Case Study: ICD017: Contact Centre Optimisation
Drivers
- Business drivers to obtain more profitability through call centre
- Lack of understanding between internal and external customers
The client, a market leader in the pharmaceutical arena, has identified a gap in their Customer Support Centre’s service offering. They believe that an outbound contact centre will provide wider coverage that is more cost effective than face-to-face calling when it comes to smaller, relatively low turnover accounts and will help grow revenue in accounts that are currently neglected.
They have also identified a lack of clarity regarding the definition of service required by the Customer Support Centre’s external customers (the health service) and its internal customers (the franchises).
Inputs
- Development of business case
- Desk research for best practice development
- Interviews with staff
Establish the business case for a tele-business development service by providing a structured approach to establish breadth of services
Desk research methods to review best practise to develop an “ideal call centre model”, concentrating on definition of value added services which could be provided to all franchises
Interviews/meetings with staff to clarify the role of the call centre in relation to other projects
Deliverables
- Gap analysis method to determine action plans
- Action plan to receive a return on investment
ICD performed a gap analysis which laid out the competencies and capabilities required to set the service up and what capabilities the franchise currently have. We then offered recommendations on the ideal service to maximise customer satisfaction and profitability. We also offered recommendations on the project costs and estimated return on investment.
Outputs
- Recommendations on the role of Customer Support Centre and the processes involved
- Recommendations on correct data optimisation
- Action plan of cost resources and methodology involved
The organisation has a clearer understanding of the role of a proactive Customer Support Centre. They identified key processes and what data is currently available and how to improve on it. The organisation has specifications for the development of a business case for the Tele-business Development Service, as well as an action plan with costing resources and methodology for moving forward.