US Contact Center
After 5 years of successfully operating two US based call centers selling home services, i.e., telecom, internet, alarm systems, utilities, relocation services, and cable and satellite television; this company wanted to increase their profitability by lowering their expense base. After optimizing their existing processes and procedures and extracting every opportunity for cost reductions, outsourcing was the only option left. This client set aggressive dates for transitioning about 1.2 million calls to 4 offshore facilities. The transition of these calls was accomplished within the time lines given and without missing SLAs.
Topic: Business leadership, increase profitability, reducing labor cost, outsourcing.
• Call volume exceeding 1 million calls
• 650 agents
• Pure sale role calls (non-support call roles)
• Revenue generated by installation rates
• Micro Managed environment
• Systems and processes not fully optimized
• Frequent introduction of new revenue generating activities
• Inconsistent volume swings
• Average answer time under 30 seconds
• Average hold times less than 1 minute
• American owned contact center operation
• Selling residential services, telecom, cable and satellite services
• Web based call drivers, Pay per click, Google ads, etc.
• Direct mail programs with special offers
• 2 US locations
The challenges faced:
• Identifying and planning the transition
• Short deadline established by leadership for transition
• Training outsourced resources
• Tracking and reporting performance of new resources
• Tracking and reporting performance of new resources
Actions taken to address challenges:
• Identified current operating parameters
• Identify drivers for the decision to outsource
• Identify the success factors, measurable KPIs
• Call volumes, Abandon rates, ASA, etc.
• Quality assurance measure points
• Identified process and procedures
• Identify knowledge and training requirements
• KAPTIVE© Knowledge Acquisition Transfer Initiative
• Shadow staff and document every process
Length of engagement
The time required to identify and overcome challenge:
• 1 week to identify the transition areas
• 2 weeks for knowledge transition (document processes)
• 1 week to train first group
• 1 week shadowing, QA monitoring
• 30 days to complete the transition plan
Our actions delivered the following results:
• Located outsourcing partners
• Led vendor negotiations
• Established contractual requirements and obligations
• Transitioned 25% of designated call volume over 4 weeks
• Completed a move of 70% of current US based calls to Philippines and India
• Maintained company SLAs
Recent surveys have revealed that more than 75% of Fortune 500 companies had plans to or have already begun using off-site resources. Highly successful businesses have taken advantage of the cost-avoidance, greater flexibility, and competitive benefits available with off-site resources. Economic downturns cause many companies to trim staff. With no set formulas to gauge the amount, it’s not uncommon for companies to find themselves scrambling for resources at the hint of an uptick.
Outsourcing provides businesses the opportunity to ramp up and down when business needs require it. Outsourcing companies keep a bench of available trained resources to cover shortages. This requirement helps the outsourcing guarantee their ability to meet contractual SLA’s. Today’s cost conscious businesses cannot afford to maintain a resource bench. The labor resource pool and low cost labor rates available from offsite service providers can provide business leaders a competitive advantage in the market space. Simply put, the ability to expand or contract based on business needs is a key component in winning the speed to market race.
After 5 years of successfully operating two US based call centers selling home services, i.e., telecom, internet, alarm systems, utilities, relocation services, and cable and satellite television; this company became concerned about service disruptions. Having experienced some minor service disruptions, and with revenues approaching a quarter billion dollars, the business began calculating the impact an outage might have on future revenues.
Considering the financial risks their business faced, a decision was made to immediately implement a business continuity program. While having two call centers provided a level of business continuity, it was insufficient to meet best industry practices. Additional market research indicated an existing opportunity for selling services after normal business hours. This business seized the opportunity to increase its profitability while providing better business continuity through business process outsourcing.
Outsourcing requires well defined business processes to limit certain risks associated with outsourcing. This client used the ICE Methodology© to conduct a complete operational review. This review included documenting processes and procedures utilized by the company. Once processes and procedures were documented, the next step was to document improvement recommendations. The senior leadership team reviewed ROIs on the various recommended process change recommendations and selected changes based on pre-determined criteria.
Upon the completion of the recommended changes, the business had extracted the bulk of its cost reductions opportunities. This left outsourcing as the final option for additional cost reductions. After interviewing several outsource service providers (OSP) the company selected two OSPs as their business partners. The business intended to compare the performance of the two OSPs and based on the measured success determine which vendor would retain the larger portion of the outsourced call volume. Aggressive dates were set for transitioning about 1.2 million calls to 4 offshore facilities in unison.
Utilizing KAPTIVE©, a proprietary knowledge transfer method, followed by a “train the trainer” program, the selected vendors began training resources at their individual locations. Within 10 days the vendors were ready for mock call training and shadowing exercises. The client utilized a portion of their QA team to monitor mock calls followed by live calls with the business QA team providing instant feed-back and prompting to the new agents through instant messaging. This transition plan met the aggressive transition dates established.
This client opened 4 call center operations in 2 countries, trained new staff, transitioned more than 1 million calls in less than 6 weeks without missing SLAs. More than 75% of Fortune 500 companies had plans to or have already begun using off-site resources. Highly successful businesses have taken advantage of the cost-avoidance, greater flexibility, and competitive benefits available with off-site resources. Economic downturns cause many companies to trim staff, and with no set formulas to gauge the amount, it’s not uncommon for companies to find themselves scrambling for resources at the hint of a business uptick.
Outsourcing provides businesses the opportunity to ramp up and down when business needs require it. Outsourcing companies keep a bench of available trained resources to cover shortages. This requirement helps the outsource service provider guarantee their ability to meet contractual SLA’s. Today’s cost conscious businesses cannot afford to maintain a resource bench. The labor resource pool and low cost labor rates available from offsite service providers can provide business leaders a competitive advantage in the market space. Simply put; the ability to expand or contract labor resources based on business needs is a key component in winning the speed to market race.
Retail/Wholesale Distribution Center
Topic: Lost productivity, increased labor costs, reduced revenue, and reduced customer and employee satisfaction
• A large aftermarket retail/wholesale distribution company
• Operating multiple distribution facilities throughout North America
• Recently implemented a new warehouse management system (WMS)
• Needing to reduce the ongoing business and support costs of operating multiple WMS applications
• Expecting the same or similar functions from new WMS application
• Planned to increase warehousing operational procedures and process efficiencies
• Staff lost confidence in the new system
• Created manual processes to compensate for perceived system errors
• 50% decrease in productivity
• 85% increase in payroll to compensate for lost productivity
• Disgruntled employees
• Overworked, over stressed, maxed out resources
• Product cuts increased
• Invoice errors increased
• Product put away errors increased
• Inventory accuracy decreased
• Dock shipping and receiving errors increased
• Average demurrage increased
• Facilities charges increased (additional storage space)
• Negative market perception
• Increased shipment returns
• Ineffective communication at all levels
• Weak leadership
Actions taken to address challenges:
• Identified process, systems and people deficiencies
• Shadow staff through every process
• Understand and document process
• Identify training issues
• Identified behavior issues
• Identified resource skill discrepancies
• Challenged progress blocks, preventers, and interrupters
• Analyzed processes and procedures
• Established clearly defined targets
• Accountability sessions with process owners
• Tracked challenges hourly, daily, weekly for improvements
• Identified root causes
• Eradicated perceived and real business challenges through OES process
• Adjusted/changed/eliminated processes to meet business needs
• Simplistic strategies designed to work within system confines
• Providing additional training
• Classroom, one on one, virtual programs
• Demonstrated reality vs perceived reality
• Implemented operational transparency/accountability program
• Identified full ownership and accountability
Length of engagement:
• 4 days to identify the opportunity areas
• 30 days for noticeable improvements
• 120 days to exceed pre-new WMS deployment
• Complete confidence in WMS
• Eliminated unnecessary manual processes, implemented paperless environment
• 65% increase in resource productivity
• Eliminated overtime, staff augmentation costs (eliminated 85% increase)
• Happy employees
• Eliminated overworked, over stressed, maxed out working conditions
• Product cuts reduced to actual inventory outages
• Invoice errors reduced to 1% ceiling
• Product put away errors reduced below a 1% ceiling
• Inventory accuracy exceeds 96%
• Dock shipping and receiving errors reduce to less than 2% ceiling
• Eliminated excess demurrage charges
• Eliminated additional facilities charges
• Returned to a positive market perception
• Shipment returns below 1%
• Improved communication
Businesses often put themselves in a precarious situation, in their attempt to reduce cost through technology enhancements and advancements. Many times after the dust settles they learn their final solution actually increases the very costs they are attempting to eliminate. Many software companies, consultants and IT professionals put more focus on the sizzle (the WOW factor) from a sales perspective that’s great if you’re selling, but operationally speaking its overkill. The only winner here is the company selling, and if you’re buying, chances are you have just bought a Mercedes when a bicycle would have done the job. Extend the life of your applications by improving your operational process and procedures. Operational Excellence Simplified.
Several years ago this large distribution company started down the M&A path acquiring several of its competitors. With those acquisitions came the arduous task of assimilating people, systems and processes. Under careful guidance using well thought out plans from the most experienced decision makers often the assimilation of companies can grind business to a screeching halt. Many times boardroom decisions are made based purely on numbers without clear insight into the impacts the decision will have on the business.
In the aftermath of a decision that disrupts the business, often times deeper problems are uncovered. Management gaps, poor processes, weak training, dismal communications, and dysfunctional accountability can team up to create the perfect storm. This type of storm will pound the financial walls until it drains the company coffers. Twenty years of doing something the same way will never make it any more right.
During the assimilation process this client decided to use an older application that was already successfully operating in 90% of its facilities. This decision was reached in an effort to resolve financial reporting woes, and high maintenance costs generated by multiple warehouse management solutions. Roll forward 12 months, the project was behind schedule, and pressures were mounting from all sides to move two distributions facilities onto the 15+ year old application.
Almost immediately after the migration dust settled, the business began to see kinks in its well thought out plan. Within weeks receipts began to backup, shipments ran shortages, labor cost sky rocketed, and everything seemed to become infinitely harder for this distributor. The existing employees migrated to the “new” system, they found the application much harder to navigate than the windows based GUI they’d spent the last 12 years learning. Within weeks the employees lost all confidence in the “new” application and immediately begin to create manual processes to compensate for perceived system failures. As these manual processes became more prevalent, and system failures increased, productivity began to suffer culminating in a 50% reduction in productivity and a whopping 85% increase in labor cost to compensate.
Within weeks, the behavior and attitudes of the employees dipped to its lowest point as employees face increased stress and longer work hours to accomplish the same tasks. This led to the eventuality of a drop in morale. This seemingly never ending story continued to unwind with customer complaints, billing errors, and inventory discrepancies. Followed by increases in demurrage, facility charges, additional equipment leases, carrier fines, you name it. Further sharp increases in returns due to miss-ships and business impacts negative market perception as the distributor fell deeper in despair.
Immediate action was needed to correct the course of this behemoth. Very quickly root causes for the problems were identified. The root causes came from three areas; People, systems and process. Within in 14 days the distributor saw an improvement, 30 days major improvement, 6 months later they were setting new records in their shipping and receiving capability not by using a new tool or systems, but by using a 20 year old, out of support application.
Businesses often put themselves in a precarious situation, in their attempt to reduce cost through technology enhancements and advancements. Many times after the dust settles they learn their final solution actually increases the very costs they are attempting to eliminate. Many software companies, consultants and IT professionals put more focus on the sizzle and that’s great if you’re selling, but operationally speaking it can be overkill. The only winner here is the company selling, and if you’re buying, chances are you have just bought a Mercedes when a bicycle would have done the job. Extend the life of your applications by improving your operational process and procedures, and you’ll may see an uptick in morale as well.
Large US Retail Operator
Topic: Helpdesk support optimization
The situation: US corporation operating 800+ retail outlets utilizing centralized POS system operating on mainframe technology. Inadequate service levels were forcing senior leadership to field complaint calls from field operations. The retail stores were unable to resolve operational issues in a timely manner, impacting capacity and capability of handling customer transactions
• Average hold times exceeded 4 minutes
• Abandon rates at 33%
• Senior management fielding service complaint calls
• Performance measurements inadequate
• Incentive plans promoted bad behavior
• High turnover
• Utilizing manual processes
• Customers by passing level 1 support
The challenges faced:
• Non-supportive management
• Inexperienced leadership
• Lacking repeatable processes
• Absent clear direction
• No clear demarcation between tiered support groups
• Miniscule budget
Actions taken to address challenges:
• Replaced management team
• Non-compliance measurements warranted change
• Resistance to change required it
• Documented processes
• Shadowed helpdesk associates
• Implemented automation processes
• Phone system automation
• Programmable keyboard strokes
• Under utilizing existing tools
• Moderated tier definition and creation
• Trained team on WFM basics
The time required to identify and overcome challenges:
• 30 days to identify major challenges
• 21 days to document processes
• 8 days to implement automated functions
• 60 days to see measurable improvements
• Reduced several labor intensive processes by 90%
• Increased employee availability
• Reduced abandon rates
• Improved ASA
• Reduced over all call volumes
• New IVR selections to improve reporting and call flow
• Stopped field noise concerning poor support
• 11% Increased in first call resolution
This clients 800+ unit enterprise retail operation utilized a staff of 16 individuals to support daily call volumes. The existing management team was replaced, process changes implemented and reporting metrics re-defined. A noticeable reduction in abandoned calls occurred within 1 days of the management change. The reduction in abandoned calls reduced the overall call volume by 22%. First call resolution increase by 11% driving customer CSAT scores to all new levels. Associate availability was increased by reducing labor intensive processes with automation and other simple management techniques.
The support model was changed from totally ticket focused model to a customer oriented service model. Multitasking scenarios were introduced. Additionally, this change reduced the tickets manually created through a series of automated processes driven by the caller. The automated processes drove more efficient behavior of the agents which provided the leverage needed to increase agent availability. The increased availability drove faster first call resolution and reduced the abandon rates and overall call volumes. The gained availability provided the opportunity for the help desk to start a new proactive program to eliminate certain recurring support issues before the user could experience the problem. This activity reduced inbound calls by another 4% and CSAT scores improved by a similar amount.
Inefficient support desk management can lead to deteriorated service levels that quickly escalate into fire fighting sessions that require hours of problem solving from leadership. Finding the root cause of the problem and eradicating it quickly and efficiently will eliminate hours of lost productivity. Front line support desks often are the face of the corporate office and when problems arise they must be handled. If you are noticing a rise in incident count, chances are something has changed. Before you head down the path of buying another tool or application to solve the next problem, find the simple solution before escalation takes your day job leaving you with little time to do what you’re paid to do. Simplicity the ultimate sophistication.
Stop treating your help desk like it’s the cost of doing business. Like it or not, the help desk is a call center first and operating it like a call center delivers vast improvements in first call resolution and customer satisfaction. When “going through the motions” drives your help desk process and procedures chances are your helpdesk costs are skyrocketing, while CSAT surveys are plummeting. One US Retailer faced with continued field complaints about its help desk service levels, and impacts to its retail store capacity and capability resulting in lost revenue and reduced profit margins.
Two days after this retail operation implemented just a few commonsense changes to how it handled incoming customer support calls, the business reported; 90% Reductions in labor intensive processes, employee availability increases of 33%, and abandon rates dropped by 68%. The reduction in abandon calls reduced over all call volumes, driving first call resolutions improvements into double digits! Without the right focus on every day operational procedures this company had missed opportunities to improve its operational process. With the right focus on some basic operational improvements the help desk was able to deliver faster field support that drove a spike in company revenue.
This 800+ unit retail operation utilized a staff of 16 individuals to support help desk call volumes. The average customer experienced hold times of 4 minutes or longer, abandon rates topping 33%, and 2 call averages to solve routine problems. Simple common sense management techniques were introduced along with various process optimization activities including; repeatable automated processes, multitask training, optimization of existing support tools, and a clear demarcation between tiered support groups. A noticeable reduction in abandoned calls occurred within 2 days of implementing change.
The reduction in abandoned calls reduced the overall call volume by 22%. First call resolution increase by 11% driving improved customer CSAT scores. Associate availability increased by reducing labor intensive processes through the implementation of automation and other simple call center management techniques. After changing the basic strategy, and training the existing management team on best industry practices, process changes were implemented, and reporting metrics were re-defined. After 180 days this client has maintained abandoned rates below 1%, an average speed of answer of less than 30 seconds and further reduced average talk times by more than 25%. Overall this client scored a 10 for its improvement. Optimizing capacity and availability of product, services, and employees is the secret to increasing sales.
Leonardo Da Vinci said it best, “Simplicity is the ultimate sophistication,” make it your goal to find the right solution for your business problems by taking a common sense approach. If the only resolution to your business problem includes some new tool or application, a long list of hardware and hundreds of resource hours to implement and maintain the solution…..chances are you’ve missed something.
US E-Commerce Contact Center
Topic: Large US Category Retailer determined it needed a strong online presence to augment its brick and mortar retail units.
• Nationwide retail operation
• Automotive services
• 1200+ US locations
• Growing through organic and M&A activities
The challenges faced:
• Lacking call data to understand potential volume and support needs
• Undeveloped online sales processes
• Reluctant support of online business model
• Some key leadership non-supportive of centralized call center
• Hesitant to embrace need for business continuity program
• Indecisive leadership with DIY mentality
Actions taken to address challenges:
• Call data capture initiative
• Conducted market tests
• Measured call volumes in select group of retail stores
• Analyzed telecom bills and invoices
• Consumer behavioral study
• Consumer focus groups
• Post consumer service surveys
• Developed call center strategy
• Established SLAs
• Created call prioritization
• Rollover planning
• Voice scripts
• Call flows and routing
• Developed online sales process
• Coordinated steps with website
• Developed voice scripts
• Generated written notifications and responses
• Automated contact points/response
• Identified Business leadership concerns
• Developed solutions to overcome concerns
• Addressed benefits of outsourcing
• Developed business continuity model
• Built contact center
• Site/Location Study
• Established local business contacts
• Facility build out and development
• Utilize government development programs
• Developed process and procedures for handling online requests
• Hired staff
• Utilized KAPTIVE© Knowledge Acquisition Transfer Initiative
• Developed call center training program
• Created reporting program
• Developed QA process and procedures
• Developed Field Escalation procedures
• Technology Implementation
• Architected technology solution
• Installed equipment
• Negotiated supplier and vendor contracts
Length of engagement
The time required to identify and overcome challenges:
• Initial assessment completed in 30 days
• Improvements Implemented upon recognition
• 1 year to complete the final project scope
Our actions delivered the following results:
• Built contact center facility
• Fully functioning contact center handling 25,000+ web request monthly
• Functioning failover capability to handle retail unit telecom outages
• Online sales that exceeded historical performance
• 28% reduction in contact center labor
• streamlined 9 internal processes and procedures
• Consolidated 11 call center functions into one functioning group
This client operated 1000+ retail units throughout North America. Additionally the company maintained 4 separate websites for its national brands. Through M&A activities the company continued to add additional business units, disparate POS systems, processes and procedures to its retail operation. Initially the ecommerce contact center was positioned to handle web customers only. During the engagement this retail company recognized additional values that could be gleaned from a centralized contact center. This recognition led the company to focus on some of its deficient internal operational processes.
Additionally, the centralized contact center created an opportunity for this retailer to review all of its functioning contact centers. This secondary review led to further consolidation and leverage opportunities that reduced operating overhead for their call center functions by 28%. The final results were measured by; Improve call response times, reduced available time, faster reaction to industry change, consistent customer messaging, lower labor costs, streamlined process and procedures and most importantly increased sales. This customer reported online sales 4 times the average retail per customer than in its brick and mortar units.
Successful business owners understand how to utilize the internet to grow their business. The internet forever changed consumer shopping habits. Those changes have forced many businesses to revaluate their business models and operating plans. While building locations and luring customers remains a basic function of retail operators, the internet has brought on a new leaner operational protocol that delivers a better value for a fraction of the price. Online shoppers avoid long lines, crowds, out of stocks and the consumer aggravation. These same woes have spun the increase of online shopping. While retailers have fought hard for years to get consumers in their retail centers, new technologies (mobile apps) are poised to change that model yet again.
Once upon a time consumers had to travel around to multiple stores to compare product and prices, but now they can shop hundreds of stores without ever leaving their home. Select goods and services that are delivered right to their door. Ecommerce has brought the ultimate convenience to the consumer, and leveled the playing field. Websites make it hard to distinguish between a billion dollar operation and a small lean million dollar operation. When pricing fails to be the decision driver, service and support take over. While online operators have their advantages, they cannot surpass brick and mortar operations when it comes to subjects like trust and confidence, and the physical attributes of a facility selling goods and services. However, the mobile app adds additional complexity, allowing the consumer to shop a retailer’s competitors from inside their 4 walls.
Obviously, no retail operation can hope to succeed in today’s economy without a website. How can a business walk away from a trillion dollar opportunity? The cyber business model continues to set new records with 2011 numbers project to far exceed 2010’s $900+ billion. This client’s intensive customer sales process required a one on one customer focus. Their product mix was extremely complex and a web format potentially could leave consumers with multiple choices and options leaving consumers perplexed and confused. A simple solution to the problem was the introduction of online sales agents to support web customers. While the websites sole function was designed to support and drive additional revenue generating opportunities for their retail operations, the online support function would cement the opportunity through a reservation process.
Industry data indicates this retailer’s consumer base generally purchased from the first store they visited. Converting a web consumer to foot traffic in a retail store seemed to be the real measurement of success for this client. It’s generally known that consumers have a knowledge gap regarding automotive accessories and services. This perceived knowledge gap was a big hurdle for the process outsourcing unit to overcome. Through Rosewood’s proprietary process KAPTIVE© (knowledge acquisition and transfer initiative) they were able to quickly train a core staff of individuals and launch a test of the program in just a few weeks.
Rosewood designed and built a process to seamlessly transition consumers from the website to the local brick and mortar fulfillment facilities. This process had to consider the education process of today’s consumers (internet) and how that has changed consumer shopping habits. Consumer internet education processes make it clear that retailers need to make changes or face irrelevance. This retailer quickly identified and made the necessary changes to their operational processes to compete more effectively in the marketplace.
The immediate goal of moving the consumer from the web into the retail outlet required a contact center that could handle sales and customer support functions simultaneously, with the same or better sense of urgency and quality as their existing retail operations. Locating a vendor and staff that could deliver on this need was the key required to accomplish the goal. After considerable research the company decided on a rural market call center program. After 30 days of training, the call center went live making outbound calls to consumers requesting service appointments through an online web portal. After the first few days of the program process improvements became apparent. Additional modifications were implemented including process changes to the website, retail fulfillment centers, and the service support center.
The test period provided the business an opportunity to vet its internal processes against the website without impacting revenue or disrupting the business flow. Through careful consumer feedback forums, the business was able to design a better business model. Their quick response to opportunities for change improved the consumer experience exponentially further increasing revenue. The centralized contact center agents were able to field consumer queries from all over the US and manage customer questions, concerns, and reservations from one location. Their ability to access the individual retail unit inventory, capability, capacity and availability was invaluable to supporting the web customer. The new contact center quickly began closing at rates higher than their retail storefront counterparts, again generating additional revenue.
Rosewood developed a training program, voice scripts, processes, responses and escalation procedures to handle every conceived customer need. These new operational processes were vetted with their retail field operation leaders and then documented to create the new SOP. Continued refinement of the process was utilized to gain additional performance and efficiency improvements. In addition to the improved web presence, increased revenue, the business now had a foundation for business continuity.
The business call enter became the central failover point for retail locations experiencing telecom service disruptions or other telecom issues. The ecommerce contact center’s access to individual stores inventory and service schedules allowed the contact center to take over when a retail outlet was unable handle its inbound call volume. Additionally, the filtering of calls routed to stores also provided sufficient data to allow management through automation, reduce the quantity of calls coming into the retail outlets, further increasing the effectiveness of the retail employees servicing retail foot traffic.
Finally, data manipulation drove new call routing and filtering activities allowing the business to distinguish between existing customers and new customers. This division help maximize call opportunities by reducing abandon calls, long hold times and repeat calls from consumers contacting the stores during peak retail hours. Data manipulation improved the retail centers ability to handle more calls and close additional business. As with any business most operations have limited hours of operation while consumers have 24 hours a day to shop the internet. Web reports showed that nearly 25% of their consumer web traffic occurred after retail hours. This retail operator lacked the ability to deliver services after business hours. Their new support center program provided the necessary vehicle to deliver effective support for 90% of their total web traffic. After implementing a quick program to capture those opportunities the business captured and additional spike in revenue while growing market share.
This client operated 1000+ retail units throughout North America. Additionally the company maintained multiple websites for its different brands. Through M&A activities the company continued to add additional business units, along with disparate POS systems, processes and procedures. Initially the ecommerce support center was positioned to handle web customers only. During this engagement the retail company recognized additional values that could be gleaned from a centralized contact center.
The retailer requested a review all of its functioning contact centers and this review led to further consolidation and leverage opportunities that reduced operating overhead for their support center functions by 28%. The final results were measured by; Improve call response times, reduced available time, faster reaction to industry change, consistent customer messaging, lower labor costs, streamlined process and procedures and most importantly increased sales. This customer reported online sales 4 times the average ticket price for consumers in its traditional retail units.
Every business is changing and evolving, the question is into what? Organizational change management is a critical aspect of controlling business culture and effectiveness. Click to learn more
Nearly all Fortune 500 companies are utilizing the expertise of off-site resources or outsourcing some portion of their business. Click to learn more
While there are unique challenges facing each industry, the fact remains that the core principles of Business Process Improvement (BPI) and how they apply to successful business operations remain portable across every aspect of the business. Click to learn more