Making Your Call Center the Focal Point of the Voice of the Customer

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Making Your Call Center the Focal Point of the Voice of the Customer

Making Your Call Center the Focal Point of the Voice of the Customer

Call center data is viewed by most marketing and senior executives as being atypical and therefore not important as a voice of the customer. When properly packaged and combined with other data and then converted into revenue implications, call center data can become the keystone for the whole VOC process. This presentation will teach you how to extrapolate your data to the marketplace as a whole and convert it into financial implications that the CFO will accept, thereby making the call center the owner of the VOC process.

Topics of discussion will include:
Outlining the basic methodology for the VOC

Implementing the methodology for the VOC process

Turning call center data findings into revenue

Jackie Laser
Assistant Vice President of the Contact Center
Mackenzie Financial Corporation

Jackie has been employed by Mackenzie Financial Corporation for the past 15 years. Mackenzie Financial Corporation is a multi-faceted investment management and financial services corporation whose core business is the management of mutual funds on behalf of North American investors. Jackie is currently the Assistant Vice President of the Contact Center and has worked in that capacity for 2 1/2 years. Since starting out as a Customer Service Representative in 1989 she has held different positions within the company on both the service and operational sides of the business.

9:50 ?? Revamping Your Incentive Programs: Identifying What Incentives Truly Motivate Your Agents

What do your agents really want? Is it money, recognition, gift certificates? All of these things are nice, but, they may also be looking for empowerment, education, or possibly more challenging work. Not traditionally thought of as incentives these tools can be very powerful in satisfying your agents and getting top notch quality performance.

Topics covered are:
Understanding what to incent

Are traditional incentives pass???

How coaching, empowerment, and more work can be excellent incentives

Beth Marchetti
Customer Service Manager ?C Swedesboro Division
Cardinal Health

Beth Marchetti is the Customer Service Manager for the Swedesboro Division of Cardinal Health, a world wide leader in the health care industry. With over 14 years of Customer Service Management experience, Beth has been the Customer Service Manager in the Cardinal Health Swedesboro division of Pharmaceutical Distribution for the past 7 months. She oversees the inbound call center and the Inside Sales group and has been charged with bringing technology changes to the department and career pathing and incentive programs to the Customer Service staff.
10:40 ?? Morning Break and Exhibit Viewing
11:10 ?? Reducing Turnover and Absenteeism in Your Call Center to Create a More Productive Environment

Are agent turnover and absenteeism increasing your total operational expense? Are the costs of recruiting and training new agents skyrocketing? Do your agents feel like they are unfairly compensated for their efforts? Have you ever wondered what it would be like to have a self-motivated team of agents coming to work everyday? Come learn more about how Wyndham has addressed these challenges and others to increase productivity, and ultimately bookings, in its reservation centers.

Topics covered include:
Recruiting and hiring the right agents

Continually training and coaching the agents to succeed

Implementing a compensation program to achieve desired results for your company and the agents

Providing agents with daily metrics to measure their performance and compensation

Implementing a continuous improvement program

David Mussa
VP of Reservations
Wyndham International

David Mussa serves as Vice President of Reservations for Wyndham Hotels and Resorts overseeing and managing the company's central reservations office and global distribution channel relationships and connectivity. David is also responsible for establishing and implementing integrated reservations processes and technologies throughout all Wyndham property reservations offices and regional call centers.
12:00 ?? Awards Luncheon

Presentation of

1:35 ?? Utilizing Workforce Management to Streamline Staffing in Your Call Center

This session will focus on the practical application of the workforce management tool in the MassMutual Financial Group Enterprise Shared Services Call Centers. You will hear how flexible scheduling can be used to optimize service delivery. Participants will also gain a greater understanding of the importance of linking their long-term planning into their real-time management of their operation.

In this session you will learn how to:
Identify the value of a Workforce Management tool in capacity planning

Identify how flexible scheduling creates efficiency and optimizes service levels

Reduce operating costs by having people where and when you need them

Foster associate awareness of their impact to the bigger picture

Link long-term, short-term, and real-time forecasting into an effective game plan

Debbie Cote
Director Retirement Services Call Center
MassMutual

Debbie Cote is a Director of the Enterprise Shared Services Retirement Services Call Center at MassMutual Financial Group (MMFG). In this assignment, she is responsible for overseeing all aspects of the operation in this dynamic environment.

Heath Durocher
Director Workforce Management Group
MassMutual Financial Group

Heath Durocher is the Director of the Enterprise Shared Services Workforce Management Group at MassMutual Financial Group (MMFG). Heath is responsible for overseeing call forecasting, staffing and scheduling for the Life, Annuity, Disability, and Retirement Services Call Centers. The group also oversees the creation and administration of call metrics reporting vital to helping each business achieve its goals.
2:25 ?? Ensuring Your Contact Center Technology Works for You, Not Against You ?C A Case Study on HealthNet

Sponsored by:

Ideally, contact center technology should make customers happier and agents more productive. But in many contact centers, that's clearly not the case, as poorly designed or implemented systems actually slow service, frustrate customers and agents, and increase operating costs. This case study session will highlight how HealthNet uses voice application management to proactively identify, repair and avoid common technology issues that adversely affect contact center operations, including slow or inaccurate screen pops, dropped or misrouted calls, speech recognition failures, and failed database queries.

Participants will:
Learn the impact that IT problems can have on customers and agents in terms of customer satisfaction and lost revenue opportunities

Learn the causes of common IT issues, including slow screen pops and dropped, misrouted calls, or lack of self-service information

Learn best practices for proactive prevention and early detection of technical issues before they become noticeable to customers

Leave with actionable advice on improving the end-to-end performance of their own voice applications and contact center technology infrastructure and applications

Ken Maupin
Senior IVR Project Manager
HealthNet

Nathan David
Director - Product Management, Contact Center Enterprise Group
Empirix Inc.

End of Track

3:05 ?? End of Main Conference

8:55 ?? Chairperson's Address

9:00 ?? Linking CSR Performance and Corporate Strategy with Quantifiable Metrics

Choosing the most accurate metrics to improve performance of your CSRs is critical to increasing productivity and effectiveness for your corporate strategy. Without the right employees your success can decline or greatly increase. In this session you will hear how to best align your metrics to meet your goals, and how to best improve CSR performance to drive business.

Topics of discussion include:
Defining your key performance indicators

Identifying the most effective methods of measuring performance

Monitoring performance metrics to increase effectiveness

Robin Noma'aea
Director, Contact Centers
Caesars Entertainment

With 16 years of experience in hotel operations, Robin's career success and expertise is in performance execution. Robin will share the disciplines of how to move your operation from identifying and taking ownership of top company goals to then cascading them down to the frontline without losing commitment or clarity.

9:50 ?? Developing and Utilizing Metrics to Drive Customer Strategies and the Customer Experience

Total customer experience is the accumulation of the impression that customers gather as they move through a company's customer lifecycle. Customer loyalty is the measure of how well a company meets customer expectations across the customer lifecycle. Customer loyalty can be measured through a survey process that defines overall satisfaction, willingness to repurchase and willingness to recommend to others.

Topics of discussion will include:
Identifying key performance drivers through metrics to increase quality

What it takes to fulfill all your customers needs

How to best train your CSRs to better serve your customers

Kim Mims
Manager, Total Customer Experience
HP

Kim Mims is the manager of Total Customer Experience for HP. In this assignment, she leads efforts in utilizing quality focused methodologies to develop monthly and quarterly comprehensive reports which identify customer priorities across the Americas. Additionally, she is responsible for complaint management call centers located in Texas, Georgia, California, Idaho and Costa Rica. Kim recently transitioned a complaint management call center from the United States to Central America.
10:40 ?? Morning Break and Exhibit Viewing
11:10 ?? A Step-by-Step Guide to Measuring Customer Satisfaction

Nobody will dispute that measuring customer satisfaction is definitely a worthwhile task, but how do you gain the greatest value from your investment? Frito-Lay, Inc. utilizes a combination of in depth telephone interviews, coupled with a comprehensive mystery caller program, to document the contributions of its department and gain insight into what improvements will provide the greatest return. Furthermore, its customer satisfaction measurement process has provided a great tool for evaluating and motivating its representatives.

Learnings will include how Frito-Lay:
Assigns an actual dollar value to its call center

Evaluates the fulfillment it sends out to consumers

Benchmarks its call center's performance against other prominent companies

Gains insights into what improvements should be made based on direct customer feedback

Cathy Dial
Director, Consumer Affairs
Frito-Lay, Inc.

Cathy Dial has over 20 years of operations management experience in the field of customer care with Frito-Lay, Pepsi-Cola, Atari and Polaroid. Cathy joined Frito-Lay in 1995 and is Director of Consumer Affairs where she manages the consumer response contact center. The center has a staff of 50 customer care professionals handling over 500,00 consumer contacts annually.

Richard Shapiro
President
The Center For Client Retention

Richard is president and founder of The Center For Client Retention. He is a highly regarded leader in the areas of customer satisfaction and loyalty. His firm designs and conducts state-of-the-art satisfaction / loyalty measurement systems for numerous Fortune 500 companies.
12:00 ?? Awards Luncheon

Presentation of

1:35 ?? Utilizing Six Sigma to Improve Performance and Efficiency in Your Call Center

Six Sigma is a business philosophy and process improvement methodology that employs a client-centric, fact-based approach to reduce process variation in order to dramatically improve client satisfaction, increase shareholder value and strengthen employee commitment. Participants will hear how Merrill Lynch has utilized the Six Sigma approach to identify opportunities to increase service quality and improve operating efficiencies. Participants will acquire best practices on new hire preparation as well as the importance of placing emphasis on call metric adherence to create an environment of performance excellence. Through the integration of Six Sigma into its business model, all participants will have the opportunity to build upon the client experience through improved new hire call metric statistics ?C duration resulting in the creation of cost efficiencies and empowered employees.

Jannine P. Vitelli
Director, Financial Relationship Services
As Director of Merrill Lynch's Service Utility, Jannine Vitelli manages the 24 x 7 Hopewell location consisting of telephony and web enabled services through a multisite service strategy. Financial Relationship Services handles approximately 15 million calls annually, via 1 800 MERRILL, on the firm's retail products and services.

Greg Allex
Director, Six Sigma
Greg began his Merrill Lynch career in April 1993 upon receiving a BS degree in Marketing from the Pennsylvania State University. Throughout his tenure, Greg has held various positions in Marketing, Finance, Technology and Services. Prior to joining Six Sigma, Greg served as a manager for the Merrill Lynch Direct call center. In April 2001, he was selected to become a Six Sigma Black Belt and was promoted to Six Sigma Deployment Manager in November 2001 where he coordinated the launch of Six Sigma across Global Private Client.

2:25 ?? Benchmarking the Customer Experience to Improve Service Quality

Selecting the right metrics, establishing goals and monitoring performance to improve service quality is a key to improving your call center and achieving goals. By attending this session, you will learn techniques and processes to improve customer service, leading to increased customer retention. By benchmarking your customer's experience you can improve the quality at which you are able to deliver to them.

Topics of discussion will include:
Key metrics that drive better performance

Linking key metrics to improve service quality

Best practices for achieving the highest customer service levels

Beverly Mitchell
Call Center Manager
SunTrust Bank

Beverly Mitchell is a First Vice President with SunTrust Bank, Manager of the Atlanta Client Contact Center. She has twenty years of banking experience, and has spent the past 5 years with SunTrust's Contact Center management team. Beverly's experience includes contact center development and management, service quality/process improvement, retail/branch banking, marketing and communications and training and development. Beverly is also responsible for developing the process currently used by SunTrust to measure service quality from the customer's perspective.

End of Track

3:05 ?? End of Main Conference

Track C: Strategies and Tools

8:55 ?? Chairperson's Address

9:00 ?? Best Practices in Creating a Customer Service Outsourcing Program

Caterpillar Financial, a $2 billion subsidiary of Caterpillar, Inc, a $30 billion Fortune 50 company, developed a private label credit card in 2004 for its customer base to utilize at Caterpillar Dealers nationwide. In the process of this development, the decision was reached to outsource the customer service and collection functions. This presentation will highlight the strategies and issues involved in starting and partnering in outsourcing a new customer service organization.

Topics of discussion will include:
Path to a decision

Why Outsource?

The service level agreement and statement of work

User acceptance and pilot

Looking back & moving forward

Michael Maffei
Manager of Customer Service
Michael Maffei is the Manager of Customer Service for Caterpillar Financials Private Label Credit Card called the AccessAccount. In this assignment, he leads the company's efforts in managing customer service and collections. Primarily responsibility is leveraging and managing the outsourcing relationship with EDS. Prior to Caterpillar, Maffei served as Senior Director of Client Services for Sykes Inc in Tampa, Florida.

9:50 ?? Improving the Customer Experience with a Virtual Call Center

McKesson Health Solutions has over 500 agents (Registered Nurses) in 6 physical locations throughout North America. Starting in late 2003, McKesson started a program of enabling its staff to work from home rather than having to drive into the call center. The program has been a huge success from a recruiting and retention point of view and turnover has dropped by 85%. In addition to this improvement, McKesson has been able to significantly reduce its operating expenses while improving morale and improving the environment. This session will cover the issues around transitioning from a brick & mortar model to a blended Virtual model using work at home and traditional call centers.

Topics of discussion will include:
Increasing employee retention

Reducing operating expenses

Improving the morale of your contact center

Michael Modiz
Vice President of Operations & Strategic Projects
McKesson Health Solutions

Mr. Modiz oversees McKesson's North American clinical call center operations and a wide range of strategic projects for McKesson including activities related to Specialty Pharma, strategic partners and relationship management. McKesson runs multiple clinical call center operations in North America linked as a virtual network (Sacramento, Denver, Chicago, Jackson, Westlake & San Juan) and has expanded the virtual network to include athome nurse and non-nurse agents.
10:40 ?? Morning Break and Exhibit Viewing
11:10 ?? Integration of Technology in Today's Call Center