“One Face to the Customer” in Customer Service

iStock-925008268-klein

Client Challenge

Our client, the sales director of a publicly listed wholesale company with a turnover of more than €1 billion, was dissatisfied with inconsistent customer service in the company’s 14 branches.

The company’s customer service was not sufficiently competitive and incapable of acting as an engine for growth. Each location was on its own agenda, and did not coordinate with the others. Customers called around to various offices in the company to clarify requests or discuss problems. Complexity and the associated costs increased significantly.

iStock-937198778-klein

Mandat Intervention

With the sales director and the national sales manager, we planned a customer service activation project. We took a pilot approach, initially developing and testing the new concept in a single branch location.

The project team was staffed with the most capable employees, not only from customer service, but also from sales and operations. A member of the works council was also involved, as changes to shift schedules and working hours were among the issues at stake.

As a project team, we worked out the precise processes necessary to provide customers with a competent contact person who could answer all their relevant questions. To this end, we also looked at customers’ key wishes and reasons why they were contacting the company. As part of a controlled information exchange, we ensured that all branches could contribute their experience to the project.

Customer-oriented staffing of the service center was designed based on available call volumes and times; shift schedules and working hours were changed, and a database with FAQs was set up.

We assisted in the development of a concept for future personnel development in customer service and ensured that the successful concept could be rolled out nationally.

iStock-941491560-klein

Results

Under a central telephone number, customers are now provided with a competent contact person who can either provide immediate information or respond within 24 hours.

Random calls to other operational areas have been stopped, the operational areas are relieved of this burden and productivity has increased by up to 10%.

The company has a new measuring instrument for customer satisfaction and thus a tool for continuous performance improvement.

The concept has been rolled out nationwide.

Discover our Success Stories

Kostenfrei Wachstums Know-how sichern:Jetzt anmelden!

+ +