A Frost & Sullivan Case Study. A client success story of Malaysia’s leading Oil & Gas company.
The Problem / Challenge:
The client wanted to address the following contact centre performance challenges:
- High customer dissatisfaction and complaints.
- The contact centre was scoring low for index points against industry standards.
- Service levels for inbound calls were not being met.
- Existing KPIs were not tailored to drive efficiency and productivity (e.g., Average Handle Time, Abandonment Rate, First Call Resolution, Call Quality, Adherence to schedule)
- Existing reports were not optimal to provide data to measure performance or provide analysis for process improvements (e.g., no Service Level Reporting per interval; Customer Satisfaction (CSAT) reports not allowing identification of defective calls).
- Challenges in managing internal SLAs between inter-departments that support the end delivery of services to customers.
Undertake Business Discovery to understand the “AS IS” state and identify improvement opportunities.
The Situation:
As the client lacked internal capabilities to operate their customer experience operations and the need to focus on their core competencies, it needed to leverage on industry experts and BPO providers to manage the overall customer experience management.
The Brandt Solution:
- Looked into existing reports; highlighted defects; made recommendations to the client to communicate with external vendors.
- Communicated KPI targets to teams that did not know/were unclear about them.
- Recommended headcount requirements to the client to help achieve target service levels; an ongoing initiative with periodic reviews.
- Developed a scorecard to better track performance and initiate performance management.
- Reviewed break duration to maximise productivity.
- Examined and revised Quality Monitoring Form to be more stringent in evaluating calls.
- Implemented Change Management initiatives to manage the workforce to adapt to new changes.
- Day to day operations management to ensure all KPIs are met.
- Reengineered key customer related processes to improve turnaround time
- Implemented People & Training Programs to enhance skills and morale of the team.
The following charts demonstrate the turnaround performance of the client.
Some Immediate key benefits
The email team became more productive as a result of goal-setting and break duration reviews increasing productive time.
Improvements in average handling time (AHT) were seen month on month, resulting in a greater number of customers being assisted.
- More calls/customers were attended to due to the increase in productive time.
- Initiatives are transforming the contact centre from a cost to a profit centre.
- Increased in customer satisfaction due to streamlining of key customer related processes
- Increased in employee satisfaction due to better people programs in place
FROST & SULLIVAN’S COMMENTARY
“Brandt International’s innovative business process consulting and people management solutions are empowering organisations and people to achieve their goals. The company’s elite list of clientele testifies to its customer experience capabilities. Going forward Brandt International intends to incorporate new technologies into its core services to cultivate strong customer experience and create more value for clients in globally competitive sectors.”
Frost & Sullivan
