Rogers Wireless Listens in on Calls, in a Good Way

Customer Experience
Customer Experience

In the fast changing wireless market, what used to drive customer service calls only two years ago may not drive calls today. Rogers Wireless recognized that to keep up it had to more rapidly identify and adapt to customers' ever-evolving needs and expectations.

Matt Ariker, vice president of customer-based management and customer-based calling at Rogers Wireless, says the company wasn't able to drive accuracy into product- and process-related decisions because the company lacked integrated customer information. The company needed processes that would provide a better view into customer feedback. "We were in the same boat that all the other wireless carriers were in. If you asked folks what was going on, they had a quick focus group to ask what is new. We always struggled with the precision about why," he says. "We needed to integrate the 'why' with the 'who' and what phone they were on."

In an effort to pursue opportunities quickly and rapidly identify root causes of customer calls, Rogers Wireless deployed Verint's 360 Speech Analytics-not just in the contact center, but also throughout other areas of the enterprise, like pricing and product development, to gain an integrated and deeper view of customer behavior.

Rogers Wireless deployed the technology in January, following six months of what Ariker described as "intensive work" that included a detailed organizational design strategy involving a cross-section of the company. Additionally, the company integrated applications from Amdocs and Verint to create an inventory system that track customer calls daily.

Teams were identified to help govern the technology-a steering committee, reporting team, and a group that tracks and fixes issues. Ariker's team recommends solutions. For example, Rogers Wireless noticed a surge in questions from customers regarding the delivery status of devices ordered online, so Ariker's team helped develop an email program that alerts customers when to expect their devices and instructs them not to call until they receive them in the mail. There's been a significant drop in calls since implementing the program.

The teams also analyze why people call, identify specific reps who sell to customers, how long customers spend on calls, and how much money they spend on each call. The technology sends that data into automated dashboards on a daily basis to the president and his direct reports. They use the information to adjust agent scheduling and to better align reps to specific calling queues based on their level of experience and knowledge.

Ariker's team also designed a series of automated reports that takes the analyzed information and sends it to a dashboard. Ariker's team to determine steps the reps can take to make an impact on each call. From that, Ariker's managers put the information into a PDF and send it to the president and his direct reports.

Ariker's team determines steps reps can take to make an impact on each call.

The system delivers service improvements in real time, as well. When customers use certain flagged words, the system routes them to a special team trained to work with agitated customers. Dedicated queues also route specific calls, perhaps for a question about a handset, to reps trained in product-specific areas.

Rogers Wireless has turned a corner since launching the integrated strategy. It's now possible to predict which customers may decide to churn and when, for example. Within two months of deployment, the company has seen a reduction in average handle time, transfers, and repeat calls. With a new level of customer intelligence, the company can proactively identify what causes repeat calls, along with patterns in customer behavior. The insight impacts product direction, price, and processes.

In addition to having better insight, the business is running more efficiently. Ariker says the company has identified tens of millions of dollars in opportunities as well as problems that can be solved. "It's the beginning of a new day. By having precision and reporting, we now know things we didn't know before," he says. "It's helping us to create a culture of accountability."