| Major Telco – Eire | Definition of functional and performance (availability, response time, reliability) improvements to online and IVR based self service that had been implemented expediently using screen scraping, leading to performance issues |
| Polish Telco | Identified that the worst performing 15% of contact centre agents were dissatisfying 40-60% of the customers that spoke to them, compared with 0-2% for the top performing 10%. Improved coaching and performance management rapidly improved customer satisfaction. |
| HMG –failing outsource provider | Assessed catastrophic levels of customer experience. Recommended actions to deliver short term improvements prior to termination of the contract and transfer of service to a previous service provider. |
| Scottish Utility in difficulty | To deal with a high number of abandoned calls, management was deploying into service untrained staff. This increased capacity by reducing call duration with short duration message taking calls needing no processing skills. The practices were exposed to senior management together with an effective solution that addressed root causes. Coaching and performance management improved service quality, whilst better forecasting and staff scheduling made more of available resources. |
| Major credit card company | Introduction of IVR based self service meant that customers were immediately engaged in service delivery, with captured details being used to provide a complete solutions to c. 30% of callers. Where transfer to an agent was required, the agent was given details of the customer’s identity, shortening the verification process and overall call time. These benefits allowed queuing times to be shortened. |
| Assurance business | Customers phoning this Scottish institution were sent to one of 27 separate departments. Many of these departments implemented a “call embargo” at certain times of the day. Calls were simply not answered as they disrupted processing paperwork. The customer experience was not measured or controlled in any way. The client implemented the proposed solution, which was to centralize customer contact into a contact centre and adopt its customer experience disciplines. |
| Major telco – partner of choice | The sales director was conscious the process, tools and personnel under his control were not aligned to the customer experience needed to support his strategic of becoming a ‘partner of choice’ for consultants, systems integrators and high tech businesses with strong channels to corporate boards. We defined what “good” should look like, identified the gap and defined the process required to become a ‘partner of choice’. A key improvement to the customer experience delivered was a ‘partner portal’, providing online access to leads, qualified opportunities, bids, sales, invoices and commission payments. |
| Energy utility - extreme demand | A utility’s services were susceptible to storms wiping out infrastructure across a wide area. When this happened, customer services was overwhelmed and they received poor publicity. We designed and implemented a solution that enabled them to deliver services in such extreme circumstances, using automation and defining clear emergency procedures, roles and responsibilities. |
| Large public sector organisation | In preparation for a building more, our client had made a bold decision to avoid using fixed telephones. When the building went live, telephone calls were often dropped and poor quality. If you needed to transfer a call, no one knew how to do it. We assessed the impact on customer experience. This was severe, even in the contact centre which had (mercifully) fixed telephones, as all calls had to cross a mobile telephone network. We were able to identify some short term expedient solutions, before they migrated to a solution that works. |
| Major industry restructure | Assessment of customer experience and financial risks from the introduction of billing for water services during an industry restructuring. |