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.

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 Growth through acquisition had created a customer service technology environment that was fragmented, outdated, and forced inefficient use of resources.

• 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

• 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

• 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