Experience Portfolio > Our Clients | Case Studies
Case Studies
Our Case Studies
1. Medical Supplies Company
Successfully identified client customer’s views and perceptions
to ensure strategies that resulted in increased customer loyalty
and business growth.
As a result of changes in their market share our Client identified
the need to establish their customers’ views and opinions
to assist in future strategic direction and planning.
CCS was engaged to seek ‘customer feedback’ in order
to identify possible causes of the market share changes. Our experience
and know how, using face-to-face interview techniques with nurses,
allowed CCS to gain substantial qualitative and quantitative data
to establish how our client, their sales representatives, products
and services were perceived in the market.
The robust, tried and tested methodology assured confidentiality
while promoting our Clients’ position as a company that values
feedback, cares about it’s own people, customers and above
all operates with integrity.
Three key outcomes were i) a clarity of understanding of how the
market perceived their Sales Representatives, ii) what strategic
initiatives needed to be taken to ensure further success and growth,
and iii) the confidence to make decisions and implement them based
on specific validated knowledge.
2. National Retail Food Chain
Increased revenue and reduced operational costs through positive ‘Customer
Focused’ culture changes.
CCS stepped up to the challenge following a process that positively
engaged front-line people and Managers. Working closely with
Senior Management, the integrated and holistic program, tailored
for the
client, comprised Customer Assessments, Employee Surveys, Cross
Functional Training workshops, Management Training and Coaching.
The successful outcomes achieved delivered bottom-line
improvement together with greater employee satisfaction and loyalty.
Additional
benefits included reduced sick days and absenteeism, improved
safety measures and improved Management processes.
3. Sustained customer satisfaction improvements
Following a request from our client, a furniture manufacturer, to review their service processes, CCS identified opportunities to improve communication, information flow and productivity. These significant benefits were realized after applying a diagnostic process to the existing service methodology.
Critical to the success of the project was the engagement of our client’s key personnel in the changes required.
Recommendation improvements included practical steps to changes in workflow and responsibilities.
Outcomes included re-educating customers in the interaction with the company and therefore improved customer satisfaction. Internally, removal of silos, improved relationships and increased accountability resulted in increased job satisfaction. The net result – “improved and sustained customer service levels”.
4. Reduced staff attrition from 30% to <13% in 6 months
The cost to any business of losing 70 people a year out of 250 is significant. Working with Call Centre Senior Management, CCS designed a strategy to achieve: reduced attrition rates, increases in employee and customer satisfaction levels. Once again, to ensure a robust process, a thorough diagnostic phase and engagement of people were the cornerstones to the success. This, coupled with coaching to change Management behaviour allowed CCS to over a 6 month period implement several tactics. A key, was reviewing the role of Team Leaders to ensure they had responsibilities for the ‘right things’.
Outcomes exceeded client expectations. In 6 months, CCS assisted in the reduction on staff turnover to < 13%, achievement of all customer service performance goals and significantly, engagement of teams in ‘best practice’ improvement processes. Cost savings in excess of over $1M were achieved following the investment of the CCS and management strategies.
5. By improving skills and techniques, we moved people out of their comfort zones and empowered them to meet new challenges!
Introducing new advanced, state of the art technology into a highly competitive mobile phone market is tough and complicated enough. Having the customer service centre offshore, meant that operators needed both technical knowledge and also the ability to understand the Australian customer psyche and of course “Aussie Speak”.
CCS ’s strategy and recommendation was to replicate the Customer Service role in which offshore operators could be trained prior to the service centre going “live” in the Australian market. Using a carefully trained group of operators, situated in Sydney, who acted as Aussie customers, new recruits were given a taste of dealing with customer realities. In addition, CCS developed a training evaluation system and process that could measure, in real time, the individual offshore operator’s performance, by time, by call and by customer service question.
Real time results meant that an individual operator who required specific assistance in customer management and relationship building skills received further training before ‘landing in the hot seat’. Over 500 operators were taught to manage the Australian customers.
According to the client, the strategy was highly instrumental to the successful introduction of the mobile phone technology.
6. Designed, implemented processes and techniques which resulted in creating positive perceptions and customer loyalty
The challenge for many organisations having launched a product, is knowing if the right service mix has been provided. Sometimes this information comes too late for management, especially if they need to “pull the plug” on more investment.
One of CCS’ clients has a customer base which is renowned for competitiveness, demanding the best product and service, and works on very low margins.
The challenge was to look into the mind of the client’s customers, to establish the emotions, beliefs, feelings and their opinion of the product and the service. CCS created and developed a unique assessment tool which contained the use of emotional intelligence and practical business questions.
An online assessment was utilised to reach the 3000 client’s customers. The results, together with the analysis, recommendations and action steps has enabled the client to move their strategy ahead by continuing to invest the concept and product. Their risk substantially reduced!
7. Achieved increased employee satisfaction which resulted in improved business growth and profitability
Q1. How happy, satisfied or dissatisfied is the Australian employee?
Q2. Does employee happiness, and job satisfaction equate to customer loyalty and profitability?
Q3. Is fun@work™, one of management’s “soft and touchy” things, a waste of resources?
CCS, with the cooperation of a selected group of clients, provided the answers to the above questions:
Q1: You will be surprised at the result.
Q2: Absolutely ‘yes’!
Q3: Absolutely ‘no’!
One division of a multinational client after the introduction of fun@work™ received the company award for having the highest level of employee satisfaction.
A national financial institution introduced fun@work™ into two of their departments. The result:
- Drop in employee attrition
- Increase in job satisfaction
- Increased productivity
- Improved relationships
- Improved team work.
And last but not least, people from other departments wanted to come and work for the these department..
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