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Telecom - Broadband Case study
In April 2015 Eishtec was appointed to implement Home Broadband Service operation. The operation was to be a 3-month trial to outsource this service for the first time. The service was also provided out of 2 in-house centres. The initial brief was for 50 advisors supporting a single call type.
Title: Broadband on Boarding – understanding of cost to serveYear: 2015 – PresentSize: 220 (Approx. FTE)
Medium term• Develop a more pro-active approach to the daily management of complaints and
ensure that all expressions of dissatisfaction are captured in a new case and managed to completion.
• Complete daily and weekly complaint case reviews as part of the frameworks introduction to bring stability to the process and to validate compliance to SLA’s.
1 |Telecom–BroadbandCaseStudy
The Challenge• Repatriate from India and the Philippines the HBB service into the UK while
offering value, customer service improvements & process improvements.• With this background, Eishtec commenced a partnership with our client to
repatriate their offshore services into the UK. • The service quality was poor and the overall effectiveness of the operation left
customers dissatisfied with the company. • With NPS scores often around -10 there was a need to dramatically change the
service.• Our challenge was to look at how we on-board the service and create a change
culture that would move it to upper quartile performance in customer engagement. This required some immediate wins to be developed from day 1, combined with an ongoing approach to delivery that would dramatically increase NPS and other KPI’s.
Telecom - Broadband Case study
2 |Telecom– BroadbandCaseStudy
Resolution
How Eishtec Built the Operation
• A new site was selected in Clonmel with access to staff that could support a multi-skilled service.
• Soon after the service started additional call types were added that quickly created a multi-skilled requirement that didn’t exist in in-house sites. To counter this, our team had to create and adapt our approach to training and deliver this for existing and new staff to ensure they could support call types for different products and enquiry types. The evolution of the service is shown in the illustration below.
• Integral to Eishtec’s culture is a drive to deliver the best service for our clients and their customers. Our cycle of improvement is integral and embedded within our DNA.
• The Eishtec Way is built on a platform of trusted delivery, evidence-led improvements and strong analytical methodologies.
• Fundamental to Eishtec’s approach to problem solving is implementing a Lean methodology for continuous improvement throughout our entire organisation.
• This approach is interwoven throughout all the core elements of our organisation and is key to our goal to always be the best at what we do.
• Empowering and enabling our people as well as quality processes and performance are at the heart of Eishtec’s mission to challenge the standards of customer service across the market.
• Multi skilling and cross channel communications,• Offered experience in multi-channel environments enables team to quickly assess
reasons in a logical fashion at a low level of detail, expertise enables quick assessment of best fix problems and solutions to maximise all channels to offer effective customer experience at an acceptable cost point.
Medium Term
• Rapid implementation of case management to tightly manage more complex queries
• Additional call types were added that quickly created a multi-skilled requirement. We adapted our approach to training for existing and new staff to ensure they could support varied call types for different products and enquiry types. The evolution of the service is shown in the illustration above.
• Implemented processes and QA for teams to input into the central knowledge database, which had no quality information at day 1.
• Empowered agents through training and accurate, insightful knowledge tools, to have a conversation with a customer not follow pre-defined and often restrictive scripts.
Telecom - Broadband Case study
3 |Telecom– BroadbandCaseStudy
Long Term
• Embedded analytics team in the operation to identify actionable insights that the team could implement and measure improvement against.
• Created a DNA where our agents were able to contribute to identifying and improving the service provided.
• Established training beyond the processes to ensure agents understood why certain key metrics such as NPS were important.
• Deliver longer term structural recommendations to key processes.• Self-service opportunities.• Chat channel opportunities.• Sales in service opportunities through enhanced NPS results (more satisfied
customers receiving value add offers of additional products and service
2015 2016
30000
25000
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Services prior to ramp of volumesServices and the
introduction of TVMore than 10 key call types since Jan 2016
Transitioning through call types
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/05
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/05
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/06
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/06
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/07
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/07
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/08
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/08
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831
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914
/09
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928
/09
05/1
012
/10
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/10
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/11
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/12
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/01
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/01
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/02
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Home Move in ProgressBroadband UpgradesConsumer BB ServiceBroadband Service XfrBroadband Service (Concentrix)Broadband Service (Capita)Broadband ServiceBroadband Provisioning XfrBroadband ProvisioningBroadband TV BillingBroadband TVBroadband Distressed CustomerBB Provisioning Harlequins TransferBB Harlequins ProvisioningBB Harlequins TV TransferBB Harlequins TVBB Harlequins CS & B (Concentrix)BB Harlequins CS & B (Capita)BB Harlequins CS & B BB TV Billing Harlequins
The strength of Eishtec is in their operational execution. They operate with intense detail on performance. Overall a very strong partner in our success.
Managing Director – Customer Services“Commercial Impacts & Results
• Pilot was a success that transitioned to an on-going operation.• Operation then ramped up to over 200 staff over a 4month period. • Eishtec is now delivering more that 50% of the volume for this service as a
result of our performance. • This is shown in the illustration below:
Telecom - Broadband Case study
4|Telecom– BroadbandCaseStudy
2015 2016
30000
25000
20000
15000
10000
5000
0
Services prior to ramp of volumesServices and the
introduction of TVMore than 10 key call types since Jan 2016
Transitioning through call types
04/0
511
/05
18/0
525
/05
01/0
608
/06
15/0
622
/06
29/0
606
/07
13/0
720
/07
27/0
703
/08
10/0
817
/08
24/0
831
/08
07/0
914
/09
21/0
928
/09
05/1
012
/10
19/1
026
/10
02/1
109
/11
16/1
123
/11
30/1
107
/12
14/1
221
/12
28/1
204
/01
11/0
118
/01
25/0
101
/02
08/0
2
Home Move in ProgressBroadband UpgradesConsumer BB ServiceBroadband Service XfrBroadband Service (Concentrix)Broadband Service (Capita)Broadband ServiceBroadband Provisioning XfrBroadband ProvisioningBroadband TV BillingBroadband TVBroadband Distressed CustomerBB Provisioning Harlequins TransferBB Harlequins ProvisioningBB Harlequins TV TransferBB Harlequins TVBB Harlequins CS & B (Concentrix)BB Harlequins CS & B (Capita)BB Harlequins CS & B BB TV Billing Harlequins
• Despite the service continually evolving to add new call types during the pilot and through the ramp-up, performance levels were delivered ahead of the glide path.
• NPS has moved from -10 to +40 for technical services and from +10 to +50 for customer service
• FCR has moved from 40% to 65%• Our client has a partner who is challenging the quality of service and customer
conversation every day both in our own operation but critically, across the group. Delivering additional value as our initiatives are implemented across the broader internal operation.
PTC Reductions
• Simple insights can be delivered from the contact centre into the business to enhance value and decrease costs.
• The graph on the following page gives an example of tracking analysis and insight delivered a focused plan for enhanced self-service tools in online environments and reduced volumes for the client by ~ 12% in frontline campaigns.
• The above represents a high-level synthesis of low level findings and simple approaches for collecting key information to drive efficient behaviours within the business.
• Advisors need to understand the added value required and incorporate this into their daily activity in a seamless and non-intrusive fashion.
Commercial Impacts & Results cont.
New
0.9
0.8
0.7
0.6
0.5
0.4
0.3
0.2
0.1
0
PROVISIONING
TECH OTHER REASONS
CONNECTIVITY
EQUIPMENT
ONGOING FAULTS
PHONE
WIRELESS
SERVICES
PROVISIONING
TECH OTHER REASONS
CONNECTIVITY
EQUIPMENT
ONGOING FAULTS
PHONE
WIRELESS
SERVICES
35.0%
30.0%
25.0%
20.0%
15.0%
10.0%
5.0%
0.0%
Base Volume Vs. Propensity to Call
Technical Call Reason Breakdown
Complexity Matrix Technical Reasons
Base Percentage Expected Call Propensity
1%
13.3%
5.77%
3.30%
29.93%
11.19%
5.68%
6.69%
8.47%
10.48%
8.49%
29.0%
13.1%
9.0%
5.8% 4.1% 3.9%
1% 1% 2% 78%2% 15%
LateMid3rd Bill2nd Bill1st BillInactive
PTC REDUCTIONSAdding value through fast feedback and enhanced insights
Who is Calling?
What can we influence?
Why are they calling?
Telecom - Broadband Case study
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Telecom - Broadband Case study
6|Telecom– BroadbandCaseStudy
Knowledge driven
Supportiveenvironment
Expert based
About EishtecEishtec was established in 2011 with the mission of creating a high-quality, high-performance, customer experience to clients, with the customer at the heart of all ourdecision making and core to everything we do. Beginning with nine agents in our HeadQuarters, Waterford, Eishtec now has over 1700 employees across its 4 sites in Irelandand Northern Ireland providing customer service to 10 million customers annually. Usingperformance analytics, the insights delivered and the latest thinking in customerexperience process development and omni-channel delivery, we have built a team thatfocuses on business outcomes, reducing cost to serve and increasing profit through salesthrough service. Delivery for our clients and our customer centric approach is thebedrock of our success to date.
