A model framework for achieving customer service excellence

Background

MBA’s digital contact centre, DOTS (which stands for Digital Operations Transformation Services), seeks to achieve a common goal by helping our customers reduce the inbound demand that great brands and outbound activities create. They do this by digitising the conversation, using a wide variety of digital and voice solutions to reduce customer effort, maximise service agent productivity and improve business efficiencies. This strategy enables clients to reduce costs while improving Net Promotor Scores (NPS) and maximising sales opportunities.

The Business Problem

Our client, a nationwide digital estate agent, had seen great success with fast, ongoing growth and international expansion. Their success however came with a series of challenges which threatened to impede the customer satisfaction levels which they had worked hard to achieve and come to rely upon to build brand credibility and trust.

Some of the challenges faced by this customer included

  • High call volumes
  • Service levels and abandoned rate running at unacceptable levels
  • Sparsity of skill and candidates in recruitment process
  • Loss of experience due to high staff attrition
  • KPIs undefined and limited quality controls in place
  • Contact Centre processes and KPI’s not defined
  • No clear training strategy

Keen to maintain their high review ratings and continue their pledge to provide their customers with the best possible service, our client recognised they needed a partner that could help define a clear strategy to transform their contact centre and provide the relevant MI to help them measure and achieve their customer satisfaction and business goals.

The Solution

Firstly, DOTs conducted a free of charge consultancy day to define the core business challenges. From this, an executive summary was presented to all client stakeholders, where they agreed to proceed with a six-month pilot of DOTS proposed implementation of a ‘model office’ which would prove the case for improved operations.

The solution included:

  • Best practice
  • Recruitment activity
  • Training
  • Workforce Management to meet required SLAs
  • Quality control framework in place

Contractual and financial agreements were finalised in the following 2 weeks and MBA’s DOTS set about implementation within a full project management framework, for delivery within 9 weeks.

The clients’ desired outcomes were defined by establishing their preferred KPIs, which formed our measure for success and the foundations of our contracted works, these were as follows:

  • Calls handled per full-time employee = 75% increase
  • Service referrals = 1.7% converted to calls handled
  • Valuations = 4.9% converted to calls handled
  • Cancellation rate = <25%
  • Adherence = 90%
  • Conformance = 90%
  • Average handle time = reduced by 60%
  • Customer Service scoring = 90% per call scored

Results & Key Benefits

Completing a week ahead of schedule, DOTS transformed this particular clients contact centre operations, with all required KPIs not only being met but exceeded.

  • Each full-time employee averaged a 150% improvement from their previous call handling average, 42% higher than the required KPI target.
  • Service referrals reached 205% more than KPI expectations and property valuations returned a 5.5% conversion.
  • Cancellations were seen at 44% lower than the <25% target.
  • Average handle time was reduced by 66%
  • Both Adherence and Conformance outperformed KPIs reaching 95%
  • Most importantly, customer satisfaction scoring was also recorded higher than contractual obligations, hitting 94%

If you would like to learn more on how DOTs can help you transform and manage your inbound demand, then contact us today on 020 8376 4300 or email us at contact@mba-group.com.