Contact Center /CRM Strategy and Planning
| Project Background | A large not-for-profit organization operating globally to raise funds for services to support mothers and children in 30 countries. Organization has seen multi-year growth at rates over 20%/year and is now expecting this growth rate to accelerate. |
| Business Challenge | Develop CRM business and technology strategy to : • Support relationship management and account management needs for US organization supporting four major product groups and 8 major customer segments • Meet needs for solutions in contact center, marketing automation ,campaign management, business intelligence and reporting • Define conversion strategy from multiple current platforms • Comply with strategic technology architecture standards and directions established by IT group |
| Project Approach | • Interview executive leadership at C-level, VPs, Directors – across Marketing, Product Management, Strategic Planning, and Information Technology • Review and advise on IT initiatives for contact center technology selection, taxonomy development, and information architecture development • Develop draft strategic plan and review with various stakeholders • Revise, develop technology roadmap, timeline, business case, and initial project descriptions for action in next fiscal year |
| Business Benefits | • Increase market penetration, customer lifetime value, while reducing TCO and organizational inefficiency • Support continued long-term growth |
| Project Background | A major health insurance company serving nearly 50 million members with over 24,000 providers and annual revenues of over $2 billion. 400 CSRs in two locations linked as a virtual center. Company regularly ranks among best in class in customer service and employee satisfaction |
| Business Challenge | Advice sought by management on right number and sizing of call centers. Need to increase scheduling efficiency without negatively affecting agent morale. Required independent assessment of overall call center performance. |
| Project Approach | • Two person project team led a six week assessment of the two call center locations • Analyzed call center data and metrics • Conducted interviews of key personnel from senior management to frontline employees to gain perspective on current operations • Assessed technology, quality program, organizational structure, and processes for scheduling and performance assessment • Observed agents handling voice and email contacts, and observed supervisors and managers in action |
| Business Benefits | The assessment yielded several key recommendations which included: • Changing Organization Structure • Revising Quality Program and Coordinating Quality Process between Supervisors and Monitors • Redesigning and Replacing Call Center Technology to Better Support Call Routing and Improve Disaster Recovery Capabilities • Redesigning Performance Measures and Integrating into Schedule Bid Process • Redesigning Performance Reporting System to Reduce Technology Risk |
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