The Influence of Using Sequentra®

The National Customer Service organization has enhanced its customer service tools over the past three years. The customer service tools have been consolidated from 10 separate platforms into 1 tool that is consistent company-wide. This consolidation lent itself to the National Customer Service Business Intelligence department having the ability to analyze agent performance from a “One Comcast” perspective. Specifically, the evolution of business intelligence and performance dashboard capabilities from vendors provided a unique opportunity for the company to expand insights from headquarters directly to the users in the field. The continued evolution of dashboard functionality over the past few years now provides additional

Provided legendary experience and trusted advice through Customer Strategy Audit support. Developed self identified grid, supported 2 groups throughout the Audit process: Customer and Employee Experience/Customer Experience Design, Customer Segmentation & Strategic Planning, management response and findings review and support]

Analyzed customers’ problems and provided solutions pertaining to licensing or reinstatements Conducted routine entry of data in order to create or update customer records

Being competitive with the market the company understands the industry and will provide technical support and diagnosis using online call center, reducing costs and improving competitiveness, and serving customers. The company understands time is valuable and will attempt to respond quickly, avoiding downtime for its clients with technically trained staff. From time to time fixed pricing may need to be adjusted when the repair analysis make a determination of greater impairment to the equipment and will always leave the final decision to the customer to proceed and repair to destroy and replace.

They created one of the first CTI (Computer Telephony Integration) solutions which enabled business call center agents to focus on resolving customer issues. Genesys was able to offer Overstock.com a cloud-based Contact center solution that would remove the majority of cost associated with maintaining in-house infrastructure dedicated to the contact center. The cloud-based system would also be flexible with the increase in demand during seasonal times as well as utilize less staff to manage. After having 45 days to analyze, formulate a recommendation to implement a new solution that would meet all the requirements that Overstock.com had as well as include more advanced “future-proof” technologies and industry leading Service Level Agreements, and get that recommendation approved by Overstock.com executives and IT support and the existing Contact Center, the implementation of the new system was completed within 90 days. The new system was completely virtualized and included features such as advanced routing, single-view reporting and administration, and integrated call monitoring and quality

The integration of systems will help Transactional Specialists work more efficiently to meet the Service Level Agreement (SLA) timeframe of 24 hours as information and processes are standardized between the two systems. We no longer need to duplicate data entry of particulars and it also reduces the time spent on retrieving information across different systems and the risk of privacy breach of CPs.

While employed at Transaction Network Services, Inc. (TNS) (formally known as VeriSign, Inc), I was an Analyst – Billing Systems (2009 – 2015). In this position I completed service requests that originated from the Contract team. These service requests included new contracts, amendments to contracts, terminated contracts, name changes, and mergers. The service requests required that I analyze the contract and current customer base in the billing system to ensure proper completion of the requests and accurate actions taken in the billing system. To perform the tasks necessary I read the entire contract and reviewed the billing system to identify all accounts that were needed to implemented the contract or terminate the services. I sometime found

Jounta Enterprises will get a lot of benefits by installing a newer IT system to process purchases, good received, accounts payable and checks. A new system allows easy management of purchase requisition and purchases order record. An efficient record of purchase history allows for repeat orders, saving your purchasing department time. Also, it is possible to perform automated reconciliation with the purchase order, the receiving report, and the supplier invoice. Overall this system helps to reduce the risk of erroneous invoicing, save time and

The most significant criterion is the retention of Flatrock as Tower’s client. Renegotiation of the two unreasonable requirements to a realistic level ranks second in significance. The unreasonable requirement about the success rate on performance audits will be assessed based on comparison to the industry average of 80% success on audits, 85% of the time. The satisfaction of Clyne, Biers and Hart with the proposal is also critical to ensure the retention of Flatrock and will be measured through a follow-up meeting. Additionally, Tower must maintain profitability. Tower’s profitability will be evaluated through their quarterly financial statements. The final criterion is to increase the quality of Tower’s services and will

ConnectCo is the Canadian subsidiary of a United States marketing and sales consulting practice. It built, staffed and managed call centers for clients, especially in outbound call center solutions and services for companies that don’t have expertise in the call center area. ConnectCo coordinated the hiring, training, managing and scheduling of agents for their clients. Joe Davis， who had graduated with a MBA from the Richard Ivery School of Business. He has rich experience in marketing and implementing solutions to specific problems. He has passion for working closely with clients. He just accepted the newly created position of Manager of Planning and Reporting at ConnectCo. His role as a manager of planning and reporting is to support the company’s growth by managing internal process improvement, conducting financial analysis and planning and managing client reporting. He has the responsibility to ensure the level of the service the company provided met or

By applying balanced scorecards, KPIS, performance reviews and service level agreement, AC Gilbert Company should be able to achieve the expectation that they wants to be. And also, they should measure customers’ complaints in order to improve the current issue.

• Relationship buyers – large companies with potential of repeat business, had a team of outside and inside sales rep to manage the relationship, having access to online info, about the customers entire purchase history.

(1) Marconi was a leading telecommunications firm, which implemented an aggressive strategy of growth through acquisitions. It nevertheless faced severe challenges in integrating the knowledge possessed throughout all of its subsidiary companies; the new engineers kept data private as a means of preserving their jobs, and this conflicted with the interests of the firm, which sought to reduce operational inefficiencies through more information sharing. Furthermore, the company was interested in promoting data sharing in a means in which this would benefit the customers as well.

The business model of SAS is such that it in general it offers services coupled with software. Unlike typical firms in the industry it follows an annual software subscription model. Rather than sell its software, SAS leases to its customers - a strategy of immense importance in understanding the company’s relationship to its users. The fact that leases must be renewable annually creates a tremendous emphasis on customer satisfaction and quality in addition to stabilising its revenue. Furthermore, its products are made based on what customers require and its developmental process is almost wholly customer driven. There is also a strong focus on employee satisfaction leading to customer retention and loyalty which SAS

After the recent merger activity, BP Lubricants wanted to improve the consistency ,transparency and accessibility in its MIS and Business Intelligence systems.To achieve this it needed to integrate data from different source systems.