Outsourced Process Management


Project Background

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.

Business Challenge
  • 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.
Project Approach
  • 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.
Business Benefits Four month engagement:
  • 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

Project Background

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

Business Challenge
  • 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
Project Approach
  • 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.
Business Benefits The assessment yielded several key recommendations which included:
  • 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.

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