Delwarca case
Marketing Metrics
DELAWARCA CASE
Summary
Delwarca Software’s remote support unit is having issues with its customer service performance. The long waiting times for calls are the predominant cause for customer dissatisfaction. Jack McKinnon is concerned with the impact of customer dissatisfaction on the growth rate of the company. The challenge for Jack McKinnon is to find out a solution for decreasing the long wait times on calls without investing much money. He will have to re work the whole process so that the calls can be channelized efficiently and various customer concerns be resolved effectively.
Initially in the current process a customer call was greeted by an operator who does the identity and problem verification and decides to transfer a call to critical support unit or next available associate. The problem with this process was that even if a senior associate is available to attend to the customer’s concerns still the customer remains on hold and is routed to the senior associate only through the associate and that also only if the associate fails to provide appropriate solution to the customer. The waiting time was involved between each passes and during the long hold time the customer was engaged only with an automated update every 90 seconds regarding further estimated hold time needed. During various interactions with customer iT was found that customers had trust on the technical competency of Delwarca’s support unit but were miffed on the long wait times. The customer had an option of directly requesting a specific Senior Associate by name.
With the introduction of Rapid ID procedure the process flow was changed. Rapid ID procedure aimed to reduce regular calls by 1 FTE. Two highly experienced associates were upgraded to the roles of ‘Directors’ who would direct the calls from customers to either an Associate or a Senior Associate depending on the problem. They would not try to provide any solution
DELAWARCA CASE
Summary
Delwarca Software’s remote support unit is having issues with its customer service performance. The long waiting times for calls are the predominant cause for customer dissatisfaction. Jack McKinnon is concerned with the impact of customer dissatisfaction on the growth rate of the company. The challenge for Jack McKinnon is to find out a solution for decreasing the long wait times on calls without investing much money. He will have to re work the whole process so that the calls can be channelized efficiently and various customer concerns be resolved effectively.
Initially in the current process a customer call was greeted by an operator who does the identity and problem verification and decides to transfer a call to critical support unit or next available associate. The problem with this process was that even if a senior associate is available to attend to the customer’s concerns still the customer remains on hold and is routed to the senior associate only through the associate and that also only if the associate fails to provide appropriate solution to the customer. The waiting time was involved between each passes and during the long hold time the customer was engaged only with an automated update every 90 seconds regarding further estimated hold time needed. During various interactions with customer iT was found that customers had trust on the technical competency of Delwarca’s support unit but were miffed on the long wait times. The customer had an option of directly requesting a specific Senior Associate by name.
With the introduction of Rapid ID procedure the process flow was changed. Rapid ID procedure aimed to reduce regular calls by 1 FTE. Two highly experienced associates were upgraded to the roles of ‘Directors’ who would direct the calls from customers to either an Associate or a Senior Associate depending on the problem. They would not try to provide any solution