Lion Financial
Lion Financial Services (LFS) provides investment management services to approximately 350,000 customers, made up of corporations, institutions, and individuals. The bulk of LFS’ transactions with its customers, making up roughly half of all transactions, are carried out through its call centers. Thus, the efficient and productive operations of the LFS call centers is a priority for the company and critical to its bottom line.
In early 2000, Jim Boatwright, LFS’ Vice President of Operations, determined that a thorough examination of LFS’ call centers was called for. Boatwright knew that technology had significantly advanced since the LFS call centers were originally designed and he was keenly aware that LFS was facing a
…show more content…
Carr estimated that approximately 20% or 6,000 callers per week would choose to use the automated system, which along with the PIN system will be a significant contribution to the desired reduction in time to answer and overall talk time (Page 10, Paragraph 3). Based on the potential of these changes, we believe they will be a strong selling point of the design change for Boatwright and LFS’s other executive management.
The final design change that our team feels will greatly enhance the level of customer satisfaction with LFS’ call center operations is the dramatic reduction of complexity in the overflow routing rules. Previously, the routing rules and staffing were so complex that two-full time employees were required to manage and maintain them (Page 3, Paragraph 3). Carr’s design plan eliminates the overly complex overflow rules and creates one simple “zero threshold” rule where no call will be held in queue if a qualified or overqualified agent is available (Page 10, Paragraph 4). The zero threshold rule is a perfect example of multiple complicated tasks combined into a simple streamlined task. This simple routing task, as outlined in exhibit 4, demonstrates how a call will be routed up from Quickline, to Customer Service, and then finally to the Broker Service pool until it finds an available agent. If no available agent can be located, it will queue in the Broker Services pool until one is
First and foremost objective is to reduce the increasing number of high frequency of repeat service calls and then keep it to minimum possible extent simultaneously motivating the technicians? Ensuring the first priority of Rogers Cable as customer service to maintain the loyalty has become a challenge.
Contrary to the situation at E-Z RP, there is no linkage of customer service representatives to development teams. For instance, CRSs are often the last to gain access about new information or new products. In terms of the organization of customer service, E-Z RP uses a specialized call center where customer service representatives deal with a single product. At Datatronics, the call center is centralized and CRSs deal with all products. E-Z RP uses the second tier support while Datatronics uses a minimal second-tier support. In terms of the training of CSRs, Datatronics only provides minimal on-the-job training while E-Z RP provides extensive training. Datatronics hires employees with basic customer service ability while E-Z RP recruits employees based on customer service skills, business knowledge, and communication ability. The performance metric at E-Z RP is the level of customer satisfaction, while the metric at Datatronics is the time on call or between calls. Although Matt does not intend to reproduce E-Z RP’s customer service system at Datatronics, these are the key issues that he ought to consider in making recommendations for changes at Datatronics.
Yes I believe that Butler made the right decision to utilize this new technology. The system that they were using before was outdated and was not performing to the standards that Butler needed. The VoIP system that Butler decided to implement was a great decision to help improve the features that the Centrex system before lacked in. Although the VoIP system they established was a great idea, it was rather expensive compared to the Centrex system they were running before.
Thus, in my workplace our shifts tend to focus more on intangible factors, such as employee productivity, customer satisfaction and repeat business. In the business of telephone customer service, we view our supply and demand in terms of how well we are meeting the demand of calls coming in and how well we supply the desire of our customers to have their issues resolved in a timely manner. During periods of high demand, such as the holiday season, we staff more employees to work the phones. Similar to the situation in scenario 2, we have to be certain that the number of representatives on the phone is still profitable by the business, so while there may be a small wait time for a customer to speak with an agent, it is more profitable for the customer to have a five minute wait than to put twenty more people on the phone to meet that increased business need.
Customers must use the internet to fill out an online form to address their complaints or service needs. These forms are processed by employees in your department. Currently the turnaround time on any given form is between four to eight hours. This creates a number of other customer complaints. Project Call Center is designed to reduce this turnaround time by 75% by creating and staffing a call center in Tampa. Building acquisition, building renovations, building fit out, IT system upgrades, and hiring and training of staff are estimated to cost $8.5 million dollars. This $8.5 million dollars can be paid evenly in any two quarters in the next year. In addition, seven new employees will need to be hired at $40,000 burdened labor costs per year to staff the call center. Management of this project could easily be done with the current in-house staff. Most of the work of this project would be outsourced and will have minimal impact on day-to-operations.
In customer service, the telephone is the second most important link (Lucus, 2015). Modern business use telephones in their day-to-day operations and to communicate with both internal and external customers (Lucus, 2015). Traveling to meet with customers and vendors face to face can be expensive and time-consuming (Lucus, 2015). With the technology of today, you can dial a telephone number or type a text into a cell phone and connect to a customer or vendor half-way around the world almost instantaneously (Lucus, 2015). With fax machines and computer modems, documents and information can be sent in a matter of minutes to customers and vendors miles away (Lucus, 2015). With all those tools, readily available more companies have set up both inbound and outbound telephone staffs (Lucus, 2015). Companies are expanding their customer contacts and are more likely to reach total customers satisfaction through those types of trained specialist (Lucus, 2015).
Competition and technology changes in the telecommunications industry has resulted in declining profits for Desert Communications Incorporated (DCI). The competitive business climate in the telecommunications industry requires DCI to initiate proactive strategies to drive profits. The conventional view of the customer contact center is as a cost center for supporting customer relations (Kaiser, 2011). Learning Team B will demonstrate
Computer telephony integration is feature that is also very important for the IP PBX system to support. CTI allows employees or agents to use their computer to initiate and manage calls. It also allows the computer to direct calls to the right department. The Genesys SoundBite CTI Connect platform has several features to help call center agent be productive at the workplace. Some of these features include screen pops, intelligent call routing, and dynamic call pacing into the contact
1. Dello is a world-class PC company. Management believes that they understand their products and customers better than any outsourcing company; therefore Dello should provide customer service in-house. Ideally, Dello’s customer service department wants to handle all the customer phone calls. During peak hours, however, Dello receives so many customer calls that they ask an outsourcing company, Telemate, to help handle incoming calls. Dello’s switchboard system is programmed in the following way; A customer calls Dello at its 1-800 number. If there are 14 or less callers in the system waiting to speak with one of the customer service representatives, then the call stays within Dello’s system and the customer
We are heavily invested, both financially and from a human capital perspective, in creating a customer experience that matches our industry-leading products. In recent years, we have implemented new systems to empower our customer account executives to satisfy customer needs. New options allow customers to contact us via web, smart phone, and through their set-top cable boxes to get answers to questions, troubleshoot problems, and pay their
PO Snyder played a distinctive role during Sector New York's massive $374K telephone system modernization project. Averting a potentially catastrophic loss of telephony services, PO Snyder assisted with dichipering 20 years of "make it work" Centrex add-ons which consisted of signal tracing 7.5 miles of CAT5e high-speed interconnect cabling. In a single day, PO Snyder logged almost 16 hours assisting with 316 digital phone installations, 376 patch-panel enhancements, and 421 phone line integrity checks. PO Snyder actions vastly improved telecommunication interoperability and multi agency mission execution for the largest field command on the East
Janis consistently defines and confirms the reason for her customers call by restating the reason for the call and asking additional probing questions. By doing so she is able to ensure she is working on the correct underlying issue. Janis demonstrates her knowledge by using proper processes in work order entry. Janis has been taught “Arm and Own” this year. She has attended weekly huddles with her supervisor to learn how to fully own and manage each customer’s account. By implementing what she has learned, such as, how to navigate the customer’s account to uncover any prior unresolved issues or to proactively address any concerns of the future Janis can exceed her FCR goals.
Call centers were antiquated and no standardized measurement systems or aggregated goals existed for the call centers, and no centralized policies existed. In addition, Congress had cut the IRS budget by 11%, $4 billion was spent on modernizing information systems but still not completed, and 2,000 employees were laid off. (Davis, 1997)
The operation manager for JBI suggested considering that Saver Superstore is an easy to deal with partner unlike some other customers that make the business spent a lot of time on their rush orders .This comment brought Johnson to wonder about the customer service costs structure and allocation system. The current system allocates these costs based the revenue generated by each customer which assign a large share to Saver Superstore the biggest one.
Customer service is an important factor to increase sales in almost all industries. Broadstripe, a small provider of cable, Internet, and phone services saw it as a solution to increase sales as their company was filed for bankruptcy protection in early 2009. To improve the customer service experience, Tony Lent, Chief Commercial Officer at Broadstripe, launched a 60-day MBG offering