Case Study 1 : Banking Case study - Solutions & Projects transformation
One of the world’s largest & well known Fortune 10 Retail & Institutional bank. Over $100 bn revenues presence across 120 countries
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Overview
- Fortune 100 global bank
- Presence in 120 countries
- Major Presence across US & Europe
- Retail, Wealth management & Institutional banking service lines
Key Benefits & Business Impact
- Managed to complete Transitions in 40 % less time than before
- Did the same project with 20% less resources
- VOC ratings moved from 2 to 4 of 5
- Better roles clarity between operations & Transition teams
- Transition process got simpler for both onshore & offshore teams
- On time service Go-live future waves
Challenges & Client situation
- De-Centralized Operations - (6 Centres) USA operations 230 FTE
- 12 retail banking processes
- 6 IT help desk testing processes
- No standard process of work Transitions
- Very Low VOC rating
- Lack of Trained Transition resources
- Limited offshoring knowledge onshore
- 60% Delayed handover of transitions
- 12 IT platforms
Our Solution Approach & Ownership
- Our end to end Program ownership
- Established strong Solutioning & Transition framework
- Clear Roles definition & controls
- Solution Studied in detail & made required improvements
- Identified key causes of delay at 4 points internally, addressed with Finance, HR & IT functional heads.
- Integrate all systems into 3 major platforms.
- Deployed knowledge transfer tracking tools with 4 review points
- Brainstormed with key stakeholders
Case Study 2 : Increase in First Contact Resolution for Technical Helpdesk of a leading broadband service provider
First Contact Resolution: Why does it matter?
First Call Resolution (FCR) is an accepted as a key performance indicator for call centers. Managing FCR reduces call volume, and ties closely to customer retention - both powerful influences on the bottom line.
First Contact Resolution (FCR) is the number one driver of customer satisfaction with contact handling. Research proves it, and it stands to reason. Lightning fast queues and warm and friendly staff don't mean much to a customer who loses confidence in the outcome of the call, and feels obliged to call again for the same reason. Customers aren't the only winners from FCR. Organisations win because work doesn't have to be done again - quality is productivity. Front line staff also feel much more engaged in their work when they can make a difference
The Business Situation
The average repeat call volume for a leading broadband service technical helpdesk was 32% which had a negative impact on customer satisfaction and operating cost. Most of these customers called back within 48 hours of the first contact with the helpdesk representative.
McTranz Value add & Analysis
The project team collected a sample of 2000 repeat calls to identify the causes for repeats. With the use of statistical tools like Pareto charts, ANOVA, correlation & regression etc the project team categorized the identified causes as following:
High Impact & High Control
- Incorrect resolution provided by the helpdesk representatives: knowledge gap, diagnostic & troubleshooting tools not used properly
- Solution not confirmed by the representative at the end of the call
- Invalid transfers to other departments
High Impact & Low Control
- Customer did not wait for the promised call back
- Resolution could not be verified on the same call
- Customer requested that he would call back as he was not at his system or was not ready to troubleshoot during the first call
Low Impact & High Control
- Promised call back not done by the helpdesk representative
- Explanation not given to the customer about the next steps
Low Impact & Low Control
- Network outages where customers were asked to call back
- Customer calling back for status & order updates
- Intermittent issues like slow or dropping broadband connection
- Out of scope issues
The McTranz High impact Business Solution
Based on the categorization of the causes as mentioned above, McTranz team identified possible remedies and control measures. Minimizing instances of incorrect resolution provided to the customers was of utmost importance. It was made a mandate to confirm the solution at the end of every call and was made a part of the call closing script. The compliance was measured through call audits.
Other actions deployed
- Cases where solution cannot be provided on the same call were treated as outbound triggers. The representative had to call the customer at an agreed upon time
- Network issues & order / status updates were also treated as outbound triggers
- The self-help guide on the client's website was restructured and designed to make it more user friendly and effective. This helped in driving away a lot of inbound call traffic resulting in significant bottom line savings for the client
- Team Manager intervention was made a mandate for closure of cases for issues resulting in maximum call backs
- A new process for vitality training was designed to cover top call drivers to address knowledge gaps
- Daily reporting on invalid transfers initiated
- An automated call back tool was designed and deployed to track promised call backs and give alerts to the representatives and team managers at the promised time
The Benefits to Telecom business
The deployed actionable and control measures helped in reducing repeat calls by more than 8% within a span of 2 months.
- Repeat percentage for the technical helpdesk reduced from 32% to less than 24%
- Performance is now more consistent with reduction in standard deviation
- Process sigma increased from a negative sigma multiple to 2.95
Case Study 3 : World No. 1 Healthcare equipment manufacturing company
First Contact Resolution: Why does it matter?
World leader $17 bn Healthcare company in 18 countries & 7 languages required Site selection, Resource pool, language assessment support to design end to end Solution and Transition 26 processes consisting of 256 FTE to Budapest, Hungary site.
Overview
The Solution Design involved outsourcing from France, Italy, Germany, Spain, Netherlands, Switzerland to Hungary. The processes involved were
- Web contact
- Telemarketing
- Service Centre administration
- Message Centre processes
- Campaign execution
- Installation scheduling
- Part scheduling & tracking
- Customer services
- Warranty management
Challenges
The Company was running operations from France, Italy, Germany, Spain, Netherlands and Switzerland. Key Challenges were:
- Improve Processes while transition
- Create a Multi tasking environment
- MS access as-is, move to OM
- Onsite Trainer, SME availability
- Native language skill availability
- Client mandate on timelines
- Original go-live June - delayed to Nov
- Cost/lead & conversion factor
- Work council issues
- Risk of social events
- KT at offsite locations
Our Approach / Solution
Our involvement started right from site selection, country assessment through transition & service delivery, design the end to end solution & executed complete Transition.
Duration
Solution Design - 7 weeks
Transition - 32 weeks
Transition - 32 weeks
Ownership
McTranz provided support on the following
- Hiring
- Training
- Knowledge transfer
- Procedure documentation
- Complete IT set up
- BCP & PMO
McTranz designed the solution, workflows and the standard input sources. Along with it McTranz also enhanced the technology platform, workflow & process handoffs across all locations. We added value by scoping opportunity for 1200 FTE.
We initially started with low risk no customer contact which graduated finally to a multi-lingual enhanced customer contact centre with 80% data / 20% voice processes.
Business Impact
- Solution helped the business save actual 52% against planned 40% savings.
- Manage their same transition twice- temporary & their permanent facility
- Built the foundation for the first ever such non-english site for this global business