Moving from the Back to Front Office
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Moving from the Back to Front Office

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4 essential keys to the establishment of a solid customer service center

4 essential keys to the establishment of a solid customer service center

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Moving from the Back to Front Office Moving from the Back to Front Office Presentation Transcript

  • CSG Business Services Customer Care1
  • Challenges •Culture – Shared Services financial existed •Perception by BU Relationships Loss of business •Understanding of BU differences as mandated by law or process2
  • First step to transition – SME workshop 4 Essential Keys to the establishment of a solid customer service center: •Have the right phone system and technology •Hire the right people •Fully Commit •Commit to cost savings3
  • Workshop deliverables Using Six Sigma tools •Critical-to-Quality Tree (CTQ) – KPI’s/Metrics •Kano Model – Voice of the Customer •RACI Chart •SIPOC Diagrams Identified: Skill Set Customer Survey & Components Training Aspects Technology4
  • Voice of the Customer - Kano Results5
  • Responsibility Charting – RACI Diagram6
  • Process Flows - SIPOC7
  • Results – Customer Service The Team recommends moving forward with the implementation of Customer Service and establish a Best-in-Class organization Best Practice Customer Customer Returns Order Inquiry / Issue Summary Team Recommendations  One-Stop shop - order taking &  Empowered & knowledgeable  Establish a formal returns customer service customer service reps to handle process through SAP with an  Quick response times (wait/order time) issues approval process  Use customer recognition  Limited transfers technology – “pop-ups”  Gather customer feedback Critical Success Factors  SAP enhancement – expand  Full understanding of business  Finalize SAP enhancement customer phone number storage unit differences as mandated by for returns with approval  SAP enhancement – automatic law or process pop-up  Comprehensive training  Business Continuity plan program8
  • Customer Service Scorecard 2011 Orders vs. Inquiries Service Level (% answered within 50 sec) 101.0% 99.9% 99.0% 99.0% 99.5% 99.5% 99.5% 97.0% Inquiries 95.0% 109,363 93.0% 91.0% 91.0% 89.0% Orders 370,363 87.0% 85.0% 1Q 2011 2Q 2011 3Q 2011 4Q 2011 EOY 2011 Service Level Historical Average9
  • Customer Service Scorecard 2011 Abandon Rate & Error % Average Speed of Answer (min:sec) 4.0% 1:10 1:00 3.0% 0:50 2.0% 0:40 0:35 0:30 1.0% 1.0% 0:20 0.2% 0.38% 0.0% 0:10 0:03 EOY 2011 0:00 Abandon Rate Error Percentage EOY 2011 Abandon/Error % Goal Average Speed of Answer Historical Average Average Handling Time (min:sec) 5:00 4:15 3:46 3:30 2:50 2:45 2:30 2:00 1:15 2009 2010 201110
  • Customer Care Process Matrix11
  • 12
  • Customer Care Inbound Orders 6 Point Rating Scale Cost/Order Reduced by $3.50 6.0 5.5 5.7 5.4 5.4 5.5 5.5 5.4 5.2 5.2 4.7 4.8 4.0 4.4 4.5 4.1 2.0 0.0 CO CT DC DE FL MD SC Before Transition After Transition13
  • Customer Care Inbound Inquiries 6 Point Cost/Call Rating Scale Reduced by $2 6.0 5.4 5.5 5.3 5.4 5.2 5.3 5.3 5.0 4.8 4.0 4.4 4.5 4.1 4.1 4.2 2.0 0.0 CO CT DC DE FL MD SC Before Transition After Transition14
  • Inside Sales 2010 •Reduce account loads and drive business in most profitable accounts •Coverage in markets more cost effective •Better service versus limited to no service today15
  • Inside Sales Stats 2011 •Servicing over 300 customers •Increased sales for monthly core suppliers by 3% BU by 2.5% •Upsell over 2,168 products •76% of calls result in order •Order accuracy avg 99.8%16
  • Inbound placements 2011 4 inbound initiatives resulting in over 2,100 new placements17
  • Customer Care – the first 3 yrs 2009 2010 15 Specialists 22 Specialists 3 BU 4 BU added (total of 7) Avg calls daily 534 Avg calls daily increased 40% Avg orders daily 374 Avg orders daily increased 34% Talk time 3:46 Talk time decreased by 76% Implemented Inside Sales 2011 31 Specialists – 2 managers 1 BU added total of 8 Avg calls daily increase 61% Avg orders increased 61% Talk time decreased by 9% Implemented Inbound Promotions18