x
Financial industry giant
Development of the quality and efficiency of customer service
Problem:
Customer satisfaction with the quality of customer service and response times is too low.
Objective:
To better understand the bottlenecks and quality issues in the process. To appropriately role and resource customer service.
Background:
The company's customer service center had been measuring efficiency as served customers per hour for a long time. However, as the company's service offerings diversified, the expertise of customer service agents was not always sufficient to resolve issues in one go. This led to shortened calls and a perceived increase in productivity, but based on customer feedback, more customers were still dissatisfied with the service they received.
Implementation:
The project started by mapping the entire customer service process from the moment of contact to the point when the customer received a solution to their issue. Incoming calls were analyzed and customer needs were compared to the organization’s expertise.
Separate customer service channels were created for different types of calls to more effectively direct calls to the team of customer service agents who had the best knowledge of the issues.
A principle was adopted where no new calls are taken until the previous customer has been fully serviced. For peak traffic, a dedicated team was established and trained to quickly resolve all the most common customer issues.
Result:
Significant growth in customer satisfaction without a drop in productivity (served customers per hour). Increased job satisfaction in teams where the encountered problems were more targeted. Less overtime (reduced personnel costs) due to improved resourcing.
