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EVENT GUIDE The only joined-up customer experience event to drive customer and employee engagement solutions, performance and profitability

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Customer Engagement Summit 2013

Welcome A warm welcome to the second Customer Engagement Summit, the only joined-up customer experience event to drive successful customer and employee engagement strategies for organisations looking to improve customer retention, loyalty, and business performance and profitability The Summit includes world class case studies, presentations from leading practitioners, economists and academics from around the globe, panel discussions and top notch opportunities for high level networking with peers including a networking party and dose of entertainment thrown in for good measure.

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The Summit is effectively a ‘mash-up’ - and much, much more - of the content of our hugely successful series of Directors Forums that have run over the past three years. The changing dynamic of the relationship between organisations, their employees and more especially their customers is already well documented. The pace of that change is being accelerated further by the proliferation of channels our customers are operating across and the fact they are more likely to voice their opinions - increasingly to each other - on how we engage them across those channels than ever before.

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For the first time in history our customers and our employees have access to better technology than the organisations who serve them – the key question now is what do we do about it? Organisations must think long and hard about how their internal silos are impacting on their customer relationships. We need to cut across those silos where possible to focus on the needs of our customers. Yes HR does indeed need to be talking to marketing. We are now operating in a truly omnichannel business environment and we have to be where our customers are and offer them relevant and seamless service across those channels – otherwise believe you me they will find an organisation that does! Delegates today will enjoy a whole host of world class case studies from organisations who are getting their customer and employee engagement strategies right. The mouth-watering case study roster for today’s Summit includes Lego, Lloyds Banking Group, Argos, BT Retail, Carnival UK, Nationwide, Lebara, Boots UK, O2, BSkyB, LV=, Siemens and Norfolk County Council. The chief aim of our Summit is for delegates to go back to their organisations armed with all the tools, strategies and techniques they need to deliver successful employee and customer engagement strategies over the long term for sustainable competitive advantage. Have a great day. Steve Hurst, Editorial Director Engage Customer

The Customer Engagement Summit is organised by Engage Customer. Join engagecustomer.com (free membership) and receive Latest News and Features, Weekly Newsletter, Engage Customer, Invitations to Directors Forums, Summits and more. Editorial Director: Steve Hurst: steve@engagecustomer.com Managing Director Chris Wood: chris@engagecustomer.com Sales Director Nick Rust: nick@engagecustomer.com

Contents 4

Floor Plan

5

Agenda Summary

6 - 12

Itinerary

13 -16

Sponsors/Exhibitors

18-19

Social business future

21

Wearables, tablets, M2M

23, 25

TalkTalk outsourcing

27

Customer authenticity gap

28, 29

The Peer Awards 2014

30

No insight - no customers!

31

Engage Customer in 2014

Event Operations: Fiona Parker Design: Jason Appleby Editorial Advisory Board: Dr Guy Fielding, Richard Sedley, Rod Butcher, Hugh Griffiths, Marcus Hickman, Karine Del Moro, David Cottam, James Rapinac, Crispin Manners, Professor Moira Clarke, Professor Katie Truss, Mike Havard

3


Customer Engagement Summit 2013

Floor plan Beatrice 1 Stage 12

11

10

Closing Keynote & Party

13

Catering

14

Beatrice, Victoria & Victoria Lobby 9

Victoria 2

8 7

Victoria 1

15

6

Beatrice 2 5

Speakers Area

4

3

Entrance

Catering

Entrance

Registration

Business Centre

Lifts

2 Toilets

1 Cloakroom Stairs to Reception

To Lift

Stand Numbers

4

1

Customer Engagement Peer Awards

5

Call Centre Management Association

10 ONVA

2

Engage Customer

6

eDigitalResearch

12 Stage - Closing Keynote & Party

3

Professional Planning Forum

7

eGain

13 Interactive Intelligence

4

Brand Biology

8

Nunwood

14 Thunderhead.com

9

Confirmit

15 Ember Services

11 Nuance


Agenda Summary Plenary Keynotes: Victoria 1 & 2 08:00

Registration and Coffee

09:00

Welcome - Mike Havard, Summit Chairman, Director, Ember Services

09:10

Economy Keynote - Anthony Hilton, Senior Business Commentator, Evening Standard & The Independent

09:40

Customer Engagement Keynote: Bigger than the Internet - Morris Pentel, CEO, Customer Experience Foundation

10:10

Keynote Case Study/Live Performance, Virgin Media “Grumpy tech meets grumpy customer: this can’t end well… or can it?” Jill Dean, CEO, Brand Biology. Suzie Carr, Head of Talent, Performance & Engagement, Virgin Media

10:40

Coffee

Stream 2: Victoria 2

Stream 1: Victoria 1 11:00

Chaired by Mike Havard

Chaired by Crispin Manners

Evolution of the Voice of the Customer

Customer Engagement in Retail & Financial Services

The VOC imperative and landscape Jeremy Cox, Principal Analyst - Customer Engagement, Enterprise Solutions, Ovum

11:20

BT Retail Case Study: From Service to Loyalty Joanna Howard, General Manager, BT Retail

11:40

The DNA of Great Customer Experiences Phil Rushfirth, Managing Director, Nunwood

11:00

LV= Case Study: Put People First to Prosper Peter Sinden, Director of Sales and Service, LV=

11:20

Argos Case Study Perry Price, Head of Customer Operations, Argos

11:40

12:00

Lloyds Bank Case Study: Effective Root Cause Analysis for Business and Regulatory Success Martin Dodd, Customer Services Director, Lloyds Banking Group Easier said than done? Just how effortless can self-service become? Sebastian Reeve, Director Product Management & Marketing EMEA , Nuance

12:00

How to make big companies behave like little companies Derek Eccleston, Commercial Director, eDigitalResearch

12:20

Q&A

12:20

Q&A

12:30

Lunch

12:30

Lunch

Workshop: Victoria 2 12:45 ‘Is aiming for superior service really worth it?’ ….Hear from the winners of the 2013 Contact Centre World Awards - 13:15 Mike Havard, Summit Chairman, Director, Ember Services Les Blacker, Site Director, HGS Preston (home to the award winning TalkTalk Retention and Loyalty Centre of Excellence)

Customer Engagement in Contact Centres 13:30

Lebara Case Study: European Call Centre of the Year, 2012 & 2013 Matt Kemp, Director of Customer Services & Anija Obmann, Head of Training, Lebara

13:55

Nationwide Case Study: The View from Both Lenses Amanda Reynolds, Head of Employee and Customer Engagement, Nationwide BS

14:20

Customer Engagement – Getting the Technology Foundations Right Conrad Simpson, Director, Interactive Intelligence

14:45

Q&A Chaired by Duncan White, MD, Horizon2

15:00

Coffee

Omnichannel Customer Engagement 15:20

Super Agent 2020: The Future of the Contact Centre in an Age of Customer Autonomy Dr. Nicola Millard, Futurologist, BT

15:40

How to achieve Excellence for Customers Joe Goasdoué, Chief Executive, The British Quality Foundation

16:00

BSkyB Case Study: Using mobile to drive better cross channel engagement Lyndal Newman, Head of Marketing for The Cloud, BskyB

16:20

A shift towards meaningful engagement Darren Loveday, Product owner, Thunderhead.com

16:45

Q&A Chaired by Ben Stockman, Social Media Specialist

Employee & Customer Engagement 13:30

Evidence of the Linkages Between Employee Engagement and Performance Bruce Rayton, Author of 'Nailing the Evidence', MBA Director, University of Bath

13:55

Carnival UK Case Study: Engaging Our People & Partners to Ridiculously Exceed Customer Expectations Gerard Tempest, Chief Commercial Officer & Jeremy Tait, Insight Director, Carnival UK

14:20

Lego Case Study, ‘The Learning Curve’ - The Evolution of LEGO Service from 2009-2013 Sophie Patrikios, Senior Director Customer Service, Lego

14:45

Q&A Chaired by Paul Smedley, Founder and Chair, Professional Planning Forum

15:00

Coffee

Customer Engagement in Public Sector & Utilities 15:20

Norfolk County Council Case Study: How the continuous use of daily customer interactions helps drive service change and improvement and savings Joanna Hannam, Head of Customer Services and Communication, Norfolk County Council

15:50

‘Voice of the Customer’ at Affinity Water Morag Kent, Marketing Manager, Affinity Water

16:20

Three Ways to Realise the Transformation Opportunity: Case Studies from the Utility and Public Sectors Simon Foot, Principal Consultant, Ember Services

16:45

Q&A

Closing Keynote & Networking Party: Beatrice 1 - Stage 17:05

Closing Keynote - Ben Page, Chief Executive, Ipsos MORI

17:30

Networking Party and iPad Draw - Sponsored by HGS 5


Customer Engagement Summit 2013

Itinerary 08:00

Registration and Coffee

Plenary Keynotes - Victoria 1 & 2 09:00

Welcome Mike Havard, Summit Chairman, Director, Ember Services Mike has 25+ years in customer management strategy and operational delivery, with organisations including BT, TDG and Sitel. In 1998 he founded CM Insight, which became the market leader in customer management consulting and analytics, working on transformation assignments with champion brands worldwide. Mike works closely with many of the industry bodies and is an Honorary Life Fellow of the IDM.

09:10

Economy Keynote Anthony Hilton, Senior Business Commentator, Evening Standard & The Independent ,

innovations in technology over the last 25 years winning a number of prizes. he has managed projects valued in hundreds of millions and been involved in a number of high profile service deliveries on a national scale. He has influenced technology design and best practice for the delivery of contact technologies for nearly a quarter of a century. He is the originator of Graphical Contact Routing in 2012. He has hosted and spoken at numerous events and had many articles published across the world. He is regarded as a leading thinker in business science pioneering both the cost modelling of customer experience and the use of social media. He is the founder and current chairman of the Customer Experience Foundation and is also the head of the Institute of Contact Sciences and the Contact Foundation. He held the chair of business science at the Institute of Contact Science and was professor of business science at UOC. He now runs the Customer Experience Foundations education programme and is also a guest lecturer at several universities & other institutions like AIU in London.

10:10

The economic, financial and business scene and the challenges for business Anthony Hilton is Financial Editor of the Evening Standard and a Wincott Financial Journalist of the Year. An author, broadcaster and lecturer, he has also served as a non-executive Director of insurance and publishing companies. He is also a columnist for The Independent writing on business and policy. Joining Fleet Street as a trainee on the Guardian, Anthony served in New York as Business Correspondent for the London Sunday Times and City Editor of The Times before joining the Standard.

Keynote Case Study/Live Performance, Virgin Media: “Grumpy tech meets grumpy customer: this can’t end well… or can it?” Jill Dean, CEO, Brand Biology Suzie Carr, Head of Talent, Performance & Engagement, Virgin Media

Virgin is a strong brand with an equally strong brand promise. But Virgin Media faced some very real challenges trying to assimilate three separate cultures into one, and show everyone how to do things the “Virgin” way. Their success didn’t happen overnight. Suzie and Jill will talk you through the steps taken to bring to life Virgin’s philosophy of ‘great people, connected to delighted customers, connected to great business results’. Jill Dean is CEO and co-founder of Brand Biology Ltd (formerly Power Train (UK) Ltd), a brand experience and behavioural change consultancy specialising in the delivery of ground-breaking programmes that bring brands to life, changing behaviours and cultures by winning hearts as well as minds.

Anthony makes regular television and radio appearances, commenting on the international money markets and the state of the economy. He also assesses the outlook for investments, the pensions crisis and corporate governance.

09:40

Customer Engagement Keynote; Bigger than the Internet Prof. Morris Pentel, CEO, Customer Experience Foundation

For the first time in history customers now have better technology than the organisations who service them. The impact on the customer relationship will be profound. This keynote looks at the impact of the largest group of disruptive innovations on the business model for organisations. It covers 3 distinctive trends which will change the economic model dramatically over the next few years and how some organisations are already working to adjust to the new economy. More than 2 years of research suggests the scale of the coming fundamental change will be unprecedented. Costs, Revenue Models Organisational Structures, Roles & Governance will all require massive change fuelled by a revolution in consumer behaviour that is bigger than the internet. The impact of employment alone will change the nature of more than 8 million jobs. This is what happens when the largest number of innovations in history hit the single customer experience. Morris Pentel BA(Hons) MBA DBA is a leading designer of customer experience and an expert in customer experience strategy. He runs one of the most respected consulting businesses in the UK with a track record based on successful work for some of the largest institutions in the world. He has been involved in the delivery of some of the most significant

6

A self-described HR generalist by trade with a huge passion for people engagement and employee branding, Suzie has worked for Virgin Media for the past 5 years, originally partnering with the Finance community as their Senior Strategic HR business Partner. Early in 2011 Suzie took on the central Head of Employee Engagement & Experience role for Virgin Media which spans the wider company, ensuring that all central engagement activity is current, on brand and forward thinking in nature. In late 2012, Suzie expanded her remit to her current role as Head of Talent, Performance & Engagement. Understanding how Virgin Media performs, and the part their people play in that, is a big focus for her role. Suzie holds a BA (Hons) in Human Resources Management with Business Law and a Post Graduate MA in Human Resource Management & Development. Before joining Virgin Media, Suzie spent 10 years within the HR field working for big brands such as J Sainsbury's and the National Health Service (NHS).

10:40

Coffee


Customer Engagement Summit 2013

Itinerary Stream 1: Victoria 1

Evolution of the Voice of the Customer 11:00

The VOC imperative and landscape Jeremy Cox, Principal Analyst - Customer Engagement, Enterprise Solutions, Ovum

Context for VoC – The CX and Innovation imperatives • The VoC landscape – from surveys to crowdsourcing • Core elements for VoC foundation and supporting technologies available today • Embedding VoC enterprise-wide – examples from global organizations • Evaluating your own VoC against a framework of key customer-adaptive attributes. This presentation will look at the context that should drive VoC programs and explains the scope of VoC which today needs to go way beyond tactical EFM implementations. To survive and thrive every organization needs a CEO led VoC program that supports continuous and closer engagement with customers as well as timely adaptation. We will look at examples of firms that have really taken this on board and what they did. Jeremy leads the research and insights into CRM and its potential for spearheading adaptive business transformation. With over 15 years’ CRM strategy development and implementation experience, on the inside and as a consultant, he is well placed to support enterprises on their next-generation CRM journey. Having joined Ovum in July 2012, he is establishing a transformative agenda for CRM, away from the point solutions perspective of the past. He will focus on its transformational capabilities enabling enterprises to listen harder to customers and respond by delivering greater value and a superior customer experience.

11:20

BT Retail Case Study: From Service to Loyalty Joanna Howard, General Manager, BT Retail

This session will show how BT’s new ‘Killer KPI’ proves the ROI of customer experience improvement and harnesses the Voice of the Customer to power the transformation of customer service. Including: Choosing the right VoC measures to align with business goals; Using VoC feedback, to focus business improvement How VoC can improve employee engagement; The power of new sources of customer insight including social media. Joanna is general manager at BT, responsible for the customer service strategy of BT’s Consumer business, covering telephone, Broadband and TV services to 12m customers in the UK. She has responsibility for defining goals and metrics for customer service, the Voice of the Customer programme, service channel strategy and particularly social media channels including Twitter, Facebook, YouTube and BT’s thriving customer community. Joanna has over 15 years’ management experience in telecoms, including roles in marketing, sales, business development and regulation. For the past 7 years she has been exclusively focused on customer experience management.

11:40

The session will: a) Draw upon the emergence and potential importance of six pillars of customer experience found consistently within the service blueprint of the stand out brands. b) Explore ways in which other brands can apply best practice, observed through the lens of the six pillars, to deliver world class experiences for their own customers. Phil has led many successful CEM programs across multiple industry sectors and geographies over the last 15 years at Nunwood, particularly within the context of measurement and EFM systems deployment. Over the last five years, as a thought leader within the business, Phil has helped Nunwood seize the opportunity to become a global CEM partner for global brands who connect long term shareholder value with outstanding customer service delivery. As a result of his vision, Nunwood has brought CEM strategy planning, EFM technology, analytics, CEM talent training and remuneration services, under one roof. 12:00

Consumer trust is becoming more and more difficult to gain, and to keep. It has never been more important for companies to connect effectively with their customers in an age where consumers are increasingly setting the agenda via the online world and social media. The rise of technology is increasingly putting the consumer in control. Customers now expect to be able to access brands when they want, how they want via a number of different digital devices and channel choices. They want to be recognised and treated as a person, valued as an individual customer and not just as a number. They do not care how big you are, they want to be treated as if you are their only customer. Successful brands are embracing the new reality, developing agile, efficient and effective customer experience strategies for turning the digital age to their advantage. This session will explore how getting to know each and every customer and developing a real time customer action strategy can help shoppers feel like your number one customer. Using best practice examples from well-known brands, eDigitalResearch will highlight how companies are able to delight customers by behaving like small companies. Derek Eccleston is a board member and Commercial Director at eDigitalResearch, joining five years ago from a large global agency where he worked as Research Director. Prior to that, Derek was client side with Sony Europe. An MBA and fluent in French, Derek is a regular on the speaker circuit, presenting at both research and multichannel events on a broad range of customer experience based topics. 12:20

Q&A

12:30

Lunch

Stream 2: Victoria 2

Customer Engagement in Retail and Financial Services

The DNA of Great Customer Experiences Phil Rushfirth, Managing Director, Nunwood

Phil Rushfirth will lead an exploration into what makes for a great customer experience based upon a study that has gathered close to 1 million unique service assessments across brands in the UK, USA and Australia.

How to make big companies behave like little companies Derek Eccleston, Commercial Director, eDigitalResearch

11:00

Chaired by Crispin Manners, Chairman, Onva

Crispin Manners is a recognised authority in helping brands grow by engaging directly with customers and employees to harness the power of Word-of-Mouth., Crispin has developed a breakthrough

7


Customer Engagement Summit 2013

Itinerary methodology for increasing the recommendability of products, services or brands. He is the architect of the UK first in consumer engagement developed for the Simple beauty brand, launched in April 2007 which won the inaugural Web 2.0 award from the PRCA in November 2007 and the Sabre Award in May 2008. He also developed a world-first in consumer engagement on Facebook for 11 Unilever brands in October 2011. He has taken the Net Promoter Score (NPS)* – the world-class metric developed by Bain & Company and Satmetrix, that identifies the recommendability of a product, service or brand – and adapted it to become an invaluable foundation for improvement, innovation and growth. He has embedded NPS as the foundation research technique for Onva’s customer and employee engagement methodology. And, he is one of the leading exponents of Net Promoter in the UK. 11:00

LV= Case Study: Put People First to Prosper Peter Sinden, Director of Sales and Service, LV=

Peter will share how he has led his team to great success as LV= shot from the UK’s 12th to the 3rd largest car insurer. At LV= we recognise that our people are essential to the success of our business. They are advocates of our brand and our values and we listen to them every step of the way. In turn they deliver outstanding customer satisfaction scores and cost effective improvements. It’s all about being ‘Sharp with a heart’. Peter is an experienced leader who is passionate about his colleagues and customers. He spent 25 years with Lloyds TSB, the last five running their Direct Insurance business, then followed his enthusiasm for developing customer experience and moved to LV= in 2005. Here he has led his team to great success as LV= shot from the UK’s 12th to the 3rd largest car insurer. Among the high points have been winning the much prized European Call Centre and Customer Service award for Best Customer Service three years running and the Customer Contact Association Global Excellence award for Great Places to Work two years in a row. These achievements undoubtedly helped LV win insurer of the year at the British Insurance Times Awards last year. Peter passionately believes in LV’s ‘virtuous circle’: that by putting colleagues first, customer satisfaction soars and with loyal customersprofits flow. This winning formula has collected 13 additions to his trophy cabinet in the last 12 months and the ‘sharp with a heart mutual’ has returned to healthy profits. Peter was embarrassed recently as he was crowned as the CCA’s Director of the year in 2012. 11:20

11:40

Lloyds Bank Case Study: Effective Root Cause Analysis for Business and Regulatory Success Martin Dodd, Customer Services Director, Lloyds Banking Group

An introduction to Effective RCA • Knowing what your customer wants • Understanding the impact on colleagues and the business • Using RCA to identify where customer needs are not being met • Fixing what is broken • Measuring the improvements and benefits • Holding the Gain Understanding what your customer wants is ultimately the key to delivering a world class customer service as it allows you to build your business around your customer’s key moments of truth. Effective Root Cause Analysis enables a business to pinpoint where customer expectations are not being met or where there is a business risk in order to rectify these through a rolling programme of change delivery and to make sure that the benefits are realised and sustained. This ensures that the right outcome for the customer is achieved faster and customer experience is improved. Since joining Lloyds Bank in 1987, Martin has held a variety of roles giving him a breadth of skills and experience across Lloyds Banking Group. He has had several roles in the Retail Network from frontline branch based up to Regional Director level, where he took Eastern Region from bottom nationally in Q3 2008 to top nationally on sales and income measures by the end of 2009. Martin led Operational Service Centres and then moved into Head Office to become the Head of Customer Service followed by the Customer Service Director for UKRB. Martin then moved into Telephone Banking as Operations Director and later Strategy Director. Martin was appointed as Group Customer Services Director in September 2010, where he is in the process of transforming Complaint handling across Lloyds Banking Group.

12:00

Easier said than done? Just how effortless can self-service become? Sebastian Reeve, Director Product Management & Marketing EMEA, Nuance

Today’s consumers are being exposed to an ever increasing number of technologies in their daily lives which are continually changing their expectations with regards the effort needed to get things done. This session explores through case studies how leading Finance and Retail organisations are using those changed consumer expectations to deliver best-in-class customer service experiences.

Argos Case Study Perry Price, Head of Customer Operations, Argos

Perry has a broad retail background from starting in food as a graduate, various Store Management roles in Home Improvement and now currently in Argos as the Retail Operations Manager. Perry successfully developed multi function operations within high profile and challenging retail environments including Central London. Broad and innovative with a dynamic leadership style with a proven track record of high performance through excellent engagement of the team. At Argos Perry has central responsibility for all store operations both Front and Back of house. Accountable for both the stores customer strategy and store supply chain development.

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Specialties: Accredited Performance Coach Advanced Leadership – Leadership programme run in conjunction with SRS associates and Manchester Business School. Penny Ferguson Leadership for Life.

Seb has 15 years of experience in the customer service industry having held a variety of UK and EMEA-wide technical, sales and marketing positions in both systems integrators and software vendors. In his current role at Nuance, he is responsible for defining and evangelizing the Enterprise customer care strategy across Europe, the Middle-East and Africa – sharing how companies can create extraordinary automated experiences which their customers opt-in to. 12:20

Q&A

12:30

Lunch


Customer Engagement Summit 2013

Itinerary WORKSHOP - Victoria 2 12:45 ‘Is aiming for superior service really worth it?’ -13:15 ….Hear from the winners of the 2013 Contact Centre World Awards Mike Havard, Summit Chairman, Director, Ember Services Les Blacker, Site Director, HGS Preston (home to the award winning TalkTalk Retention and Loyalty Centre of Excellence) Several organisations aim to stand out with ‘wow’ service and invest heavily to achieve this position of service excellence (or at least many try to), whilst others just expect a perfunctory service experience and prefer instead to compete on other dimensions of their proposition beyond the customer service. Who is right? What real value can be generated by service excellence? Are the financial rewards worth the financial outlay often associated with superior performance? In this short, sharp lunchtime session you can get involved in the debate, hear from other leading brands on their perspective and experiences and leave with a clearer view on the potential value of service as a differentiator. Les has over 20 years of experience in the customer management industry delivering highly successful customer engagement programmes for reputed brands in the UK. Currently the Head of HGS’ Retention Centre of Excellence in Preston, Les spearheads the centre’s retention and loyalty operations for our flagship client, TalkTalk. Under his leadership, the centre has achieved several recognitions including the ‘Best Mid-sized Contact Centre’ at the 2013 Contact Center World Awards and a special recommendation at the 2013 North West Contact Center Awards. Les has previously headed complex customer service operations for brands such as TalkTalk, Virgin Media and Vodafone. He combines operational excellence with an acumen for people engagement and has earned a name for using innovation to maintain a motivated work force and boost agent productivity.

Anija is the Head of Training and Quality for Lebara, and has eight years experience in Training and Development across global corporations. During her three years at Lebara she has been instrumental in designing and aligning the training and quality function to Lebara’s customer experience, cultivating a cult-like culture that is focused purely on the experience. Through recruitment, cultural induction, training & development, social media and quality she has created initiatives that boost employee motivation. This has delivered innovative experiences to retain customers and staff resulting in three Customer Service Training Awards as well as 10 further Awards including Peer Awards for Customer Service 2013. 13:55

Nationwide Case Study: the view from both lenses Amanda Reynolds, Head of Employee and Customer Engagement, Nationwide BS

Amanda talks through seeing the customer feedback and employee feedback as a mechanism for drivers for change. Hear how she has led a customer focused culture and linked the customer and employee experiences to improve overall satisfaction. Keynote speaker at leading conferences on Customer Services/Experience and Employee Engagement. Amanda is bi- lingual and lived in Paris and Cork in addition to working across the globe on transformational projects. Amanda has worked within the Customer Services Industry for over 20 years. She is passionate about building a commercially focused service offering, improving satisfaction for both customers and employees across branch, phone and web. Amanda has the perfect combination of operations management, people and change expertise, management consultancy and insight and analytical ability to make a difference on the bottom line. Amanda has an exemplary track record at creating award winning large customer services operational teams. She is results orientated and strives to create high performing teams delivering exceptional performance and tangible results. Her style is collaborative and she is equally comfortable influencing Exco/board members as she is engaging with the front-line workforce.

Stream 1: Victoria 1

Customer Engagement in Contact Centres 13:30

Lebara Case Study: European Call Centre of the Year, 2012 & 2013, Peer Awards Customer Service Winner 2013 Matt Kemp, Director of Customer Services, Lebara Anija Obmann, Head of Training, Lebara

Lebara's customer services director discusses Lebara's award winning story on defining a brand by moving from service to experience. Matt is the Director of Customer Services for Lebara, responsible for delivering exceptional experiences to over 3.5m customers in eight countries. By focusing on improving the loyalty and advocacy of both employees and customers he has led Lebara to win 13 prestigious customer service awards culminating in “Best Large Contact Centre” at the European Call Centre awards and Peer Awards for Customer Service 2013. He has over fifteen years experience in contact centre management across multiple industries, ranging in scale from 50 to 1000+ seats. During his four years at Lebara he has implemented a full transformation programme of both the culture and operation within Customer Services, successfully managing the integration of state-ofthe-art Contact Centre technology and reporting suites.

14:20

Customer Engagement – getting the technology foundations right Conrad Simpson, Director, Interactive Intelligence

Contact Centres are never far from consumer and media commentary - as customers evolve from Generation X and as consumer technology gets more powerful this is likely to increase. Conrad will use real life customer examples to examine how customer care organisations can avoid the common technology challenges. He will show how his customers use technology to avoid silo's, drive operational efficiency, deal with new channels and gain real insight to understand customer journeys. Conrad has seen customer care evolve from its earliest beginnings to the complex environment of today. Primarily focussed in the highly regulated Financial Services and Mobile sectors he has helped many businesses (large and small) design and deliver their customer care strategies. Described as a practitioner rather than a theorist Conrad has worked with many of the leading suppliers in the customer care space in both the infrastructure and applications arenas. In his current role at Interactive Intelligence he is primarily helping his customers remove unnecessary complexity and cost as they face the new challenges in customer care such as social networks, multimedia and cloud computing based approaches.

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Customer Engagement Summit 2013

Itinerary 14:45

Q&A Chaired by Duncan White, MD, Handshake Duncan White, MD, Horizon2 Duncan has worked in the customer contact industry for more than 15 years, helping organisations to improve performance through the understanding and application of behavioural science. He is the cofounder and current Managing Director of both horizon2 and Handshake, two companies that are working to improve the way that companies engage with customers for mutual benefit.

In November 2005, Gerard moved internally within Whitbread taking up the role of Marketing Director for Premier Inn, the UK’s largest hotel brand with currently c650 hotels /over 50,000 rooms. Rebranding the then Premier Travel Inn business to Premier Inn and launching the brand on television, utilising Lenny Henry, have been instrumental in Premier Inn becoming the leading hotel brand in the UK. In April 2008, Gerard was appointed Sales & Marketing Director of Whitbread Hotels and Restaurants, with responsibility for both the Premier Inn brand and Whitbread’s restaurant brands. In December 2012, Gerard moved from hotels into the cruise sector joining Carnival UK as Chief Commercial Officer with responsibility for the commercial performance of the P&O Cruises (UK) and Cunard Line brands.

Stream 2: Victoria 2

Employee & Customer Engagement 13:30

Evidence of the linkages between employee engagement and performance Bruce Rayton, Author of 'Nailing the Evidence', MBA Director, University of Bath

Bruce will discuss some of the evidence connecting engagement and performance, including some findings emerging from work he has produced with colleagues at the University of Bath School of Management since the publication of the report he wrote for the Nailing the Evidence subgroup of Engage for Success 12 months ago. My research sits at the interface between strategic human resource management, corporate social responsibility and economics. My most recent work focuses on links between internal & external CSR, employee attitudes, HR practices and organizational performance. I am particularly interested in the key linking role engagement plays in the delivery of the performance benefits of organizational practices. Specialties: Strategy. Strategic human resource management. Employee engagement. Organizational commitment. Labor economics. People management. Economics. Statistical analysis. 13:55

The common thread between Jeremy’s roles is a customer focused, independent and analytical approach. He has developed customer segmentation models for several businesses as a platform for customer orientated action and implemented data strategies to improve targeted marketing and deliver significant value. Jeremy is now building Carnival UK’s insight capability to deliver compelling, challenging and commercial Consumer, Market and Competitor insight that drives business decisions and puts the customer at the heart of the business. 14:20

Lego Case Study, “’The Learning Curve’ - The evolution of LEGO service from 2009-2013 Sophie Patrikios, Senior Director Customer Service, Lego

How a relentless focus on performance can ruin your results, and how to recover. Sophie Patrikios has been Senior Director of LEGO Consumer Services for five years, running four (soon to be five) multi-lingual contact centres in Europe, US and Asia. She has previously worked for Mars Confectionery and The Walt Disney Company and is unashamed of picking her employer based on the appeal of the freebies.

Carnival UK Case Study: Engaging our people & partners to ridiculously exceed customer expectations Gerard Tempest, Chief Commercial Officer, Carnival UK Jeremy Tait, Insight Director, Carnival UK

Since joining Carnival UK in December 2012 as Chief Commercial Officer Gerard Tempest has been developing a customer centric commercial strategy. With 175 years of heritage, P&O Cruises and Cunard are leading brands in the increasingly competitive UK cruise industry. Together with Insight Director Jeremy Tait, Gerard will take us through the key strategic issues that he identified and how he is leading the business in a programme of change that is founded on customer insight. He will reflect on the challenges he has faced in investing in capability, building confidence and engaging the entire business and trade partners to develop brands customers love and holidays they desire. Growing up in Yorkshire, Gerard completed his degree in Portsmouth and has spent his career to date in the travel industry in a number of sales & marketing positions. With a keen interest in developing powerful brands for commercial success, in 2000 Gerard became Director of Marketing for Thistle Hotels, where he established the brand as the leading domestic full service hotel brand in the UK. Gerard joined Whitbread in 2003 as Director of Marketing responsible for the UK & Ireland Marriott business, where one of his main achievements was repositioning Marriott in the UK as a leisure brand.

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Prior to joining Carnival UK as Insight Director in July 2013, Jeremy Tait spent half his career in Retail, working for companies such as Tesco and Marks & Spencer, and the other half in Financial Services, with his last role being the Insight and Proposition Development Director at Direct Line Group as it separated from RBS and listed through an IPO.

14:45

Q&A Chaired by Paul Smedley, Founder and Chair Professional Planning Forum Paul Smedley, Founder and Chair, Professional Planning Forum Paul drives the strategic development of the Planning Forum’s professionalism agenda and best practice programmes, the highly successful ‘Customer Strategy & Planning’ annual conference and the prestigious Customer Contact Innovation Awards. He also champions our current work on both Customer Strategy and on Customer Quality Management.

Paul established the training, best practice, membership and awards programmes of the Planning Forum in 2000. A member of the Institute of Directors, the Institute of Direct Marketing and the OR Society, and in 2010 he was awarded the prestigious Lifetime Achievement Award at the European Call Centre and Customer Service Awards, following nomination by his industry peers. 15:00

Coffee


Customer Engagement Summit 2013

Itinerary Stream 1: Victoria 1

Omnichannel Customer Engagement 15:20

Super Agent 2020: The Future of the Contact Centre in an Age of Customer Autonomy Dr. Nicola Millard, Futurologist, BT

As customers increasingly serve themselves and cut organisations out of the conversation, do we need to completely rethink the strategy for customer contact? Based on UK, US and Irish research, the session will examine the role of the contact centre, the omnichannel consumer and the future of work in shaping the customer experience of 2020. Dr Nicola Millard is a customer experience futurologist with BT. Despite working for a technology company, Nicola isn't actually a technologist and combines psychology with futurology to try and anticipate what might be lying around the corner for both customers and organisations (sadly, her crystal ball is currently broken). Nicola has now worked for BT for 23 years. She has done a number of jobs around the BT business, including user interface design, customer service and business consulting. She was involved with a number of BT "firsts" including the first application of intelligent systems into BT's call centres and BT's initial experimentation with home working.

15:40

How to achieve Excellence for Customers Joe Goasdoué, Chief Executive, The British Quality Foundation

In 2012, Manchester Business School conducted a research project on behalf of the British Quality Foundation (BQF), the purpose of which was to provide insights into contemporary business excellence practices to further develop understanding of what it looks and feels like and how it benefits business. Four research themes were identified for investigation: Adding Value for Customers; Leading with Vision, Inspiration and Integrity; Succeeding through the Talent of People; and Managing Processes with Agility. Joe will focus on Adding Value for Customers and the three topics that emerged in the research: Customer Experience, Customer Effort and Customer Engagement. He will also provide highlights from the four case studies that were part of the research: Boots UK, O2, Ricoh and Siemens. Joe Goasdoué is chief executive of the British Quality Foundation (BQF), a corporate membership organisation founded in 1993 by Government and leading businesses. It is an independent not for profit company and its members are leading companies such as Amey, AstraZeneca, BP, British Gas, BT, EDF Energy, Fujitsu, GlaxoSmithKline, Marks & Spencer, Nationwide, Oracle, Siemens, Skanska, Standard Life, VINCI, Virgin Media and Vodafone as well as public sector bodies and SMEs. Before joining the BQF, Joe was board director responsible for quality and customer care at International Computers Ltd and prior to that he was at British Airways where he held a number of senior executive positions and was a member of the executive management committee.

16:00

gathering feedback. The examples will include how The Cloud, a BskyB Company, has worked with diverse businesses such as Pizza Express, Lords Cricket Club and Alton Towers to enhance the in-venue experience with innovative online integration. Lyndal Newman joined BskyB 2 years ago as Head of Marketing for The Cloud, the UK’s No.1 High Street WiFi provider. With over 13 years marketing experience, Lyndal has worked in various technology focused organisations, including TomTom, where she worked for 5 years managing European marketing activities and then moving to the UK to head up marketing for the UK and Ireland. At The Cloud, Lyndal manages all B2B and B2C marketing to their 8 million WiFi user base.

16:20

How to build long term engagement in an omni-channel world. Darren leads the Customer Experience consulting group within Thunderhead.com. Prior to joining Thunderhead.com Darren has accumulated significant experience in the Financial Services space spanning Personal and Commercial businesses across multiple continents and with a focus on digital and multi-touchpoint initiatives. Among his achievements in the Financial Services space Darren can include the launch of a new Direct only brand in the United States with HSBC Bank USA that both revolutionised the way that the business perceived data and introduced a set of optimisation techniques aimed at lowering key performance indicators such as cost per acquisition. Darren joined Thunderhead.com in February 2012 and maintains two driving passions; 1) put the customer at the centre of everything we do and 2) simplify the complex. In his current role Darren is able to deliver against these passions by working with Thunderhead.com clients across industry verticals to design and deliver contextual, relevant and personalised multi-touchpoint experiences for their customers.

16:45

Q&A Chaired by Ben Stockman, Social Media Specialist Ben Stockman, Social Media & Business Development Specialist

Social media, marketing & business development manager & speaker with strong agency & technology experience • Superlative communicator & proficient copywriter • Managed online communities of over 1.6 million both at a national and global level • Founder of SXSE London, a charity digital and social media festival reaching an online audience of over 250,000 and now going into its second year • Creator of the highly successful “Lib Dem Rage” digital election campaign in May 2010, reaching an audience of over 166,000 participants & receiving national media coverage • Experienced at project management, business process improvement, event management. Accomplished trainer, highly experienced at business development, account & customer service management & adept at all forms of social media.

BSkyB Case Study: Using mobile to drive better cross channel engagement Lyndal Newman, Head of Marketing for The Cloud, BskyB

In an ever connected world, consumers are demanding new ways to engage and access content and information. This session will look at how changes in mobile devices and connectivity are driving enhanced customer experience and better ways of measuring satisfaction and

A shift towards meaningful engagement Darren Loveday, Product owner, Thunderhead.com

Closing Keynote - Beatrice 1 Stage 17:05

Ben Page, Chief Executive, Ipsos MORI

17:30

Networking Party and iPad mini draw - Beatrice 1 &2

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Customer Engagement Summit 2013

Itinerary Stream 2: Victoria 2

16:20

Customer Engagement in Public Sector & Utilities 15:20

Norfolk County Council Case Study: How the continuous use of daily customer interactions helps drive service change and improvement and savings Joanna Hannam, Head of Customer Services and Communication, Norfolk County Council

Three years ago, faced with having to save over £140m, Norfolk County Council launched its multichannel 'big conversation' which saw over 9,000 individuals and groups shape the council's three year plan. Since then the conversation has continued and the plan on course to deliver. Engaging now on saving another £189m over the coming three years, the council is more sharply focused than ever on the role of customer access, development and feedback to help it save money and improve customer satisfaction. Joanna is Head of Customer Services and Communications for Norfolk County Council. She leads an integrated service responsible for helping the council deliver frontline customer service improvement, transformation and efficiency objectives and meet and manage customer expectations and satisfaction levels. Joanna has extensive experience in working in and across the sectors to engage service users, communities and other key stakeholders and helping organisations use the customer insight gained to deliver change and improvements. She has carried out a number of senior communication and public affairs roles for the public and third sectors, including the NHS in Norfolk where she was previously Executive Director responsible for Health Improvement and the Campaign to Protect Rural England (in London and Norfolk). Joanna is an honours graduate of the University of Liverpool and holds a postgraduate certificate of Education.

By referencing work with the likes of the BBC, a utility business and Merton Borough Council, Simon will describe three specific ways that transformation in customer management capability can be pragmatically delivered. Transformation should not just be about infrastructure change, but about the entire customer engagement, and importantly, to realise the opportunity to transform the financials of the business. The Board’s interest will be in improving the cost base and the value derived from customer management, whilst mitigating the risk from the rapid changes we see in customer operations and regulatory developments for the multi-channel, digitally enabled world we now operate in. Whether it is with an innovative transformational outsourcing strategy that confronts the multi-channel future, the use of advanced speech analytics to understand how to drive change in customer operations, or how the new opportunities of digital and self-service can transform the cost base and resources of a water utility, this session will not only describe the practical considerations and benefits, but also put these developments in the context of the wider market and consumer dynamics that business leaders must now address. Simon is a Principal Consultant with Ember Services with 15 years’ experience, both as a transformational consultant and an industry practitioner. Simon joined Ember from the UK Lottery operator, Camelot, where, as Head of Service Improvement & Development, he led a transformation of contact centre operations and spearheaded the introduction of enhanced self service delivery and digital developments. Earlier in his career, he spent several years working at Verint Consulting where he was Head of Verint’s Performance Optimisation Practice with responsibility for their Speech Analytics solutions. He is passionate about understanding and enhancing the customer experience whilst driving commercial benefit for the organisation. 16:45

15:50

‘Voice of the Customer’ at Affinity Water Morag Kent, Lead Voice of the Customer Manager, Affinity Water

Thought water companies didn’t ‘do’ customer experience? Think again. At Affinity Water there is a comprehensive Voice of the Customer and Employee programme running, designed to collect, analyse and act on customer feedback in real time. This case study will cover the various methods Affinity Water employ to make the most of their customers’ comments; from motivational gold dust straight from the customer’s mouth, through to pain points uncovering previously hidden issues. Find out how to strike the balance between qualitative and quantitative information, and how to bring your people with you along the way. As lead for Voice of the Customer projects at Affinity Water, Morag is an expert in understanding the need for timely, relevant and cost effective customer feedback. With over 13 years’ Marketing experience in Financial Services, Publishing and now Utilities, she’s spent the last 5 years within a Customer Relations department, balancing commercial demands with a keen eye on customer satisfaction. Morag believes brands are largely created through the customer experience and that it is vital companies leverage the power consumers hold. Affinity Water use customer feedback as a key strategic tool to ‘compete’ with their water company peers, improving their processes and assisting staff development. They were the first water company in the UK to use SMS for customer feedback and to employ NPS. Morag also lead the recent rebrand from Veolia Water to Affinity Water, creating a new name and brand through consultation with customers and internal teams which reflects the customer centric ethos at Affinity Water. 12

Three ways to realise the transformation opportunity: Case studies from the utility and public sectors Simon Foot, Principal Consultant, Ember Services

Q&A

Closing Keynote - Beatrice 1 Stage 17:05

Ben Page, Chief Executive, Ipsos MORI

Ben Page is Chief Executive of Ipsos MORI. He joined MORI in 1987 after graduating from Oxford University in 1986, and was one of the leaders of its first management buyout in 2000. A frequent writer and speaker on leadership and performance management, he has directed hundreds of surveys examining service delivery, customer care and communications. From 1987-1992 Ben worked in our private sector business on corporate reputation and consumer research, working for companies like Shell, BAE Systems, Sky TV and IBM. Since 1992 he has worked closely with both Conservative and Labour ministers and senior policy makers across government, leading on work for Downing Street, the Cabinet Office, the Home Office and the Department of Health, as well as a wide range of local authorities and NHS Trusts. Ben is currently on advisory groups at the CBI, Design Council, Kings Fund, Institute of Public Policy Research (IPPR), and the Social Market Foundation (SMF). He is absolutely committed to ensuring survey research makes a difference for decision makers. Named one of the "100 most influential people in the public sector" by the Guardian, and one of the 50 "most influential" by both Local Government Chronicle and the Health Service Journal, he is a winner of a British Market Research Association (BMRA) award and a 2005 Market Research Society (MRS) medal. 17:30

Networking Party and iPad mini draw - Beatrice 1 &2


Customer Engagement Summit 2013

Sponsors Brand Biology is a leading-edge brand experience and behavioural change consultancy delivering brand activation through people. Simply put, by bringing brands to life, our programmes transform workplace behaviours and make corporate cultures more people-centric by winning hearts and minds, improving performance and delivering solid business results. Today, we work with national and multinational organisations across the UK and Ireland, Europe, the Middle East, and the Americas. We deliver brand-driven behavioural change throughout each client’s organisation, enabling everyone within it to deliver the desired brand experience to everyone they come in contact with, including customers, suppliers and colleagues. That experience is defined by how the client wants

Confirmit enables organisations to develop and implement Voice of the Customer, Employee Engagement and Market Research programmes that deliver insight and drive business change. Confirmit’s clients create multi-channel, multi-lingual feedback and research programmes that engage customers, empower employees, deliver a compelling respondent experience, and provide high Return on Investment. Confirmit’s customer engagement model provides the power to listen to the Voice of the Customer,

to be seen – what it wants people to think and to feel about the organisation and everyone in it. This relies on everyone having the mindset, skills and motivation to deliver the experience – from the way managers role model, lead and coach their staff to the way employees deliver customer service and the way it sells its products and services. We ensure that everyone delivers the brand ambition - from top to bottom, whatever the situation.

Contact Jill Dean, Brand Biology’s CEO, on T: +44 (0) 117 922 1500 www.brandbiology.com

integrate it with financial and operational data to generate powerful insight, and take action that will deliver effective business change and create competitive advantage. Confirmit has 350 employees and is headquartered in Oslo, with offices around the world. T: +44 (0) 20 3053 9333 F: +44 (0) 20 3053 9334 E: info@confirmit.com www.confirmit.com

eDigitalResearch are insight specialists with an expertise in multichannel touch points. We help businesses to grow by providing bespoke insight programmes designed with passionate researchers, technical specialists and graphic designers all under one roof.

not only offer digital research expertise and insight support, but innovative technology that works seamlessly with your data and systems, allowing us to offer flexible partnership options and creating an insight solution that fits your business needs.

We work closely with clients to deliver a range of insight solutions including Customer Experience Management, Voice of the Customer feedback and Multichannel consumer insight. eDigitalResearch

T: 01489 772920 E: info@edigitalresearch.com www.edigitalresearch.com

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Customer Engagement Summit 2013

Sponsors Ember is a strategic customer management consultancy that uses forensic benchmarking, financial analytics and operational performance reviews to align cost and value in the customer management operations of its clients. We take an unashamedly pragmatic and financial approach to every project we undertake. Our team has an unparalleled track record in transforming customer management strategy and operations. We have worked across all sectors and with leading brands worldwide to shape and improve their performance. Recent assignments demonstrate our commitment to robust, commercial thinking: • Developing a digital strategy for a major UK utility, reinforced by a fully-costed business case.

• Defining the value and cost of the premium service proposition for an international brand, and advising on profit-enhancing change. • Applying customer interaction analytics to help a major charity understand its members and reduce the cost of serving them. • Supporting the procurement of a transformational outsourcing initiative that has delivered a £220 million cost saving. • Programme directed the fast-track refresh of an entire customer management telephony, CRM and operational capability for a leading logistics firm. Contact us to find out how we can help you maximise your financial performance. T: +44 (0)207 871 9797 E: info@emberservices.com www.emberservices.com

Networking Party Sponsor

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HGS is a world leader in Customer Relationship and Business Process Management, with a global footprint across Europe, North America, Latin America, Asia and Africa. In the UK HGS is a leader in transformational outsourcing providing businesses with innovative solutions to manage their customer contact and drive efficiency across their customer service and sales operations. We operate over 1500 seats from three contact centres in the UK and four on the European subcontinent. In Europe we handle in excess of 50,000 customer

interactions a day across multiple channels and in 14 languages. Our clients include some of UK’s most reputable brands including Unilever, TalkTalk, Kimberly Clark, Virgin, the Department for Business Innovation & Skills and the Department for Energy & Climate Change.

Interactive Intelligence is a global provider of contact centre, unified communications, and business process automation software and services designed to improve the customer experience. The company’s solutions, which can be deployed via the cloud or on-premises, are ideal for industries such as financial services, insurance, outsourcers, collections and utilities.

systems. Founded in 1994 and backed by more than 5,000 customers worldwide, Interactive Intelligence is an experienced leader in delivering customer value through its on-premise or cloudbased Communications as a Service (CaaS) solutions, both of which include software, hardware, consulting, support, education and implementation. At Interactive Intelligence, it’s what we do.

The company’s standards-based all-in-one communications software suite was designed to eliminate the cost and complexity of multi-point

Contact: Stuart Clarke – stuart.clarke@inin.com, T: 01753 418845

For more info, contact: RogerB@teamhgs.com or call T: +44 (0) 845 194 9295 www.teamhgs.com


Customer Engagement Summit 2013

Sponsors Nuance is reinventing the relationship between people and technology and helping organisations around the world deliver intelligent self-service solutions that adapt to the needs of people instead of the other way around. Using natural language understanding, speech and speaker recognition and conversational technologies, Nuance solutions simplify the way customers get what they need. Whether via voice, web or mobile, our intelligent

self-service solutions are available how, when and where customers want to engage.

Nunwood helps businesses create brilliant customer experiences. Our approach to experience management is uniquely ‘full-service’. This means we help connect customer strategy to insight programmes, feedback technology and frontline training.

• Technology – Our Fizz: Experience Management™ platform is used worldwide to effortlessly share feedback, manage actions and spread best practice. Fizz™ handles the heavy lifting of experience management, allowing you to focus on breakthrough change.

• Strategy – Expert industry consultants work with you and your leadership team to define your customer vision, implement governance, manage cultural change and turn journey maps into meaningful management tools.

• Training – Brilliant experiences are made real by thousands of frontline colleagues. To turn our clients’ visions into reality, last year we trained over 6000 staff at brands like Google, MetLife and Microsoft.

• Insight – Drawing on our customer insight and analysis teams worldwide, we provide the tools to measure, diagnose and re-design your experience. Expertise ranges from real-time NPS, to text analysis and experience design.

E: timknight@nunwood.com E: michaelcrow@nunwood.com T: +44 (0) 845 372 0101 www.nunwood.com

Thunderhead.com is a global provider of customer experience and enterprise engagement solutions. Thunderhead.com’s ONE™ Engagement Cloud™ provides a powerful suite of SaaS solutions that gives businesses the ability to communicate, collaborate and have real-time conversations with their customers and partners across all touch points throughout their journey. The result is that businesses have more power to drive revenue, brand strength, and differentiation by delivering far beyond isolated interactions and experiences but

Contact details Sebastian Reeve, Director Product Management & Marketing EMEA, Nuance sebastian.reeve@nuance.com

by creating the rich relationships that great businesses are built on. Thunderhead.com serves its global customer base from offices located in North America, Europe and Asia Pacific.

Learn more a E: requests@thunderhead.com @thunderheadONE www.thunderhead.com

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Customer Engagement Summit 2013

Exhibitors

Formed in 1994, the CCMA is the longest established association representing the call centre industry in the UK. We support contact centre managers through providing opportunities to network; to openly share best practice and to increase their skills and knowledge through specialist training. Our aim is to offer timely and impartial advice to our members; to keep contact centre leaders in touch with changes in their industry; to provide credible benchmarking information and to help individuals maintain an awareness of the latest trends and developments. The Associations board is made up of call centre professionals who work full time in the industry and give up their time voluntarily to support the association and its members. T: +44 (0)844 8000623 E: info@ccma.org.uk www.ccma.org.uk www.ukcontactcentreawards.co.uk

eGain’s customer engagement solutions power digital transformation for leading brands. Our toprated cloud applications for social, mobile, web, and contact centres help clients deliver connected customer journeys in a multichannel world.

We increase revenue and profit by improving business effectiveness through the close engagement of our clients’ customers and/or employees. Our approach is proven both online and offline, with organisations of all sizes.

To find out more about eGain software, visit http://www.egain.com/products/ Headquartered in Sunnyvale, California, eGain has operating presence in North America, EMEA, and APAC.

We focus on increasing loyalty and advocacy and trigger the desire to buy and then buy again through the various services we offer:

To learn more about us, visit www.eGain.com or call our offices: +1-800-821-4358 (USA) +44-(0)-1753-464646 (EMEA), or +91-(0)-20-6608-9200 (APAC). Contact Details Name: Paul Wright T: +44 1753 464609 E: pwright@egain.com www.egain.com

1. Engagement consulting – We help clients identify the optimum way to encourage customers and employees to become fully engaged 2. Engagement Audits – We produce a benchmark of the current status of customer/ employee advocacy and how this can be improved profitably 3. Listening Labs – Drawing on the results of our engagement audits, these workshops produce customer/employee priorities for action 4. Word of Mouth and social advocacy – we capitalise on the fact that we live in the recommendation generation. Our work triggers the desire to recommend on a repetitive basis by treating customers and employees as exclusive advisers both offline and via social channels. If you'd like Onva to help your business grow then please call us on 0208 224 7973 or email Crispin Manners at crispin.manners@onva.co.uk

Ovum provides clients with independent and objective analysis that enables them to make better business and technology decisions. With access to Ovum’s research and support from best-in-class analyst and consulting teams, companies can turn analysis and insight into action. Our aim is to make our clients’ planning more effective, and to help them identify and assess relevant business opportunities. We don’t just advise our clients: we collaborate with them to help them exploit these opportunities and to turn them into business results. At the heart of our approach is our mission to help, to be approachable, responsive and focused on your business issues and to provide pragmatic and actionable advice and recommendations. Ovum research is based on independently audited methodologies that ensure that our clients can base decisions on rigorous and fact-based research, rather than on unqualified and unjustified opinions. The research draws upon over 400,000 interviews a year with business and technology, telecoms and sourcing decision-makers, giving Ovum and our clients unparalleled insight not only into business requirements but also the technology that organisations must support. Contact details www.ovum.com E: andrew.cleary@ovum.com

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An independent industry body established in 2000, we promote best practice and effective planning in customer contact operations. We work in all sectors to provide strategic advice and best practice support for managers and to offer specialist training and accreditation for planning and analysis. Facilitating nine communities of best practice, which can be accessed from the buttons to the left of this webpage, our aims are to:• Establish professionalism in planning and analysis across all customer contact operations. • Promote best practice benchmarking as a planning methodology that every manager needs to embrace. • Offer year-round advice and support for our members. • Provide specialist training, qualifications, standards and accreditation. • Work with industry leaders to champion the needs of our members and encourage innovation. The Planning Forum run the Customer Strategy and Planning conference, attended by over 650 senior managers, planners and analysts to be held in Warwickshire on 29 – 30 April. Contact details T: 0333 123 5960 E: paul.smedley@planningforum.co.uk www.planningforum.co.uk

The Peer Awards for Excellence celebrate innovative ideas that make a real difference in business or for the community. And they work very differently from most other awards. All finalists appear in The Independent newspaper All the finalists feature in a special supplement in The Independent newspaper. Everyone gets acknowledged and celebrated on a national platform, whether they win an award or not. All finalists present at conference These talks are attended by fellow finalists and others, and in this way the finalists influence their fellow finalists, and at the same time have the opportunity to learn from one another’s successful experiences. All conference participants are Peer Awards Judges Everyone at the conference, including all the finalists themselves, is a judge with an equal vote. This democratic way of judging an award is highly engaging and participatory, and leads to a generally agreed upon set of award winners. Contact Stephen Citron, Director of The Peer Awards, E: stephen.citron@thepeeerawards.com T: 0208 395 8886.


Customer Engagement Summit 2013

The future of social business: but not as we know it Dave Ogden gets his social media customer engagement crystal ball out and asks are Hollywood’s futuristic predictions science fiction’ or ‘science fact’? Hollywood has often looked to the future as a subject matter for its blockbuster hits

Hollywood has often looked to the future as a subject matter for its blockbuster hits, sometimes overestimating the technological advancements of ‘the modern age’. Indeed the Blade Runner (1982) depiction of 2019 might be a little premature. But, while the physical landscape of five or six years in the future is unlikely to be dominated by Ridley Scott’s Spinner flying cars or replicant beings, the customer contact landscape may take such a futuristic form. A recent study found that 57 per cent of the top CEOs in the UK and Ireland believe that social media will become the dominant form of customer interaction within the next three to five years. This futuristic image of the customer contact landscape is far closer than could have been imagined, even a few years ago, and the speed of change is drastic. In fact, of these same CEOs, only 16 per cent view the dynamic contact channel as the most important way to engage with their customers today. Despite widespread acknowledgment of the development of this iRobot–esque detachment from direct human interaction, with significant reductions forecast in telephone, face-to-face and other B2C communication forms, few are taking action to prepare for this rapid 265 per cent growth figure in social media.

Back to the present Much like the blockbusters of years gone by, the form of the future often rests on a single event or cause to which a shift in balance is attributed. Whether it’s Neo’s final choice in the Matrix or the precog’s premonition in Minority Report, these catalysts change the course of history with huge implications for the balance of power, often moving away from ‘the establishment’. In this case, the Hollywood moment was the digital explosion and the rise of social media.

Dave Ogden is Solutions Consultant at Aspect Software

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Prior to the advent of social media, the contact landscape changed very slowly. For many years, the telephone was the primary communication channel, augmented by Email and the subtle

addition of web chat when access to the internet grew. Such small adjustments had little impact to the consumer and voice still offered the fastest and most reliable source to answer questions and resolve issues. Vendors took the driving seat and focussed on functionality and ease of use, almost dictating the pace of innovation.

Customers have the technology now But, the digital explosion and introduction of everything ‘i’ and it’s app store drastically altered ‘the face of the contact centre world as we know it’, adding a twist to the contact story that M Night Shyamalan would have been proud of. Crucially, it resulted in a shift in power, away from the omnipotent vendor and into the hands – and indeed pockets, tablets and laptops – of the everyday consumer. Now, with round the clock access to the internet, customers are driving communication like never before and, with the advent of the customer experience, they’re driving the means too. The old order is losing its grasp on its subjects, as traditional and out-dated approaches to handling newly empowered and tech-savvy consumers become increasingly incompatible. The prevalence of review and comparison websites in this new digital age only serves to emphasise this empowerment, easing transition to competitors – just a few clicks away. In this new environment, customer service – and therefore satisfaction – could not be more vital to bottom line financial success.


Customer Engagement Summit 2013

The speed of this new virtual living

Forward to the future

The implications of this digital explosion and subsequent rise of social media can already be seen today in various examples across the business world. Organisations continue to struggle to harness the medium’s positive capabilities, while simultaneously failing to appreciate and prepare for the potential negative impact it can have on both a company’s reputation and profitability. The shift in power, from vendor to consumer, continues to demonstrate the importance of customer service in both these areas, with speed holding the key.

As social media takes this more prominent position and becomes central to customer contact strategies, the question remains: How do you effectively manage and incorporate social media to drive social customer care? Indeed, the latter of these is a crucial point this is not about ‘replacement’ of traditional methods - the key is incorporation.

With the pace of modern life, the speed and ease-of-use of social media have made it an attractive alternative to traditional methods of contact. A removal from fears of being put on hold, or over complex automated machines and even struggling with a foreign accented call centre advisor, have all emphasised the alluring simplicity of social media, with consumers feeling that the public nature of what they are saying enhances the likelihood of response. Speed is the crucial factor when dealing with such enquiries, an aspect that has much greater importance than past dealings with more traditional contact methods. A recent prime example of this is high-street banks. A decade ago, news cycles would take around two hours to pickup on issues that effect customers, like systems outages. However, two years ago, similar issues occurred with a large bank and posts were trending across Twitter within two minutes: a 60-fold decrease in the time available to prepare statements and fix the issue at hand. The direct financial impacts of such negative PR outbursts have already been demonstrated. After an unfortunate incident with an American airline, an irate customer released an online satirical video, which immediately went viral across social networks. After just four days, the company’s stock price plummeted by 10 per cent, costing stockholders around $180million in value – a direct result of the speed and far-reaching platform that these new mechanisms provide. Recent research conducted by Aspect Software highlights companies’ poor performance in this area, across a number of sectors. Despite the emphasis on time and speed highlighted above, 84 per cent of consumers who aired their frustration with a company over social media did not receive a response within the hour. Investment in this area clearly isn’t high enough.

The proliferation of social media has highlighted the need for companies to develop a unified ‘omnichannel’ platform, across which consumers can have a stress-free experience across all forms of customer contact. For example, a customer may tweet a complaint regarding their internet speed to an ISP and indicate that they wish to be responded to via email while at work. The issue can then be discussed over the phone or webchat and an appointment arranged for an engineer to come and fix the problem. This appointment can then be confirmed on the day automatically via SMS. One major barrier to this approach is the general business perception surround social media, viewing it primarily as a mechanism to ‘push’ information out to customers rather than harnessing its conversational capabilities, further reinforced by marketing departments’ general ownership of the medium. As company purse strings begin to loosen, business directors are beginning to recognise the importance of investment in omnichannel. This has also spread to SMEs with the development of cloud and virtualised offerings that increase the availability of such technologies, providing these companies with the necessary flexibility and agility to get ahead of the curve on customer contact. As a result of the digital revolution and the rise of social media, the ‘future of customer contact’ may be with us sooner than we thought. Though not quite in keeping with Hollywood’s predictions of 2019, evidence of a significant power shift can already be observed, as vendors struggle to keep pace with rising consumer expectations and advances in the technology which they have access to. Those who are embracing and adopting faster research and development cycles are providing their customers with the tools to satisfy these needs and ensure they are the leaders in the customer experience arena. Ensuring that contact strategies meet the demands of the digital age is vital to ensure success in this new consumer-driven environment.

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TM

TM

Engagement Cloud TM

We make it easy for customer service, sales and marketing teams to design and deploy great experiences and customer journeys across all channels. Creating the rich relationships that great businesses are built on.

Thunderhead.com requests@thunderhead.com @ThunderheadONE


Customer Engagement Summit 2013

Staying ahead of the customer curve - wearables, tablets and M2M R J Talyor takes a well informed look into the future of customer behaviour and the technologies that will continue to revolutionise the entire employee and customer engagement space Already as 2013 draws to a close, smartphone ownership for U.S. consumers has surpassed 125 million and smartphone adoption worldwide has hit the "mobile majority”.1 While these numbers may not come as a surprise, it is important to consider that staying connected through mobile devices is a priority for consumers. But, as technology becomes more sophisticated, mobile customer engagement isn't just about creating a mobile-friendly website, or even about sending a mobile message to your customers. Mobile is far more than a customer channel – it’s an experience that transcends every interaction companies have with their customers in store, online and on-the-go. As marketers, we must embrace mobile and move quickly to incorporate tactics and technologies to deliver relevant 1-to-1 experiences for every customer. If we want to keep up with consumers, we need to focus on what’s ahead and not just hitting send. Given that one in three minutes spent online is now spent on a device other than PCs1, we know customers are on-the-go and moving from app, to email, to browser. Looking ahead, the next evolution for marketers will be to penetrate peer-to-peer messaging apps, creating another customer touchpoint.

You really must have an app for that Is there an app for that? There probably should be. If our customers are spending four out of five minutes on a smartphones engaged with app1, there’s a tremendous opportunity to connect with mobile push messaging. The conversation is no longer whether or not to have an app or a mobile website because by only choosing one, organisations run the risk of alienating their customer base. With its broad adoption, email continues to thrive and is more often than not, the preferred channels for marketing messages.2 Now more than 40 percent of emails are opened on a mobile device (Litmus, 2013). Responsive design is an integral part of building, maintaining and growing your customer base and engaging customers throughout lifecycle marketing.3 If you aren’t optimising your emails for viewing on a mobile device, you’ve already fallen behind your competitors.

Customers keep taking the tablets However, we can’t talk about the proliferation of mobile devices without considering the growth of tablets. With more than 50 million consumers now

owning a tablet1, it’s important to have a strategy for both smartphones and tablets. Smartphones may drive showrooming which creates a tremendous opportunity for competitive pricing but tablets are driving in-home purchases. In fact, tablet users are twice as likely to purchase an item using their device than a smartphone owner.1 The difference in uses highlights the need for individual strategies for each in order to increase business results. Today’s hyper-connected consumers aren’t limited to smartphones and tablets. From connected cars, connected homes, connected devices and even connected toothbrushes, the technology that initially took root in business (shipping, logistics) is transitioning into everyday consumer use. Imagine receiving a text message from your car when it is about to overheat, is ready for an oil change, or that powers a messages to 911 when you’ve been in an accident. Connectivity will continue to evolve and brands that leverage this new technology will continue to lead the transformation of customer experiences.

Customers wear it well What’s even more fascinating is the growth of wearable technology. Wearable technology offers unprecedented engagement opportunities for marketers to connect physical activities from exercising to shopping back to consumers and their smart devices, collecting and use data to create highly personalised experiences.

RJ.Talyor is VP of mobile products at ExactTarget

Connectivity will continue to evolve and brands that leverage this new technology will continue to lead the transformation of customer experiences

Consider the following points from Forrester Research, Inc. senior analyst Sarah Rotman Epps’s blog post, The App Wars Come to WearablesConsumers will be the Winners: • Its estimated that worldwide wearable shipments will reach 20 to 30 million units this year. • 44% of surveyed consumers said they’d be interested in a device that could unlock their car and house so they wouldn’t have to carry keys. • 30% said they’d like a device to make media recommendations based on their mood. • And 29% said they’d be interested in using a device to track their child’s activity. Mobility and connectivity will create a tremendous opportunity for brands to usher in the next generation of innovation. Today’s consumer is the most connected in history, creating an opportunity for marketers to optimise online and offline interactions multiple point solutions, technologies and teams to deliver a true 1-to-1 experience that is relevant, builds customer loyalty and drives sales.

1 comScore, Feb. 2013, Mobile Future in Focus 2 ExactTarget, March 2012, Channel Preferences 3

Litmus, March 2013, Email Analytics

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WHY Y WOULDN’T YOU EQUIP YOUR Y PEOPLEE TO DELIVER DELIVE ER ON THE PROMISES PR ROMISES YOUR YOU UR BRAND MAKES? M AKES? Good question. question. And it it’s ’s one that that a lot of organisations organisations would would answer answer with a response response along the lines of “well, “well, w wee do that”. that ”. But then consider consider tha thatt in a sstudy tudy published b byy the CIM las lastt yyear ear it was was rreported eported that that “Just “JJus Ju t 27% of marketing marketing leaders leaders strongly strongly believe believe they they empower empower and tr train ain customer customer facing facing staff staff in how how to to maintain maintain the the branded branded cus customer tomer eexperience xperience in real real life life when things things ggo o wrong wr ong1”. And there’s there’s further rresearch esearch tto o suggest suggest that, day, tha t, even even on a ggood ood da y, the majority of employees employees don’t actually und understand erstand wha whatt their ccompany ompany sstands tands ffor or and what what makes makes its brand brand dif different ferent fr from om its competitors’. competitors’.

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taking it one step step further than tha t, But taking that, it ’s about equipping people with the it’s viours tto o skills, the mindse mindsett and the beha behaviours o deliv er a consistent consistent on-brand on-brand be able tto deliver experience in th ace of the cha llenges experience thee fface challenges they they encounter encounter on a day-to-day day-to-day basis in their working working lives. lives. Brand activ ation is an appr oach we we Brand activation approach o the challeng es facing facing today’s today’s apply tto challenges businesses. Employee Employee eng engagement, agement, leadership, coaching, coaching, perf formance o leadership, performance management, selling and the cus tomer management, customer experience experience - wherever wherever ther there’s e’s a gap gap between what what your your brand brand is pr omising between promising xperience tha t ’s being and th thee eexperience that’s delivered, brand brand activ ation is the route route delivered, activation to achieving achieving long-lasting long-lasting behavioural behavioural to change, and real real business results, results, within change, your organisation. organisation. your

1 “Merging “Merging Promise Pro omise and and Experience: Th Thee Branded Branded Customer Customer Experience Experience Benchmark” Benchmark” Report, Report, The The Chartered Chartered Institute Institute of Marketing, Marketing, in associa association tion with Lip Lippincott. pincott.

W Want ant to to find out mor more? e? Visit w www.brandbiology.com ww.brandbiology.com or ccontact ontact Jill Dean, Brand Brand Biology’s Biology’s CEO, CEO, on +44 (0) 117 922 1500


Customer Engagement Summit 2013

Transformational outsourcing How transformational outsourcing has boosted TalkTalk’s retention performance and balance sheet. How asset reallocation and outcomes-based contracting can boost your performance and your balance sheet. In July 2012 the UK telco giant, TalkTalk, transferred management of its contact centre operation in Preston Lancashire, along with its staff, to the company’s outsourced service provider, HGS. The aim was to establish Preston as a centre of excellence for Customer Retention, relying on expertise developed within the partnership over the past three years. Almost a year and a half later, the deal is bearing fruit. The centre is delivering retention rates of over 90% at a significantly lower cost-percustomer and is also contributing to revenue growth by cross selling TalkTalk TV alongside phone services. It’s an excellent example of the success potential of a growing outsourcing trend, in which the contact centre’s human and physical infrastructure are transferred from the client to the outsourcer with an expectation of transformational change. We’ll take a look at the progress TalkTalk has made with HGS and consider the future for deals of this nature. TalkTalk’s decision to transfer its Preston operation to HGS was based on three years’ experience working with HGS in its own contact centre in Chiswick in West London. During that time, the focus had been on transferring and retaining customers from Tiscali, the rival phone provider TalkTalk acquired in 2009. Having worked for Tiscali for seven years, HGS understood the nature of the customer base and was able to work with TalkTalk to develop and deliver compelling retention offers. Success here encouraged TalkTalk to look at a bigger opportunity to grasp serious advantage in a crucial business

area. “In the telco industry, what was once a numbers game has become a value game,” says HGS’ CEO UK & Europe, Charles Cooper Driver. “Yesterday’s objective was to add customers rapidly. Today’s is to hold on to those you have by delivering exceptional service and to maximise their value through cross and upselling.”

A logical step Given this pressing business imperative, creating a retention centre of excellence with a trusted provider that had proven skills in that area was a logical step for TalkTalk. The decision to hand over its contact centre assets as part of the deal was, however, entirely new, but has proved valuable. “By putting the contact centre in HGS’ hands we achieved an immediate step change in customer management capability, as well as a real and sustainable reduction in cost,” says Andrew Crozier, TalkTalk’s retention manager. “What’s more, the responsibility for maintaining Preston as a state-of-the-art operation – with all of the investment in technology and resources that implies – now lies with HGS instead of us.”

Creating a retention centre of excellence with a trusted provider that had proven skills in that area was a logical step for TalkTalk

This re-allocation of assets, combined with a commitment to transform TalkTalk’s contact centre performance is, according to HGS’ Charles Cooper

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evolution of voice of the customer February 6 2014 Customers are playing an increasingly important strategic role in the development of organisations’ services and products across channels and the Voice of The Customer is critical to the development of customer engagement strategies. Strategies around customer feedback and feeding back on feedback, closing the feedback loop, are business critical issues and the VoC marketplace is set for rapid omnichannel growth. This Directors Forum will examine the key challenges and issues facing customer experience leaders in the evolution of their Voice of The Customer strategies as part of an overarching employee and customer engagement approach. Venue: The Hatton, 51-53 Hatton Garden London, WC1N 8HN Time:

09:00 – 17:00

Date:

Thursday February 6th 2014

Delegates will learn: • How world class organisations are successfully implementing voice of the customer and customer feedback strategies to improve customer service and enhance customer loyalty • How focussing on taking a holistic view of customers can improve your customer engagement and measurement strategies and gain competitive advantage • How the proliferation of customer feedback and measurement channels including social media and increasingly mobile is changing how organisations interact with their customers across those channels • The latest trends in the relationships between organisations and their customers as the voice of the customer plays an increasingly pivotal role in service and product development • The performance and profitability benefits that can accrue from the customer insights gained from effective feedback/measurement/voice of the customer strategies • How organisations who implement strategies that enable them to feedback positively to customers on the feedback they receive can gain market share and boost the bottom line

For sponsorship and promotional information contact Nick Rust on T: +44 (0) 1932 506500 M: +44 (0) 7968 416007 E: nick@engagecustomer.com #engageforums Engage Customers Forums are organised by

www.engagecustomer.com

Register http://vocdf.eventbrite.co.uk


Customer Engagement Summit 2013

Driver, a natural next step in the evolution of outsourcing. “It brings fresh hope to organisations struggling to keep pace with the investment in skills and technology needed to meet customers’ growing demands for 24-hour multi-channel service.” “TalkTalk was looking to make a step change, both in its retention performance and its cost base, that is difficult to achieve through traditional outsourcing,” explain Charles. We were able to deliver it by taking over and transforming the fixed assets that, in any traditional outsourcing deal, would have remained a financial encumbrance to TalkTalk. As it is, those assets have simply moved to our ownership and been subject to a programme of change that has transformed their performance.”

Transformational contracting In addition to taking over the assets, HGS has entered into a contract which links its own remuneration to the achievement of agreed business objectives. “For TalkTalk we are driving revenue through retention and cross sell activity, while seeking out the efficiencies that are bringing operational costs down over time.” In terms of retention, HGS’ performance is significantly ahead of targets set at the point of takeover and. At the same time, the cost of retention, in terms of the discounts and benefits offered to secure the customer’s business, has also reduced. “We are not only holding on to more customers,” says TalkTalk’s Andrew Crozier, “we are doing so at a better cost. That means the strength of our offering is being compellingly described to our customers by HGS agents who have excellent product knowledge based on strong training.” Its partnership with HGS has clearly delivered for TalkTalk, but deals of this kind are not for the faint hearted. They require a significant strategic commitment from both parties and a willingness to collaborate over a contract term of at least five years. But, for those who are prepared to ask more of outsourcing than incremental penny pinching (often achieved by compromising quality) it offers a positive way forward. Transformational contracts are based on a shared understanding of the client’s business objectives and customer management ambitions, and are powered by a willingness to share financial risk and reward. They also foster intelligence gathering and collaboration that drives mutual benefit. In its work for TalkTalk, HGS is using an analytics driven

approach to identify the root causes of customer dissatisfaction and feed them back to TalkTalk. ‘Every day we are talking directly to TalkTalk’s customers. The insights we gain can help improve products and services as well as customer management in the contact centre,” says Charles Cooper Driver “as TalkTalk’s business thrives, so does ours.” Andrew Crozier agrees. “No one sends more time talking to our customers than our contact centre agents,” he explains. “Through the contact centre we’re hearing what customers might find frustrating or compelling and can take action to position ourselves more powerfully in the marketplace.”

Satisfaction Employees, too, can benefit. The agent team that transferred from TalkTalk to HGS has grown significantly. Employee satisfaction scores, monitored regularly, are extremely high, while 80% of employees say they would recommend the centre to family and friends as a great place to work. By the same token, customer satisfaction, measured via email and IVR surveys that ask for precise feedback about each interaction and agent’s performance, is ahead of target.

Transformational outsourcing – the advantages • Immediate cash injection from ‘sale’ of assets. • Responsibility for asset maintenance and improvement rests with outsourcer. • Cost certainty as service provision switches to per-transaction pricing. • ‘Pay-as-you-use’ access to technology and rapid adoption of new innovation. • Sustained and contractually committed programme of cost reduction and service improvement over an agreed time period.

First time resolution is also rising. Both TalkTalk and HGS believe that the speedy and accurate resolution of customer issues is a key contributor to loyalty, so the centre measures it by capturing the Caller Line Identification for every call and then monitoring for its reoccurrence. If a second call with that CLI is received within a seven day period, it is assumed that the customer’s issue was not resolved successfully. HGS has maintained consistently high CR7 (call repeat within 7 days) scores and its quality scores are ahead of target at 94%. With these key performance metrics trending positively, retention growing and operational cost progressively decreasing, TalkTalk is proving the value of this pragmatic approach to outsourcing. Organisations that want to emulate its success will need to choose a partner carefully, looking for those that have experience in this kind of deal and the confidence to take a financial risk based on their ability to deliver transformation. Striking a deal will require openness about their customer management ambitions and about the strengths and weaknesses of the assets they plan to transfer. Only then can an agreement be struck that is fair to both parties and has the potential for success. The time to start that search is now.

HGS is a leading customer management organisation with operations in the UK and Europe and 51 locations worldwide. www.teamhgs.com

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www.engagecustomer.com Organisers of the Customer Engagement Summit

Showing how customer and employee engagement can drive performance and profitability Providing insights, best practice, news, networking and more for customer and employee professionals Engage now at: www.engagecustomer.com @engagecustomer #engageces


Customer Engagement Summit 2013

Brands face ‘authenticity gap’ with customers Study reveals huge disconnect between customer expectations and experience as for the first time in history customers have better technology than the organisations that serve them New research, conducted by global communications consultancy FleishmanHillard and partner Lepere Analytics, reveals a significant ‘authenticity gap’ between UK consumers’ expectations of leading brands and their experiences with them. This gap, observed most acutely in the area of innovation, undermines customer confidence and business performance. The Authenticity Gap research identified nine fundamental drivers of reputation that are consistent across industries and geographies. The research polled expert UK stakeholders on their expectations and experiences of 160 businesses against these. Equivalent studies were carried out in the U.S., Germany and China.

FleishmanHillard London. “In a world where customers are able to share their actual experiences with greater speed, visibility and impact than ever before, measuring and managing reputation – what those customers are saying about you, in relation to what you’re saying about yourself – becomes a business imperative. A gap between expectation and experience is, at best, an opportunity to enhance reputation and confidence and, at worst, can bring a business to its knees.” The Authenticity Gap research also reveals that industry leaders meet or exceed competitors across all nine drivers. They also exceed – by a wide margin – the expectation that stakeholders hold for the one or two differentiating drivers in that category.

The Nine Fundamental Drivers of Reputation: 1. Doing Right 2. Consistent Performance 3. Credible Communications 4. Better Value 5. Customer Care 6. Innovation 7. Employee Care 8. Community Impact 9. Care of the Environment

“The more closely a company can align what it says about itself with what others are saying about it, across the critical reputational areas, the more lasting confidence and momentum it can build,” said Kanareck. “Ultimately, reputation isn’t just a marketing or communications challenge – it reaches into the heart of how organisations are structured and operate.”

Of these nine drivers, innovation was cited by UK stakeholders as the most critical driver of a company’s reputation in 75% of the industries analysed – 60% higher than in the three other markets – yet experience fell short of expectation in 65% of cases.

The Authenticity Gap research is a proprietary methodology for assessing authentic business engagement between organisations and their stakeholders. It has been developed by global communications consultancy FleishmanHillard in partnership with UK-based research firm Lepere Analytics. Field research is carried out by leading UK researchers Ipsos-MORI.

Despite the intensely competitive focus on specs and constant cycle of upgrades, the largest gap between innovation expectation and experience in the UK exists in the smartphones and the tablets and ereaders sectors, suggesting increasingly bold claims about transformative technology are ringing hollow with consumers and undermining authentic engagement. The authenticity gap for smartphones was significantly more pronounced in the UK (-24.5%) than in the U.S. (-11.1%), Germany (-16.1%) or China (-3.5%). In only five industry sectors did the UK consumer experience of innovation actually outperform expectations: 1) energy (highest), 2) hotels (second), 3) insurance, 4) social networks and 5) travel operators. “Businesses and brands can say what they like about themselves, but there is no hiding place if the experience is out of step with the promise,” said Richard Kanareck, managing director,

The Authenticity Gap research identified nine fundamental drivers of reputation that are consistent across industries and geographies

About the Authenticity Methodology

In the UK study, 160 companies from 20 industry sectors were examined using a patent-pending methodology developed by Lepere for polling Expert Stakeholders. Expert Stakeholders are customers, commentators, employees, partners or opinionformers who have a higher level of interest, knowledge and engagement in selective categories or topics and so have greater influence with their peers. Data from these experts is forward-looking and more actionable. More detailed breakdowns of the UK Authenticity Research are available for the following sectors: banking and investing; biotechnology; devices and diagnostics; energy; enterprise software; gaming; home improvement; hotels; investment firms; insurance; online shopping; packaged foods; pharmaceuticals; semiconductors; smartphones; social networks; spirits; supermarkets; tablets and e-readers; travel operators.

Further information on FleishmanHillard’s Authenticity Gap research and Authentic Engagement Approach can be found at www.centreonreputation.com

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Customer Engagement Summit 2013

Lebara wins 2013 Customer Service Peer Award Ground breaking telecoms company pips Nationwide and EON to the post to win prestigious Customer Service Award at 2013 Peer Awards - and entries for 2014 Peer Awards are now open Peer Awards Customer Engagement finalists Lebara and Nationwide are presenting at this Customer Engagement Summit. The Peer Awards are being increasingly recognised as the most robust and independent Awards programme in the employee and customer sector. Entries for the 2014 are now open (see page opposite). Wolverhampton Homes were declared overall winners of the 2013 Peer Award for Excellence at a sumptuous champagne cream tea Awards Ceremony held last month, at the London Waldorf Hilton. Their initiative was judged by an audience of their peers to excel in term of impact, innovation, insight and inspiration. The Peer Awards for Excellence celebrate real accomplishments and innovative ideas. Finalists presented their entries at a conference at Bank of America Merrill Lynch HQ building in Central London in June. For the 2014 Awards RBS will be acting as hosts for the conference finalists’ sessions. Peers listened to talks by competing finalists and then helped decided the winner. All the finalists were featured in a special twelve-page supplement in the 12th June Independent newspaper. Once again the Independent will be publishing a supplement for the 2014 Peer Awards The Wolverhampton Homes entry Providing Unemployed Tenants with Life-Changing Opportunities described a training project that helps tenants desperately trying to find work with paid apprenticeships and full-time jobs.

The Peer Awards for Excellence celebrate real accomplishments and innovative ideas

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Other winners of overall Peer Awards were Michelin Tyre who’s Reaching Young Drivers – Building Road Safety Awareness with Puppets (described by a peer judge as “Pure Genius”) won the Corporate Responsibility Peer Award; Redrow Homes who’s Adapting Online Shopping Experience to Designing New Homes (acknowledged by a peer judge for “For making a true difference to their customers”) won the Customer Engagement Peer Award, and law firm Reed Smith who’s Creative Reverse Mentoring Spreads Learning Upwards in a Business entry (a judge said “An original, fantastic inspiring programme”) won the People & Performance Peer

Award, sponsored by The Institute of Leadership and Management. Stephen Citron, Director of the Peer Awards, said “I was delighted with the strength, breadth and innovation of this year’s 58 shortlisted finalists. They generously shared at conference what worked well about their successful initiatives, but also spoke candidly about what did not. They enthusiastically and with integrity participated in the judging of their fellow finalists. The Peer Awards have been proud to provide a platform for their inspirational ideas to be aired amongst their peers at conference, to a UK readership in The Independent, and globally on the internet”. Direct Line Group, Ecotricity, Eversheds, First Capital Connect, Ground Construction with Middlesex University, HC-One with Acteon, intu Chapelfield, Nokia, Sanofi, Simplyhealth, Vodafone and Warwickshire County Council were also winners of individual category or judging criteria awards. The 2014 Peer Awards for Excellence have now opened for entries. They will be judged, again by an audience of peers, at the Peer Awards conference at RBS HQ building in Central London at the end of June. The scope of the awards is again very extensive; the Corporate Responsibility award categories are Challenging Perceptions, Education of the Community, Business Awareness for the Community, Giving to the Community, Health & Wellbeing and Sustainability & the Environment; the Customer Engagement award categories are B2B Customer Engagement, Customer Service, Mobile Customer Engagement, Multichannel Customer Engagement, Social Media Customer Engagement and Voice of the Customer. And the People & Performance award categories are Coaching & Mentoring, Employee Engagement, Internal Communications, Recruitment, Talent & Leadership, Staff Development and Technology for People & Performance. There are also separate awards for the Financial Services, IT & Communications, Professional Services, Public, Retail and Utilities sectors. For further information and how to enter the 2014 Peer Awards see page opposite.


Now open for Entry All finalists speak at conference and feature in The Independent newspaper.

THE AWARDS VOTED FOR BY YOUR PEERS

The 2013 Peer Awards Ceremony at the Waldorf Hilton

Would you like acknowledgement and exposure for your success? The 2014 Customer Engagement Peer Awards categories are… • • • • • •

B2B Customer Engagement Customer Service Mobile Customer Engagement Multichannel Customer Engagement Social Media Customer Engagement Voice of the Customer

Come and see us at The Peer Awards stand. http://thepeerawards.com 020 8395 8886

For Sponsorship opportunities please contact: Nick Rust E: nick@engagecustomer.com T: 01932 506500 M: 07968 416007


Customer Engagement Summit 2013

Why without real-time insights you will lose customers Udesh Jadnanansing looks at the business critical nature of customer data analysis in real time and contends that if you haven’t got that then your customers will leave… never to return A great many companies continue to use market research institutes that collect data through extended surveys in order to evaluate their websites. Every quarter, a bulky Powerpoint presentation then puts forward the collected data and analyses mishaps and improvement actions. Those customers who encountered a problem on the website have by then long gone to never return. Why would you risk this when current technology allows you to be right on track every single moment? If you really want to exploit your qualitative customer data analysis, you should be able to address your customers directly. However, traditional web surveys will only show you where it went wrong when it’s already too late, whereas the customer would have liked help straight away. Let’s say a customer needs more information right in the middle of the online order process before going through with the purchase.

No good relying solely on your quarterly conversion analysis to track down what went wrong

Udesh Jadnanansing is Founder and Managing Partner at Mopinion

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If he receives a generic survey right after abandoning the order process whose results will be analysed by the management no sooner than a month later, this customer will be long gone by then. If, however, your helpdesk had been able to contact the customer at the very moment he stepped out of the order process, you might have created a loyal customer for life.

Closed loop feedback When deploying a Closed Loop Feedback programme you will first of all analyse the most important stages in the customer’s online journey (in your sales funnel for example) to facilitate feedback possibilities at these exact moments. But those are merely the first steps to success. Companies should be aware that each and every form of customer feedback is a gateway to engaging in conversation with the customer, which can then result in a better customer experience. We should not content ourselves with mere data collection, but listen more carefully and truly learn from customer feedback in order to immediately take the appropriate actions. Whereas some companies are getting much more aware of this and apply the actionable insights method more and more (Temkin Group, 2013), there are still a lot of organisations – about 80% - that do not seem properly informed on the numerous advantages that the Closed Loop Feedback solution offers.

Real time action When relying solely on your quarterly conversion analysis to track down what went wrong, it is often too late to engage your customer in conversation. The latter will by then have forgotten the details of the problem and will have long found the requested service or product somewhere else. It is highly unlikely he will return to your website after this unsatisfactory experience. A sophisticated Closed Loop Solution with built-in escalation alerts will automatically designate problems to front desk customer service employees who will seek a solution together with the customer. This will improve your customer satisfaction rate and therefore automatically increase customer loyalty. The Closed Loop Feedback solution gives the customer a direct solution to his problem and is solid proof of the company's pro-active approach. Because of this excellent service, visitors with an already positive customer experience will build up an even stronger positive image of your company. For a business, this way of handling customer feedback is likely to generate higher turnovers, stronger customer loyalty and increasing customer satisfaction. As this solution allows you to address your customers with much more relevant and specific questions, the customer himself will find the data collection process helpful and more rewarding. Whereas nobody wants to sacrifice precious time to endless questionnaires with generic questions, most people seem to be interested in sharing specific relevant information about a just encountered problem. Even more so, if this is then followed up by an on-the-spot action.

Improved customer satisfaction The ultimate goal is to create a constant learning and improvement cycle. Your employees will be able to offer direct help to customers in trouble, and your customers provide you with crucial information on where your service is failing them, which processes do not work and where additional service is needed. Needless to say this will result in increasing customer satisfaction! The times where you would ask yourself how to improve your customer service are long gone, now you can just ask them yourself.


2014 Events Forums Evolution of Voice of the Customer - 6th February Customer Engagement in the Retail Sector - 24th April Customer Engagement in Financial Services - 22nd May Social Customer Engagement - 3rd July Employee and Customer Engagement - 18th September Customer Engagement in Telcos/Utilities - 23rd October TBC: Change Management

www.engagecustomer.com Customer Engagement Peer Awards May - Finalist published in the Independent newspaper June – Finalist Conference October – Awards Ceremony

Outsourcing Customer Services Summit 27th March, London

Webinars January - Thursday 23rd April - Thursday 3rd June - Thursday 5th July – Thursday 10th September – Thursday 25th December ��� Thursday 4th

For Sponsorship opportunities please contact: Nick Rust nick@engagecustomer.com T: 01932 506500 M: 07968 416007

Customer Engagement Summit 27th November, Victoria Park Plaza, London

Engage now at: www.engagecustomer.com @engagecustomer #engageces


Nobody wants to be backed into a corner. We all want options. This is especially true for your customers. Options — letting your customers interact with you the way they want to, when they want to, from wherever they want to. That’s where multichannel communications comes in. Interactive Intelligence gives you the ability to route, monitor, record, and report on all media types – voice, email, web chat, fax, SMS, and social media. All-in-one. That way, your customers get choices and a consistent service experience across all channels, and you get a distinct advantage over your competition.

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2013 Customer Engagement Summit Guide