Subsidiary of a major retail catalog/online order provider known for outstanding customer service and product quality

• Management struggled to understand differences between B2B, B2C sales environments
• Emerging B2B business unit lacked adequate technology, effective processes and metrics, and management reporting
• Sales and Marketing projection models were not integrated with staffing and operational models
• High abandonment rates and low service levels led to lost sales, repeat calls, client dissatisfaction

• Determine client expectations and appropriate metrics for the process
• Map core activities and develop “as-is” process maps
• Assess staff performance, operational challenges, and technology gaps in multi-channel contact management
• Conduct gap analysis and design new “to-be” process maps
• Develop system requirements necessary to support re-designed process
• Develop new roles, position descriptions, and organization charts for affected department
• Develop implementation plan, staffing model, and business case for required investment

Sales during peak exceeded business projections with improved service levels, lower error rates, and higher customer satisfaction. Client preparing second phase of technology implementation Opportunities for performance improvement expected to yield up to 50% increased processing capacity for same staff levels.