A super regional bank’s customers were complaining about contact center wait times, difficulty getting resolutions to their inquiries that were accurate or timely. Internal lines of business felt that they’re operating personnel were fulfilling the majority of the inquiry resolutions. Executive management felt the contact center was extremely expensive for the service provided and the contact center believed they were being unfairly measured.
An end-to-end analysis of 6 months of customer inquiries was performed to understand the contact center services and the customer experience through the lifecycle of an inquiry inclusive of initial call to IVR to customer service rep to the relevant back – office operation to the resolution to the delivery of the resolution to the customer. The analysis measured the duration of each phase, the point at which the resolution occurred, the customer satisfaction, and evaluated the technology solutions, processes, and customer service reps roles and responsibilities. As a result of the analysis, the IVR menus were rewritten, inquiry resolutions were automated and moved earlier in the cycle, functions were automated, the customer service reps roles were redefined, operating dashboards were implemented, and the contact center revenue generation and cost were reevaluated.
Over 50% of the customer inquiries were resolved earlier in the inquiry lifecycle, inquiries making it to the back office for resolution were reduced by 25%, customer satisfaction increased 30%, and product cross sell revenues increased by 6% while the contact center operating cost remained flat.
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