis |
14 |
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3.5.1 |
Call Deflection Opportunities |
16 |
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3.5.2 |
Call Length Reduction |
16 |
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3.5.3 |
Agent Performance Monitoring |
16 |
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3.5.4 |
Utilising Low Cost Channels |
17 |
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4 |
Case Examples |
18 |
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4.1 |
Introduction |
18 |
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4.2 |
European Insurer |
18 |
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4.3 |
Verizon Wireless USA |
18 |
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4.3.1 |
Utilising Contact Centre Analytics |
18 |
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4.3.2 |
After Call Voice Verbatims and Identification of Pain Points |
20 |
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4.3.3 |
Analytics for New Product Development |
20 |
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4.3.4 |
Best Practice and Resolving New Product Introduction Issues |
21 |
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4.3.5 |
Full Presentation |
22 |
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4.4 |
Celcom Malaysia |
22 |
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4.4.1 |
Applying AI to Survey Data |
22 |
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4.4.2 |
Artificial Intelligence and Chatbots |
25 |
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4.4.3 |
Full Celcom Presentation |
26 |
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4.5 |
Vodafone |
27 |
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4.5.1 |
Transactional NPS and Customer Satisfaction Survey |
27 |
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4.5.2 |
Vodafone UK Customer Satisfaction Improvement Measures |
30 |
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4.6 |
MegaFon Russia |
32 |
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4.6.1 |
Customer Service Standards and Move to AI |
32 |
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4.6.2 |
ELENA – Voice Virtual Assistant and Situational IVR |
33 |
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4.6.3 |
Messaging/Chat Capabilities With Telegram Service Channel |
34 |
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4.6.4 |
Retail Improvement – Sharing Best Practice/Mystery Shopping |
34 |
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5 |
MVNOs With Innovative Service Models |
35 |
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5.1 |
Vimla Sweden |
35 |
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5.1.1 |
Customer Support Measurement |
35 |
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5.1.2 |
Innovative Support Team and Company Philosophy |
37 |
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5.1.3 |
Sports Team Mentality |
39 |
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5.2 |
giffgaff UK |
39 |
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6 |
Key Findings |
42 |
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7 |
Recommendations |
46 |
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Appendix – Feedback Questions |
48 |
