How can you measure the success of the call center customer journey?

FCR works for some channels and not well for other! example FCR on the phone is almost entirely the agents evaluation, often we do not even ask for the confirmation, we assume that the advise or info we gave to the customer will solve the problem, and then we take the next call. For FCR to really work we either wait until the customer confirms ( and talk time and satisfaction goes up) or we call back to confirm and your productivit drops. The solution is not to stop using FCR for phone entirely, but to accept a much lower score as successful, as long as you understand that most complex issues are rarely solved in the first call.

It's important to note that FCR has diminishing value as low complexity or often repeated issue types are automated or pushed to AI or even self service. The value diminishes because those issues which are likely candidates for first contact resolution are typically the ones that are shifted away from live agent support first. This results in higher complexity issues remaining for live agent support which by their very nature have less opportunity for frontline agent resolution.

From my experience we should have IA help on the "miner" tasks while talking to the clients in order to focus on the client needs and offer the best solution

Um dos indicadores que melhor norteiam os gestores de call center quanto a qualidade dos processos e o impacto na jornada do cliente é o FCR. E para que esse indicador seja relevante e obtenha os resultados esperados, é fundamental que se tenha em mente além a jornada completa do processo, o quanto esse processo foi construído para o agente de atendimento, visto que ele será o grande protagonista. Deve se levar em considera??o: - Usabilidade dos sistemas. - Qualidade do playbook disponibilizado. - Autonomia necessária para a resolu??o. Esses três fatores s?o fundamentais para o sucesso, o mesmo vale para centrais de atendimento internas ou terceirizadas.

A princípio considerar métricas como tempo médio de espera, tempo médio de resolu??o, taxa de resolu??o no primeiro contato, satisfa??o do cliente pós-atendimento, e taxa de reten??o de clientes. Levantar os principais motivos de contato e levar isso em dados para as áreas onde se poderá abrir plano de a??o é uma das principais vertentes. O SAC é o grande amplificador da voz do cliente dentro das corpora??es.

From my POV...There are three dimensions when a customer goes through the support journey. ENABLEMENT, EFFORT & EMOTION! 1. Customer ENABLEMENT: How effectively are you helping the customers and getting them back to their business? (Metrics: FCR, Issue Resolution%, Self-Service%) 2. Customer EFFORT: How much effort & time are you making your customers put in while they access your support?(Metrics: CES, AHT, SLA, Total time to resolve, Repeat contact%, Escalation Rate%) 3. Customer EMOTION: How do you make your customers feel as they go through the support journey (Metrics: Satisfaction rate with agent, Self-service article helpful rate%)

In my view, Training and QA processes enhance comprehension of CES, guarantee agents are adequately equipped to reduce customer effort, and establish a framework for ongoing enhancement through immediate feedback and data analysis. 1. Monitoring Interactions 2. Feedback and Coaching 3. Identifying Trends Regularly monitor and evaluate customer interactions to ensure adherence to established processes and standards. Provide feedback to agents on performance. To aid in addressing areas for improvement and reinforcing behaviours that contribute to a positive CES. Identify trends or common issues that lead to increased customer effort. This can be used to refine training programs and update processes to better meet customer needs.

It is imperative to have in place a holistic view of the effort exerted by your customers across touchpoints hence along each journey. Customer Effort Score help organization identify system issues and process gaps. When listing the CES per touch point there is an opportunity to prioritize your improvement plans accordingly. Quality improvement is the clue to turn the customer experience around. Mentoring the CES Metrix opens a window for continuous improvement everywhere. To truly comprehend the customer journey, it is essential to consider the effort exerted by customers across various touchpoints. This holistic perspective helps organizations identify pain points, bottlenecks, and areas where improvements are needed.

NPS is rather a realistic measurement for customer satisfaction and their possibility of re-purchase with the company. There is an interesting point with NPS over the actual business gain from this measurement. In many cases, customers who "would introduce your company to others" do not actually do so. Hence, companies NPS can spend more efforts and resources on materializing their promoter to maximize gain and deliver actual benefits to the business.

Customer Satisfaction is one of the most commonly used yet least valuable "experience metrics." The low value of CSAT is rooted in the fact that it is transactional, only surveying consumers of goods or services. It does not poll those who have entirely given up on the support team. This is also apparent given that "word in the street" voice of customer data rarely corresponds to the inflated CSAT scores that are reported.

Uniquely for hotline, CSAT normally does not cover the abandoned/dropped calls. As a consequence, hotline CSAT is usually does not reflected how the mass customers view your service quality. To better understand customer experience when reaching hotline, it is more beneficial to monitor CSAT in adjacent with wait time, drop rate and first time resolution. Furthermore, many companies moved to machine-answered hotline. On the contrary, when reaching hotline, customers expect to receive a personalized consultation and have their problem solved. And this often come after they tried other channels. Ultimately, if hotline does not provide any better service, low CSAT for hotline and for the company overall is expected.

The success of a call center customer journey can be measured through key performance indicators (KPIs) such as first call resolution rates, average handling time, customer satisfaction scores, Net Promoter Score (NPS), and customer retention rates. These metrics provide insights into efficiency, effectiveness, and overall customer experience.

Cracking the code of call center excellence? Dive deeper than surface metrics. Take cues from Salesforce's playbook- they slashed average call time by 35% not by rushing, but by empowering reps with instant data, efficiency meets satisfaction directly improving agent experience. -The strategy? Beyond just tracking FCR or CSAT, be maestro of data-driven empathy. Equip teams like Spotify does-turning 80% of customer insights into evolved experiences. It is chess, not checkers where data engineering takes precedence.