CSG Business Services      Customer Care1
Challenges    •Culture – Shared Services      financial existed    •Perception by BU         Relationships         Loss of...
First step to transition – SME workshop    4 Essential Keys to the establishment of a solid    customer service center:   ...
Workshop deliverables Using Six Sigma tools     •Critical-to-Quality Tree (CTQ) – KPI’s/Metrics     •Kano Model – Voice of...
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              ...
Customer Service Scorecard 2011    Orders vs. Inquiries             Service Level (% answered within 50 sec)              ...
Customer Service Scorecard 2011 Abandon Rate & Error %                             Average Speed of Answer (min:sec) 4.0% ...
Customer Care Process Matrix11
12
Customer Care Inbound Orders            6 Point            Rating Scale                                                   ...
Customer Care Inbound Inquiries                       6 Point                                                 Cost/Call   ...
Inside Sales 2010     •Reduce account loads and drive business in     most profitable accounts     •Coverage in markets mo...
Inside Sales Stats 2011     •Servicing over 300 customers     •Increased sales for monthly core     suppliers by 3% BU by ...
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        ...
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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

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Moving from the Back to Front Office

  1. 1. CSG Business Services Customer Care1
  2. 2. Challenges •Culture – Shared Services financial existed •Perception by BU Relationships Loss of business •Understanding of BU differences as mandated by law or process2
  3. 3. 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
  4. 4. 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
  5. 5. Voice of the Customer - Kano Results5
  6. 6. Responsibility Charting – RACI Diagram6
  7. 7. Process Flows - SIPOC7
  8. 8. 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
  9. 9. 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
  10. 10. 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
  11. 11. Customer Care Process Matrix11
  12. 12. 12
  13. 13. 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
  14. 14. 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
  15. 15. 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
  16. 16. 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
  17. 17. Inbound placements 2011 4 inbound initiatives resulting in over 2,100 new placements17
  18. 18. 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

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