Workforce Management, Scheduling, Forecasting

Project Background

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

Business Challenge

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.

Project Approach
  • 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
Business Benefits Assisted client in implementation of recommendations which included:
  • Standardize Call Center and Field Operations
  • Centralize Call Center Operations
  • Build Customer Care support team
  • Organizational Restructuring
  • Technology Enhancements

Project Background

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

Business Challenge
  • 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
Project Approach Two person project team worked with cross-functional team of client staff, departmental management, and executive management over ten weeks to:
  • 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
Business Benefits

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.

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

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