Application/Enrollment
| Project Background | A major provider of health insurance – member of a national association of health care plans. The company delivers individual and group health plans and third party administration services to large clients |
| Business Challenge | Sales and enrollment process was overly complex, didn’t meet different needs of different customer segments |
| Project Approach | Two person project team worked with cross-functional team of client staff, departmental management, and executive management over six months to: • Determine client expectations and appropriate metrics for the process • Map core activities and develop “as-is” process maps • Review process disconnects and design new “to-be” process maps • Develop system requirements necessary to support re-designed process • Create new roles, position descriptions, and organization charts for affected departments • Develop implementation plan and business case for required investment |
| Business Benefits | • Client implemented recommendations in Marketing, Underwriting, and Customer Service departments to improve service and reduce cycle time • Customer Service recommendations reduced abandon rates from 12% to 2% and improved service levels without hiring staff • Process analysis and business case justified necessary staffing increases and new positions in Marketing and Sales • System requirements incorporated in RFP for new system by client’s IT department |
| Project Background | A major provider of financial services to students and education lenders. The company was operating 4 isolated call centers throughout the country. Growth through acquisition had created a customer service technology environment that was fragmented, outdated, and forced inefficient use of resources. |
| Business Challenge | Create an environment where: • All contact centers could work together as one • Technology was scalable • Technology could support not only the call center but non-call center employees and executives |
| Project Approach | • Working with client executives, the project team defined a vision for customer service and developed high-level technology requirements that support the vision • The project team presented the business case to the Board and gained approval • The team developed RFPs, facilitated vendor presentations, and negotiated contracts • The team was also engaged to work with the vendor to implement and gain acceptance of the new solution |
| Business Benefits | • In 5 months, the project went from initial discussion of vision to Board request for funding to receiving live calls in the first call center • Second site was live and operational only 4 weeks after first site • As result of having clearly defined vision and technology plan client was able to roll-out new solution to the remainder of the organization – over 2,000 employees, a total of 800 call center agents , adding WFM, predictive dialing, and QA monitoring- quickly, using internal staff, at significant savings (ROI to client from consultant services estimated at over 600%) • Substantially increased customer satisfaction, improved calls/account ratio, and reduced cost of service/account by using improved management information capabilities |
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