Customer Experience Management Solutions and Consultants

The Challenge

This organisation is a major Australian energy retailer.  Their  retail market was about to become fully contestable and they wanted to improve customer service

The Challenge

The banking arm of one of Australia's major bank assurance businesses needed assistance to improve its call centre performance .  Some of the key services were outsourced to a contact centre provider adding complexity to the situation.  They needed to:

• improve service levels
• improve customer service and satisfaction, and
  
• improve lead utilisation and sales conversion rates.

The Challenge

This Fund is one of the top 10 health funds in Australia.  Despite its recognised service capabilities and consistently high customer satisfaction ratings, there continued to be individual situations where attrition was triggered by the organisation doing things that frustrated their customers.  They needed to systematically eliminate the cause of customers dissatisfaction

The Challenge

This organisation  is the Australian operation of one of a global health insurer and is one of the most profitable health insurers in Australia. A key element of their business strategy is to deliver a great customer experience to its members.

Members contact the insurer through a wide range of touchpoints.  The challenge was to identify which improvements to customer would have the biggest positive impact on operational efficiency and customer loyalty and advocacy

The Challenge

VicRoads is a statutory corporation within the Victorian State Government of Australia is responsible for maintaining and improving the condition and performance of Victoria's 22,320km of arterial roads and 5095 bridges and major culverts.

They were seeking to develop a strategy that would balance service outcomes, business costs and business risks while delivering best practice customer service to the Victorian community 

The Challenge

The cost of the support functions for the Internet Banking function of a major bank were undermining the profitability of the channel.  Over 200 people were involved in administrative and support roles.

Customer satisfaction with these levels of support was far lower than the overall ratings of the channel itself, and the processes to enable access to the channel were an inhibitor to take up and use.

The Challenge

This organisation is one of the top three energy retailers in Australia.  The retail energy market had recently been deregulated and the market had become intensely competitive.  They were under severe cost pressure and were seeking to improve the efficiency of their customer service operations. 

The organisation had also recently acquired a number of businesses and were looking to exploit potential synergies between them.

The Challenge

The Bank's stated strategy is to be the service leader in Financial Services.  The Consumer Finance business unit of the Bank had experienced dramatic growth in recent times.  Call volumes and service costs were continuing to rise whilst stakeholders were putting pressure on the contact centre's management team to contain the rising costs.  However they could not do it on their own.  The team recognised that there was limited collaboration between the contact centre that handled the bulk of customer contacts and the other areas of the business that drove the need for these contacts.

The Challenge

An Australian bank wanted to migrate customers to use self service information systems using internet technologies.  However they needed to overcome customer resistance to the take up of self service technologies.

The Challenge

The contact centre of one of Australia's major health insurers were constantly failing to achieve basic service level targets.  A recent CRM implementation had increased call times by 20% across the board.  The business believed that call automation could add value but had little detail to support this view.

The Challenge

This South-east Asian telecommunications provider ran multiple contact centres and had over 1000 employees.  Their senior operational management were unhappy with the level of performance of their contacts centres in terms of service levels and revenue targets. They were also experiencing  high levels of absenteeism

The Challenge

The global computer hardware manufacturer operates over 20,000 sales, customer care, and technical support agents across North America, Central America, Philippines, India, Japan, Australia and EMEA.

Their customer service reputation and customer satisfaction rating as measured by the American Customer satisfaction Index (ACSI) had been declining.  However this decline was not evident in their own quality scores and customer satisfaction survey results Their challenge was to arrest the decline in external scores and to improve customer satisfaction for two newly launched premium priced products.