Contact Center /CRM Strategy and Planning

Project Background A large not-for-profit organization operating globally to raise funds for services to support mothers and children in 30 countries. Organization has seen multi-year growth at rates over 20%/year and is now expecting this growth rate to accelerate.
Business Challenge Develop CRM business and technology strategy to :
• Support relationship management and account management needs for US organization supporting four major product groups and 8 major customer segments
• Meet needs for solutions in contact center, marketing automation ,campaign management, business intelligence and reporting
• Define conversion strategy from multiple current platforms
• Comply with strategic technology architecture standards and directions established by IT group
Project Approach • Interview executive leadership at C-level, VPs, Directors – across Marketing, Product Management, Strategic Planning, and Information Technology
• Review and advise on IT initiatives for contact center technology selection, taxonomy development, and information architecture development
• Develop draft strategic plan and review with various stakeholders
• Revise, develop technology roadmap, timeline, business case, and initial project descriptions for action in next fiscal year
Business Benefits • Increase market penetration, customer lifetime value, while reducing TCO and organizational inefficiency
• Support continued long-term growth

 

Project Background A major health insurance company serving nearly 50 million members with over 24,000 providers and annual revenues of over $2 billion. 400 CSRs in two locations linked as a virtual center. Company regularly ranks among best in class in customer service and employee satisfaction
Business Challenge Advice sought by management on right number and sizing of call centers. Need to increase scheduling efficiency without negatively affecting agent morale. Required independent assessment of overall call center performance.
Project Approach • Two person project team led a six week assessment of the two call center locations
• Analyzed call center data and metrics
• Conducted interviews of key personnel from senior management to frontline employees to gain perspective on current operations
• Assessed technology, quality program, organizational structure, and processes for scheduling and performance assessment
• Observed agents handling voice and email contacts, and observed supervisors and managers in action
Business Benefits The assessment yielded several key recommendations which included:
• Changing Organization Structure
• Revising Quality Program and Coordinating Quality Process between Supervisors and Monitors
• Redesigning and Replacing Call Center Technology to Better Support Call Routing and Improve Disaster Recovery Capabilities
• Redesigning Performance Measures and Integrating into Schedule Bid Process
• Redesigning Performance Reporting System to Reduce Technology Risk

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