| Probation business | Calls and admin generated by managing people on probation were spread across over 40 sites and telephone numbers. Quality, customer experience and unit costs were not controlled. We designed a customer operating model to improve matters. A Customer Service Centre was created and calls channelled to a new 0800 number. Teams processed calls and admin using contact centre disciplines, with handling times being measured, and workload and resource being scheduled to maximize productivity. Cost savings were c. 20%. |
| National Housing business | This housing business had three regional contact centres around the country. Each was suboptimal in size and only one had the contact centre management skills to operate efficiently. We designed and implemented a new operating model, consolidated all work into one centre, delivering a 15% saving in operating cost. |
| Housing business | Faced with challenges to its surplus and from its regulator, we designed a customer operating model to improve customer experience and reduce cost. One source of the cost reduction was the consolidation of nine subscale contact centres with low utilisation and variable performance, into on Interaction Centre. We undertook detailed design and planned the transition, with the consolidate centre going live in 2017. |
| Mortgage business | Developing a consolidation plan for contact centre and high street branches to eliminate overlaps as soon as possible after the merger was effective. |
| Credit card business | This credit card business was facing new entrants with lower cost basis. The mission was to take 25% out of its cost base. Part of this ambition was achieved by consolidating customer contact into two centres (operating as a single virtual centre), from six. We designed the operating model, sized the organization requirement, implemented the tools required and built the necessary technical infrastructure required. When the new staff at the two centres were recruited, trained and ready, the old sites were phased out by shifting calls to the new centres. Benefits were realized as redundancies. |
| Specialist B2B travel agent | Assessed and quantified the opportunity to move from [12] small contact centres to a single centre. |
| Scottish Utility | Assessed and quantified the concept of using virtual contact centre working to integrate retail shops and staff into a contact centre. |
| Police force | Assessed and quantified the concept of using virtual contact centre working to integrate seven geographically separate centres into one to realize cost savings. |
| Orange Poland | Assessed and quantified the concept of using virtual contact centre working to integrate over thirty separately run contact centres around Poland into one to realize cost savings. |
| Product insurer | Contact centre teams were organized around 50 clients, effectively requiring the operation of 50 small contact centres, none of which operated to normal forecasting and scheduling disciplines. We designed and implemented a rationalized structure, operating one effective contact centre, with some limited use of skills based routing where required by client commitments . |