One of the largest divisions of a major cable operator (serving over 540,000 subscribers). Division is a collection of geographically discontinuous systems distributed across a single state

14 autonomous call centers without shared processes or procedures. The current operation led to poor customer service as evidenced by the low sales rates, high error rates, poor service levels, and high abandonment rates.

• Two person project team led an eight week assessment of the division’s customer care operations
• Analyzed call center data across the division
• Conducted interviews of key personnel from senior management to frontline employees to gain perspective on current operations
• Performed ride-alongs with field technicians, participated in side by sides with call center agents, and observed supervisors and managers in action
• Reviewed and analyzed best practices across other divisions within the company

• Standardize Call Center and Field Operations
• Centralize Call Center Operations
• Build Customer Care support team
• Organizational Restructuring
• Technology Enhancements

A large cable MSO with five call centers with over 1200 agents with no CRM solution. Over 15 fragmented,out-of-date, and inadequate KBMS. No standard content management tools or processes

• Increase sales and First Call Resolution rates
• Reduce AHT, error rates, agent training time
• Develop common systems to be leveraged by call centers across divisions
• Develop process for managing business knowledge
• Go live in six months or less!

• Identified vision and key requirements, developed project budget and assisted in presenting business case to executives
• Worked with corporate IT to develop requirements and designs for CRM and KBMS
• Facilitated rapid business review of requirements ,designs, content management process
• Developed and led user test and agent training for pilot implementation
• Provided post-implementation support to business users.

• Avoided $2 million dollar re-licensing cost for one acquired KBMS
• Met goals for pilot implementation in six months – on time and on budget!
• Positioned business and IT to roll out systems to all centers and agents – completed within two months after pilot!
• Provided conversion strategy for prior KBMS

Client required rapid evaluation of alternative sites for call centers

Site selection criteria included balancing risk of severe weather (hurricanes), availability and cost of work force, education levels and bilingual language skills, cost/suitability of facilities, ability to access community investment support

• Established client project team and facilitated development of client evaluation scoring model
• Conducted initial data collection and prepared initial ranking model
• Identified finalist site candidates and reviewed with selection team
• Developed refined selection criteria and more detailed scoring model
• Ranked and recommended 3 finalist sites and presented to executive team

Completed site evaluation and community selection process in 4 weeks with minimal impact on executive time and limited travel and research costs.

Division of a major cable operator, serving more than a half-million subscribers in a metropolitan region, was experiencing an unusually high level of escalation calls and a high contact rate of more than 150%.

The division needed a way to rapidly train agents and provide them with new skills to have an effective means of addressing the issues in advance of an upcoming seasonal peak in volume just four months away.

Two person consulting team customized TriSynergy’s “ABC’s of Communication” training to reflect the corporate culture and business rules of its client and then delivered the training to more than 500 front-line call center and field agents and supervisors. The quality program was redesigned and supervisors were trained on new coaching techniques. TriSynergy consultants supported the supervisors and agents with follow-up calibration and coaching reinforcement.

Within two months, the client’s customer satisfaction index rose by 18 points and handle times decreased. Field technician supervisors reported a marked increase in customer compliments and a decrease in customer complaints regarding technician behavior. TriSynergy’s unique approach to training program development allowed the client to use and modify the training materials for additional training of new employees within the division and for use within other divisions as well, further increasing the dramatic return on investment from this highly effective engagement.

The 450 agent call center supported multiple markets for a cable operator. Call center performance was dropping rapidly. Agent and management morale was low and turnover was climbing rapidly. Customer complaints and call volumes were rising. Management was searching for a Vice President of Customer Care to fill this key leadership role following the departure of the previous Vice President.

• Address critical performance problems
• Rebuild agent and management trust and morale
• Provide day-to-day leadership while new Customer Care executive was hired.
• Support new executive in transition to leadership.

• Assumed role of interim VP of Customer Care
• Assessed recruiting, hiring, training processes
• Assessed management structure, staff skills and strengths
• Assisted with evaluation of new VP of Customer Care candidates and transition for new hire.

• Dramatically improved morale and agent attendance
• lmproved monthly average service levels from below 50% to above 70%
• Revived relationships with Marketing, Information Technology, Field Service
• Re-defined quality and performance management processes
• Transitioned role to new executive who continues to be successful

One of the largest divisions of a major cable operator. The division is a collection of geographically discontinuous systems distributed across multiple states, and serves over 1.5 million subscribers

• Client needed to establish a longer term corporate vision for outsourcing
• Client needed to optimize existing outsourcing relationship and either expand existing relationship or establish a new relationship for tier 2 technical support

• Led an eight week assessment of the division’s customer care operations
• Analyzed call center data across the division
• Conducted interviews of key personnel from senior management to frontline employees to gain perspective on current operations
• Worked with Executive Management to create outsourcing vision
• Reviewed proposed contracts to provide input for negotiation
• Created assessment criteria and conducted an assessment of existing outsourcing relationship and site visits with new outsourcing locations in Canada, Florida and Texas.

• Maintaining and expanding existing outsourcing relationships instead of changing outsourcing vendors.
• Strategies to optimize existing outsourcing relationships
• Strategies to create synergies between company-owned contact centers and outsourced centers.

A division of a major cable operator serving over 500,000 subscribers in a metropolitan region. The division provides video, high speed internet and digital phone products to both residential and commercial customers

• High customer contact rate (over 150%) has led to poor service levels and high abandonment rates
• Little visibility on why customers are calling

• Based on an eight week call center assessment engagement, identified need to determine call drivers thus allowing the client to develop action plans to reduce calls
• Assessment team recommended the use of Speech Analytics to identify call reasons
• 4 person project worked with client to identify over 20 call categories and subcategories
• Team built over 400 patterns and tuned the speech recognition engine for use within the geographically region
• Team developed and deployed custom dashboards and searches highlighting the areas for the executives to address

• Increase awareness of call drivers
• Outline action plan to address call volume
• Reduction of contact rate to the corporate average of approximately 70%