León Grekin, Director del Servicio de Consultoría en Transformación de Negocios (CBT) en Cisco Systems, Inc.
11º Congreso Internacional d eTecnología para el Negocio Financiero
junio 2011
Estimado el valor de negocio de las tecnologías multicanales para servicios a clientes bancarios
1. Estimando el Valor de Negócio de
Las Tecnologias Multicanales para
Servicio a Clientes Bancarios
(Facebook, Twitter, Tablets, Smartphones, Video,
ATM, Web y email)
Sessión AMBA
7 de Junio de 2011
Leon Grekin
Director,
Customer Business Transformation AA
Cisco Confidential – For Internal Use Only
1
2. Multitud Explosiva de Canales
Cambio
Canales Segmentos Nuevos Canales
Bca. E-mail
PyME Privada TV Cable
Visita a Domicilio
Coporate Consumidor Video AD Reunion Web
Bca.
PyME Privada Reunion Web
Sucursal Bancaria
Empresa Consumidor Video AD Carteleria Digital
Bca. Video Kiosk
PyME Privada
ATM
Consumidor Carteleria Digital
PyME Bca. IVR Verbal Video
Teléfono Privada
Empresa Consumidor Sintesis de Voz SMS
Bca.
PyME Privada Chat WebCam YouTube
Internet
Empresa Consumidor Voz Social Media
PyME Bca.
Privada Video/AD SMS/IM
Smart Phone/Tablet
Empresa Consumidor Apps Carteleria Digital
2
3. Responses to Channel Explosion
Channel/Contact type Challenges/Opportunities Solution Strategy
• Diminishing frequence • Tech aids to prospecting
On site visit • Increasing cost • Desktop Virtualization
• Expertise Training • HD Video, Telepresence
• Diminishing Frequence • Selectively Renovation
Office • High Staff Turnover • Virtual Expert, Attendant, etc.
• Highest cost channel • Automation
• Transactional Focus • Adding Cross Sell Capabilities
Self-service kiosl (Missed interaction • Adding Video Expert
opportunity)
• Transactional Focus • Adding cross-sell capabilities
Phone • Commoditized • Multichannel conversion of CC
• Decreasing in relevance staff
• Transactional, Self • Adding cross sell capabilities
Web Service • Customer segment based
• Commoditization behavior
• High penetration & • Cross-sell capabilities
Smart Phone/Tablet Scalability • Selective High-touch/Low touch
• Diferenciation (apps) service based on segment
3
4. El Modelo Para Estimar el Valor de Negocio De Aumentar
Canales y Servicios en Atención al Consumidor
Un modelo que auxilia a hacer un bosquejo del camino a seguir
hacia un modelo mulitcanal y multiservicios que satisface a los
De que se trata? desafios de negocio y permite poerle un ranfo de valor en Pesos
al progreso en funcionalidad hacia el futuro deseado.
• Ayuda a los ejecutivos del negócio y de TI a montar el mapa
hacia el futuro del servicio a clientes
• También le determina un rango de valor al que el aumento de
Por qué importa? funcionalidad, y madurez de la central de servicio puede aportar,
• Es pragmático! Está basado en métricas actuales de más de
7,000 compañias en distintos niveles de madurez.
•Un estimado “a vuelo de pájaro” puede obtenerse en 1 hora.
Es rápido! •Un resultado más preciso y customizado toma
approximadamente 40 hombres-hora
4
5. El Desempeño de la Central Mejora al Madurar
Pone
Conecta Reconoce Direcciona Resuelve Revisa
en Fila
Conterstar o hacer Entender la Asignar el mejor Optimizar la Satisfacer/Resolver Evaluar qué tan
un contacto con el naturaleza del recurso para necesidad de el pedido o bueno fue el uso
cliente contacto y cliente atender al quesito recursos problema , o venta de recursos,
Level Customer
Autenticación Direccionamiento Unificación de Campaign
5 (Facebook,
Tweeter..) combinada Voz, experiencia previa cola multicanal Management
Interaction
Analyzer
SMS, o WEB
Multicriterios Priorización Call Escalation to Multi Channel
Online ID usada segun cliente Expert and dashboard
+Video reporting tools
para IPersonas fuera de Venta cruzada
4 authenticación CL con generador
de Voz
Self-service
Sintesis de Voz
End-to-end Voz
Reporting
synthesis system
+ Co-navegar Unificación de ruta Una sola cola
IVR Verbal
Desempeño
en todo sítio virtualizada Automated
Cross-sell pop customer
Grupos de ups survey (IVR)
Anuncio de
3 + Chat IVR con
authenticación
Habilidades tiempo de Sample
espera Agent Desktop
Biometrica Monitoring of
Balanceo entre Dashboard w/CTI
Opción de calls
sitios
Identificador llamada de
+ E-mail retorno Voz Centric
de numero CRM
Reporting Tools
2 entrante Pre-asignación Musica en
Espera Agent Accesses
+ Fax, Correo Multiple legacy ACD Call logs
IVR de Tonos Ruteo dentro del systems to
ACD u Local Cola por ACD resolve issue
Bi-weekly
1 Voz no más Varios numeros por segmento y
Sin cola
Rely on agent
expertise only
manager/agent
producto conversation
Source: Cisco VTG – Customer Business Transformation (CBT); Patent Pending
5
6. Ejemplo: Seguradora CASO REAL
Ola 3 Mejor
Practica
entre
Seguradoras
Ola 2
Al nivel promedio
de la industria
Ola 1
Harmonizar en
practicas
Current internas
State
12 -18 months 18-36 months
Ola 1 Ola 2 Ola 3 Total ($ M)
Inversión
60% 85% 100% 10-13 MM
(cumulativos)
Ahorros de
costo 10% 60% 100% 25-35 MM
(cumulativos)
6
8. Esséncia del Modelo de Estimación
Nivel de Satisfaccíon de Cliente
% Resolución en primer llamada
Retención en IVR ILLUSTRATIVE
(% de llamadas)
100% Bottom Average Top Exceptional
Performers Performers Performers Performers
79%
60%
increase!
19%
0%
1 2 3 4 5
Maturity/Functionality Level
8
9. Ejemplo de Calculo
ILLUSTRATIVE
CC METRIC IMPROVEMENT AND VALUE CREATED
Cost Savings: 60% Increase in IVR Resolution, 11,640,000 inbound calls/yr
Cost of Live Agent Call: $5.54
Cost of IVR resolved Call: $0.68
Resolution on IVR
As is 19%.
Saving per call converted from Live Agent
(% of Inbound Calls) to IVR: $5.54 – 0.68 = $4.86
To be 79%.
Calls Converted: (79%- 19%) x 11,640,000 x
$4.86 = $33,942,240/yr
New Revenues: Increased Cross Sell from bringing from Zero to 1% offered and 30.7%
close ratio with cross-sell pop-ups (CTI & CRM integration)
0.0% (As is) Value of Cross-sell =
Offer rate Total Live Agent calls x % cross-sell
1.0% (To be) offer x % close ratio x Average revenue
per product
0.0% (As is) 11,640,000 calls x 1% offered x 30.7%
closed x $170 /product=$6,074,920/
Close rate
To be 30.7% yr
(To be)
Source: Benchmark Portal Database; CBT Team Analysis
9
11. Largest Call Center Performance database in the world
Collecting data since 1995
Thousands of members in the community
Forty-three Industry Sectors
Awarded US Patent # 6877034
Mission to Assist Call Center Management
11
Notas do Editor
As we take the message externally, we need to understand how to make the human network message relevant to Cisco Cisco’s role in the Human Network Effect can be better understood through definition The Human Network Effect campaign can be defined as “when technology meets humanity on the human network…The way we work changes. The way we live changes. Everything changes…for the better…people are more connected, more informed, more involved. This impact is the Human Network Effect.” the campaign will continue to create brand awareness with a broader audience with the aspirational message that is associated with the human network campaign The HNE campaign will provide the aircover for segments and solutions to delve deeper in their own programs that will drive further technology and solutions awareness with customers The HNE campaign will also continue to highlight the network as the platform for achieving the HN’s effects
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