Running a World-Class B2C Call Center
with
Track 1: Becoming Customer Centric
Monique Bender, Program Manager, GMAC Bank
David Corken, Operations Director, Cars.com

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Moderated By:
Azita Martin
Senior Director Product Marketing
Service and Support Product Line
Monique Bender
Program Manager, GMAC Bank
David Corken
Operations Director, Cars.com

Salesforce Solution for Customer Service

Monique Bender
Program Manager, GMAC Bank
Monique.Bender@gmacrescap.com

About
Established in 2001, GMAC Bank is an FDIC-insured internet bank, offering consumer
banking services online, by phone and by mail. By combining the security and stability of a
traditional bank with the speed and convenience of the internet, we offer our customers the
best of both worlds. Our products include high-yield Money Market Savings Accounts and
Certificates of Deposit that are flexible, secure and convenient. In addition, we offer a
Private Education Loan program for undergraduate, graduate, and continuing education
students. GMAC Bank is a Member FDIC and an Equal Housing Lender.
• INDUSTRY: Banking
• EMPLOYEES: 64
• GEOGRAPHY: Global
• # USERS: 206
• PRODUCT(S) USED: SFA, Service & Support, 1 AppExchange, 1 API
Connection for Data Feed

Key Challenges
Business Challenges
 GMAC Bank required a customer service and workflow solution to streamline
its outsourced operations and illuminate its call center data
 Previous tool did not provide insight into the status of customer requests
 Reports and benchmarks were difficult to produce
 Cases/Work Requests were routed manually, often resulting in errors and time
delays
Limitations of Previous Tool
 No data mining capability and no physical reports on open cases, aged items
and where they lived in the organization
 No functionality to re-open an existing case
 No capability to link the customers entire case history
 Limited security controls and was costly to customize
 No inherent ability to seamlessly upgrade the client server application
 No ability to load information from the system of record

Summary of Challenges
 High Cost
 Inefficient & Inflexible
 Poor customer service by vendor
 No Management reporting
 Outdated technology with no easy upgrade available

The Solution - GMAC Bank Call Centers
 Allows GMAC Bank Call Centers to seamlessly handle
10,000+ cases per month
 Allows 105 agents to route the case to the right place
immediately
 Acts as a Knowledge Management tool to assist CSRs in
providing the correct answers to our Customers
 Serves as a corporate notes system allowing any CSR to
see the status of any case regardless of queue or
ownership

The Solution - Management
 System is being used to Work, Track and Manage all
customer service contacts with each customer
 Corporate Workflow Tool allows us to measure call center
requests
 Administrator Tool allows identification of bottlenecks in the
workflow process and ability make changes in the production
application immediately to improve efficiency

The Solution - Deployment
 Total deployment time was 3 months
 200 users at GMAC Bank using the system
 Created over a hundred work flows that assigns each
case to the right agent or team
 Migrated 100,000+ customer records from Fidelity
 7 GMAC and 2 SFDC PS on the implementation team
 Developed a nightly batch file that contains on average
400 + records. Updates SSS with key account
information from the system of record

The Solution - Deployment
 Created several hundred work flows to route cases to the right queue or
person
 12 Escalation Rules - ensure that customer issues are resolved in a timely manner
 40 Assignment Rules – ensure that cases are handled by the appropriate specialist
 Receive a nightly file from the Fidelity system of record to update customer
database in Salesforce
205 Total Users
 
In bound Call Center Reps – 80 Correspondence Specialists – 15
 
Out bound Call Center Reps – 25 Executive – 3
 
Customer Support/Management – 15 Back office Support -15
 
Operations Specialists – 30 Help Desk Support - 20
 System Administrator – 2

Customization Was Easy
 Created Custom “Quick Case” Screen
 For calls that CSRs close while still on the phone
with a customer
 Enables agents to quickly capture once and done
calls
 Allows us to capture and store as much customer
information as possible for future marketing
campaigns
 Customized the basic case layout
 Switched the internal comments field with the
description field
 All of our customizations took a total of
just a few weeks

Best Thing About Running a Call Center with Salesforce
Getting customer requests to the right place the first time
 Led to quick and efficient handling
 Decreased the number of customer call backs
 Improved overall customer satisfaction
 Decreased average handle time of calls
 Improved ease of agent training
 Accelerated agent adoption
 We have become an agile and dynamic organization and can
respond quickly to business changes
 System Administrators can implement changes immediately
into the Production environment, when necessary

Measuring Results
 Reporting Tool allows us to:
 Balance our workforce
 Identify bottlenecks in our workflow
processes
 Highlight improvement areas for
training and development
 Management Tool measures
metrics such as:
 Average Cases Handled Per Day
 Average Cases Escalated Per Day
 Average Cases Routed Correctly
Per Day
 Executive Management Dashboards
provide birds-eye view at the
enterprise level focused on what
lives in the organization and how old
the items are

Results
 Successfully manage and resolve 10,000+ cases per month and
improved customer experience
 Case Routing- 25% reduction in time to send case, based on
preformatted templates
 Case Routing- 50% reduction in time to send case, based on
intelligent routing schematics
 Case Routing- 60% reduction in error ratio of getting case to right
place the first time, based on intelligent routing schematic
 Average Handle Time of calls decreased by 54 seconds per call
 Average age of case has decreased from 5 days to 4 days
 Dashboards and service metrics enable GMAC Bank to better
manage outsourced resources

David Corken
Operations Director, Cars.com
dcorken@cars.com

All About Cars.com
Cars.com is the most comprehensive, fastest-growing online automotive marketplace for
buyers, dealers and private-party sellers. We are part of Classified Ventures, a joint
venture between leading media companies Belo Corporation, Gannett Company, The
McClatchy Company, Tribune Company and The Washington Post Company.
• INDUSTRY: Online Classified Advertising
• EMPLOYEES: 500
• GEOGRAPHY: National
• # USERS: 300
• PRODUCT(S) USED: SFA, Service & Support, Email-to-Case, 1 downloaded
AppExchange application, API for data integration

Key Business Challenges
 40% year over year customer growth and
support requests annually
 High turnover exceeding 25%
 Response times 2 to 3 times SLA’s
 Limited visibility into workload, capacity,
and activity metrics
 Exclusive dependence on email for
assigning owners to incidents, escalating,
and tracking progress
 Updating and referencing customer data
across disparate systems
 Low percentage of incidents resolved by a
single owner
 B2B and B2C support model
 Poor reputation with our customers

Key Technology Challenges
 Limited technology resources to maintain and
improve applications
 No established technology release schedule
 Outlook, spreadsheets, and tick sheets for
reporting
 40+ hours per month manually creating reports
 Architecture didn’t support a centralized view
of the customer

The Solution –
 SFA and Service & Support in June ’05
 Partnered with Model Metrics
 Custom fields, workflow and page layouts
 Email-to-case
 Dashboards and reports
 Parent – Child “Sub-cases”
 > 1 account per case
 Integrated with an Oracle-based data warehouse
 Customer, order history, customer activity, and fulfillment data
 Leveraged the Apex Web Services API
 90 Users – Initial deployment
 20 Frontline agents
 5 Management and QA
 65 Sales

The Solution – 15 Week Deployment
 15 week deployment in conjunction with SFA
 Deployment team
 5 Core business SMEs (25% – 50%)
 3 Technology resources (50% - 75%)
 2 Model Metrics consultants (50%)
 Two tier 1 support teams
 20 workflow rules and email alerts Email-to-case feeding
5 support email accounts into 4 queues.
 Dozens of custom fields and objects, S-controls, reports,
dashboards, email templates
 Nightly updates of customer data from the data
warehouse

How are we using the System (cont.)
Email-to-Case
Internet
Exchange Public
Servers Folders
Email-to-
Salesforce.com
Case
• Eliminate duplicates
• Filter unwanted emails
E2C Email
• Prioritize “To” address
Accounts
• Store attachment locally
• Create or attach case

How are we using the System (cont.)
Data Warehouse Integration
Peoplesoft
Integration Code /
Salesforce.com
Salesforce.com
Webservices
Proprietary
Error
Applications Data Warehouse
Logs
(Oracle)
Third Party
Salesforce.com
Applications
Administrator

How are we using the System
 300 Users June ‘07
 45 Frontline agents
 20 Tier 2 escalation
 10 Management and QA
 225 Sales
 25,000 Cases per month
 Dashboards and reporting
 Supervisor and team dashboards display productivity numbers and motivate agents
and provide supervisors real-time visibility into the “pulse” of the team.
 Building and running reports is easy and has reduced the effort to produce monthly
reports from 40+ hours to < 4 hours.
 Solutions
 The internal knowledge database simplifies training, provides a quick reference while
the customer is on the phone, and speeds up resolution of common issues.

How Are We Using the System (cont.)
Case and Workflow Management
 Ease of customization has allowed us to create different processes within
B2B and B2C support.
 Email-to-case populates work queues and allows agents to send/receive
messages from within the Salesforce.com’s environment:
• Automatic routing and task alerts for
• 16 tier 1 and tier 2 email accounts
email on existing cases
• Prioritization and de-duplication
• Saves attachments locally
• New case work queues
 New Feature: “sub-cases” and primary and secondary accounts on cases
enables us to support our multi-tiered customer structure.

How Are We Using the System (cont.)
Case and Workflow Management
 Workflows escalate cases to/from tier 1, tier 2, and supervisors and alert
them that they need to take action.
 With custom objects and workflow, our agents get immediate QA feedback
after a case is reviewed.
 Web-to-case enables customers to submit cases via web form that creates
cases directly in our work queues.
 We are able to control the fields a user sees and their read/write capabilities
by using different record types, page layouts, sharing rules and security
profiles for different user groups.

Delivering World Class Customer Service
Improved agent efficiency, visibility for supervisors
and the customer experience
 All communication with the customer and actions by
the agent are captured in one place.
 Quicker Case Resolution: Email-to-case enables a
significantly higher percentage of cases resolved by a
single owner
 Improved Response time: As our agents became
more efficient our response times improved
dramatically, agent capacity increased and we began
offering more proactive outbound support services
• 18 months with response times better than SLA’s
• Custom page layouts, automatic escalation, email
templates
• Outbound calling services for issues resolution and
market intelligence gathering.

Delivering World Class Customer Service
Improved agent efficiency, visibility for supervisors
and the customer experience
 Our QA program scoring and reporting are embedded
in Salesforce.com meaning agents get immediate
feedback and supervisors can address performance
issues quickly.
 In less than 4 weeks, we rolled out integration with
Cisco IPT giving us contact and case screen pops
(automatically pops up the case that the customer
already has open)
2007 CRM Magazine Service Excellence Award

Best Thing About Running a Call Center with
 Moves at the speed of our fast growing business.
• We can tweak the system and create new customer processes
within hours and days instead of months and quarters.
 Gives us more visibility into the details of our business that
we’ve never had before.
• We can quickly identify performance and training needs and issue
trends.
 Releases new functionality based on input directly from its
customers.
 Improved customer satisfaction and helped us regain the trust
of our customers!

How we Measure Operations
 Dashboards
 Operations team and agent level
productivity and quality metrics
 Tier 2 productivity metrics
 Extract data
 Communicate response metrics 3
times per day
 Weekly QA summaries for
supervisor/agent review
 Monthly reports for senior
management

Business Hours
-
10
20
30
40
50
60
70
80
90
100
Jun-05
Jul-05
Aug-05
Sep-05
Oct-05
Nov-05
Dec-05
Jan-06
Feb-06
Mar-06
Apr-06
May-06
Jun-06
Jul-06
B2C Email Response Times
Aug-06
Sep-06
Oct-06
Nov-06
Sell it yourself customers – SLA 16 hrs
General feedback Queue – SLA 24 hrs
Dec-06
Jan-07
Feb-07
Mar-07
Apr-07
Dramatic Improvement in Email response Time
May-07
Jun-07

Business Results
 Improved agent productivity by as much as 50%
 From 6 cases/hour  9 cases/hour
 Decreased case-handling time by 26%
 Enhanced the efficiency of the dealer support team by as much as 33%
 Increased support capacity from 600 dealers/agent to 800
dealers/agent
 Reduced response times by more than 65%
 Consistently beating SLAs by more than 50%
 Created greater visibility into support metrics for motivating agents,
allocating resources, and calculating staffing needs
 Significantly increased percentage of cases resolved by a single case
owner
 Improved overall customer service experience with quicker single-owner
resolution

QUESTION & ANSWER
SESSION
Azita Martin
Senior Director Product Marketing
Monique Bender
Program Manager, GMAC Bank
David Corken
Operations Director, Cars.com