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Customer Experience at Stericycle
Dale Parchois – VP Customer Experience, Stericycle USA
SRCL Stock Price – 10 yr period
Stericycle Overview
• Focused on:
Protecting People. Reducing Risk.
• Founded in 1989 in response to Medical Waste Tracking Act of 1988
• Publicly traded company since 1996
• Steady, strong growth
Stericycle Locations
Over 5,000 team members in six countries
Approximately 400,000 customers globally
Our Business Lines
• Regulated Medical Waste Services
• Stericycle Sharps Management Services
• OSHA Compliance and Training
• Return Management Services
• Patient Communication Services
Regulated Medical Waste Services
Industry leader in the collection, transport, treatment and disposal of medical and biohazardous waste
• Business to business
• Large and small quantity customers: hospitals and manufacturers; medical offices, labs
• Promoting a safer workplace
• Extensive compliance/safety training - blood-borne pathogens
Providing recall, return, retrieval and communication services for pharmaceutical, medical device and consumer product markets
US Customer Service
Organization
Main Contact Center: Northbrook, IL
10 remote contact centers across the country
Customer Experience - 2009
Call Routing Stericycle???
866-783-7432 847-572-1531 847-943-6834 847-
943-6836 877-783-7421 847-943-6835 847-943-6965 847-943-6961 847-943-6972 888-278-7657 877-783-7411 847-943-6975 847-943-6971 888-779-2783 847-943-6960 866-707-8374 847-943-6973 866-260-9655 847-943-6946 877-272-2731 877-783-7490 847-943-6908 866-265-8177 847-943-6909 888-200-4906 847-943-6910 800-863-0345 847-943-6911 888-200-4917 847-943-6950
800-755-3291 847-943-6755 877-783-7421
Multiple toll-free numbers
No technology or customer service representative tools
Frequent customer misdirects and transfers
“ 92% of US consumers form their image of a company based on their experience using the
company’s call center” Purdue University
Type of Request SQ CS MQ Acct Rep SQ CS Dialysis Rep SQ CS Drug Disposal SQ CS Nat'l Acct Rep SQ CS LQ SQ CS Gov't SQ CS 3rd Pty
New Site or Service Leads (Live Call) X X Sales Lead Q X X Sales Lead Q X
New Site or Service Leads (Non Live) X X Sales Lead Q X X Sales Lead Q X
Change Tax Exempt Status X X X X X X X
Credits/Re-bills X X Normal Issues PI Rollback-to A.R. X X X X
Profile Changes (address, etc.) X X X X X X X
Fax Contract Copy X Acct Retn. Acct Retn. X X X X
Fax Insurance Certificate (Marsh) X X X X X X X
Fax Invoices X X X X X X X
Fax Manifests X X X X X X X
Fax Payment History X X X X X X X
Fax Calendar X X X X X X X
Fax Trans Cert/License X X X X X X X
Fax Weight Report X X X X X X X
Frequency Increase X X Sales Lead Q X X X X
Frequency Decrease X X SFDC Q-see notes X X X X
Discuss State Regulations X X X X X X X
Invoice Questions X X X X X X X
Manifest Archive Set-up/Questions X X X X X X X
Order Products X X X X X X X
Inquire About Next Pick-up X X X X X X X
Cancel Account (Live Call) X X IB Retn. X X X X
Cancel Account (Non Live) X X OB Retn. X X X X
Pricing Questions X X Acct Retn. X X X X
Schedule/Cancel Pick-up X X X X X X X
Program Level Upgrades X X Sales Lead Q X X X X
Program Level Downgrades X X Acct Retn. X X X X
Take CC Payment X X X X X X X
Request Trans Supplies X X X X X X X
Transfer Misapplied Payments X X X X X X X
Purchase Order Changes X X X X X X X
3rd Party Hauler Accounts -handled by the LQ team. Sales person ID="LQTHRDPRTY", Account warning will indicate to transfer to LQ as well
Drug Disposal Program(Pharma Waste Accounts). Requests to Cancel: Live Calls should be warm transferred to the IB Retention Group w/ a case. (x8190) Non-Live E-mails,
Voicemails, Postage Mail or Faxes, should be directed to the OB Retention Queue w/ a case. Frequency Decreases: Send a case to "Pharma Frequency Changes" queue in SFDC
and notify customer someone will contact them within 24-48 hours. Frequency Increases: Go to Inbound Sales
The Account Rep's name can be located by searching for the affiliation code on the "Master Group Affiliation List" on the SFDC home page. The CAS (Corporate Accounts
Services) team can be reached at extension 8747.
Government accounts will have an account warning in SFDC. The government team can be reached at extension 8744. If no one is available cases can be sent to the "CS-
Government" queue
CUSTOMER INTERACTION GRID
LQ x 8371
The Acct Rep's name can be found by searching for the affiliation code or account number on the "MQ Account" list on the SFDC home page. The CAS (Corporate Accounts
Services) team can be reached at ext 8747. Cases should be sent directly to the acct rep if you aren't sending a live call, otherwise send the case to the person who took your
call
Calls can be warm transferred to LQ CS at extension 8371. If the customer does not wish to hold cases can be sent to the LQ/MAE Support queue.
CAS x 8747 Gov't x 8744LQ x 8371
Rene Gaunaurd is the Dialysis Account Rep
CAS x 8747 Rene x 6568 Drug Disposal
For the top 30 customer inquiries there were 240 transfer possibilities
8
2009
Where were we?
Where were we? Impact Loyalty Problem Resolution
No Problem Reported n = 1020
Problem Reported n = 143
Problem Handling Receives High
Rating of 7 to 10 n = 95
Problem Handling Receives Low
Rating of 1 to 6 n = 48
All Respondents n =1167
%
Loyal
64% 23% 10% 4%
67% 22% 9% 3%
46% 27% 16% 11%
61% 28% 11% 1%
16% 24% 29% 30%
Problem Reported n = 147
10
Where were we?
Back office challenges
We have a growing backlog of
customer requests. What can we do?
Why is the back office such a
bottleneck to our business
growth?
Why do I need supervisors
manually re-prioritizing tasks?
How can I measure the
performance of the back office?
Service Model Phases
Recommendation Service Tools
1. Integrated Customer Service
Groups
2. Standard Work
3. Core CS Tools/Technology:
• Computer Telephony Integration
• WFM
• Intelligent Routing
• Training Curriculum
• CS Dashboard
• IWD
• Optimized Agent
• Create New Customer Channels
• Develop Self Service
• Integrate Applications
• Build Knowledge Tools
• Voice Recognition
• Data Mining
Optimize Outcomes
Starting Point ‘09
Performing Phase ’10-’11
Optimizing Phase ’12-’14
Improve Operations Improve Customer Experience
Reduce Costs
• Siloed Channels
• ACD Reporting
• Separate Operations
• Multiple Non-integrated Apps
• OJT
• No Industry Tools
Customer Service Capability Model
Customer Service Overhaul
• Vendor selection started in Q1 2010
• SaaS alternative discarded early in the process
• Genesys and Aria won the bid: iWD
• Project duration: June to December 2010
Our Approach
• Complete technological overhaul of the Contact Center
– Intelligent call routing
– Work Force Management
– QA tools (100% recording) and post interaction survey
– CTI
– iWD
• Integration between the solution and our current CRM tools (SalesForce) - Aria’s CIMplicity Desktop
• CS Department - customer hub established merge SQ, MQ, LQ, CAC, Contract
Establish CE Team
• Performance based curriculum/certification developed
• Standard work processes identified
• “First Call Resolution” workflow
Develop Training/Standard Work
• Routes calls and cases based on customer data and skill
• Enables population of customer data (screen pop)
Intelligent Routing CTI/IWD
• Allows recording of 100% calls/and data input
• Use in coaching & quality improvement, follow up
• Enables customer surveys - immediate response
Quality Monitoring and Call Recording
• Matches staffing to call arrival patterns/models resource needs
• Allows fully automated scheduling for staff
• Provides real-time adherence and monitoring
Workforce Management
• CS Dashboard – productivity, call sat, quality, FCR Reporting
Customer Experience - 2011
What’s Different – Daily Customer Service
C O M P L E T E
Genesys iWD - Key Capabilities
Captures ‘tasks’ from multiple sources – process, channel
Out-of-the-box adapters for quick integration
Adapters are bi-directional – not a fire and forget
Define business SLAs using business rules
Intuitive user interface
Automatically monitors tasks Calculate
Leverages Genesys skills
Proactive assignment to right resource (push or pull)
Manage across groups or locations
Distribute
Capture
Manage Skills of back office team members
Performance of individuals, groups and teams
Task backlog for workforce planning
Provides insights into business performance
Statistics can be used in Genesys CCPulse+, or existing 3rd party BI tools
Compare against KPIs defined by business users Report
Customer Work Flow
iWD Process V
oic
e In
telli
gen
t W
ork
D
istr
ibu
tio
n
Engi
ne
Cas
e
Business Rules Applied
Phone Agent Waiting
Call Pop with Customer
Information
Agent Creates Case
Back Office Agent Waiting
Case Pop Customer Information
Complete Case or Send to
iWD for Next Phase
iWD
Leverage iWD with SFDC capabilities
Incoming E-mails
Incoming Web requests
Provides offline work control and visibility
E-mail sent Arrives in SFDC Case is created automatically
and sent immediately to iWD
Case (with email attached) pops on agents’ screens
The 2009 work allocation model
Process
Process
Incoming requests
CRM, BPM,
applications... Workforce Work bins
Cherry-picking
intelligent Workload Distribution
Enterprise
CRM, BPM,
applications... Global Task List Workforce
Optimized Allocation
Process
Process
Incoming requests
Departments Enterprise
Virtual
Workforce
intelligent Workload Distribution
CRM, BPM,
applications... Global Task List
Virtual
Workforce
Process
Process
Incoming requests
Enterprise Optimized Allocation Priority Routing
CLI Trend – 3 yr.
23
58.0
64.1
68.9 70.0
67.6
70.6 70.3
73.0
70.7
75.4
77.4 77.5
50.0
55.0
60.0
65.0
70.0
75.0
80.0
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
2009 2010 2011
Overall Evaluation Customer Service
Statistically Significant Improvement at the .05 level of confidence
Improvements Achieved (basis points)
CLI Results
4/18/2012 24
CLI Results
+440
Overall Customer
Service +60
Rep Knowledge
+530
Rep Follow
Through +530
Understands Your
Problem
+ 350
Rep Professional
+460 Speed to Resolve
Issue
Overall Customer
Loyalty Index +200
Click to edit Master title style Improve Customer Experience Process Enablers Create
Service Culture
Customer 1st
Improve Customer Loyalty
Survey/Action Plan
Improve Problem Resolution
Reporting/Targeting
Establish Service Recovery
Service Miss/Root Cause
Case Process
Establish targets by case type
Report and drive turn around time
improvement
Service Recovery
Identify and scope issue
Rapid customer response with Cross Functional Team
Root cause analysis and solution implementation
Loyalty Action Planning
Review of detailed CSAT results by region, function
Reporting of trends and customer verbatims
Quarterly action plans
Problem Resolution
Enabling Processes
Case avg. days pending reduced
14 days
Percent in range improved
300 basis points
Statistically significant
Improvement:
• Loyalty
•Customer Service
56
49
30 27
30 26
44
51
70 73
70 74
0
10
20
30
40
50
60
70
80
StartingPoint May 10
May Avg. June Avg. July Avg. Aug Avg. Sept Avg
Pending Cases Monthly Results percentage in/out target time range
Sept ’11
Out of Range % In Range % 26
50.1 60.2 61.3 62.9 63.8
50.6 58.5 58.7 60.3 63.3
59.6 67.4 68.4 68.3 71.6
74.6
77 77.2 78 80.8 65
68 72.5 72.6 74.2
Q3 2010 Q4 2010 Q1 2011 Q2 2011 Q3 2011
LOYALTY OUTCOMES
Loyalty Value Overall Continue Recommend
ACTION PLANNING BEGAN
Click to edit Master title style
27
Drive culture throughout:
Roll Out 2012
http://www.exclaimclients.com/stericycle/31223/20111104/
Lessons Learned
• Stable processes pre-implementation
• Change management process
• Company-wide effort
• Drive culture
• Effective Partner: -- reliable, flexible, collaborative, knowledgeable multiple software systems