Our real world
experience has been put to work to solve business issues across a
variety of industries. Engagements have spanned a number of areas
More details on these areas are provided
Merger and Acquisition
Due Diligence and Integration
and service management audits to determine effectiveness of
current processes, procedures, staffing levels and value to the
Analysis of customer-base
stability including a due diligence customer
interview / survey process to assist an acquirer to validate the
stability of the customer-base and quality of products and
services of a company that it was considering acquiring.
to ensure that aggressive yet realistic timelines are set to
realize the anticipated benefits and outcomes of the acquisition.
Defining the operational
integration plan covering people, facilities, process, product and systems to
achieve the anticipated benefits and outcomes of the acquisition,
financials for external reporting
combined sales force to move a broader product set (increase
operational synergies (cost reductions)
customer expectations are met or exceeded through the transition
Project management of the integration of large enterprise
resource planning (ERP) systems, such as SAP or Oracle, across
newly merged or acquired business groups or implementing a new
common system across a multi-divisional organizations
Relationship Management Deployment
Review strategies and
processes for selected areas of focus (Sales, Marketing, and/or
Service) to determine gaps, identify cross-functional
dependencies, and recommended approaches for addressing gaps.
Development of process,
system, and training requirements for each phase of the project
Assist in and/or drive the
selection of specialized service providers (system integrator,
application hosting, outsourced help desk, training, mobile
technology provider, CRM software provider).
Ongoing program management
over deployment initiative, including regular reviews with
Senior Management and project sponsors.
Service Effectiveness Assessment
- Review of business unit processes for
acquiring new customers and supporting their use of products
- Review of operational data and metrics
- Interview key stakeholders, process
owners, and customers
- Assess current situation against
organizational goals and best practices across people,
process, systems, and strategy
- Develop a roadmap outlining a prioritized
list areas for improvement
Stabilization and rebuilding of team to improve the
customer experience and the quality of the problem identification
Designing effective routing to the proper support team to match
customer value and expectations with results
Identifying upstream areas, such as product
management and development, where additional steps could be
taken to reduce volumes and severity of support issues
Specific projects include assessing and
streamlining the support process resulting in increased efficiency in processing
trouble tickets leading to higher levels of customer
Telemarketing (Inbound & Outbound)
Program Management Office (PMO)
Establishing a Program Management Office (PMO) to coordinate the
design and implementation of a major enterprise system, providing
focused cross-functional oversight into the constituent departments
to maintain momentum over the life of the project and bring it to
Overseeing and coordinating the downstream activities for rolling
out an enterprise system, such as a CRM or ERP system,
the gathering and scrubbing of customer, account, and enterprise
data to populate the system and ensuring policies, procedures, and
practices are implemented to ensure the use and success of the
IT Project Management
and managing high-visibility, business-critical IT projects,
including internal project analysis, vendor management, status
reporting, and team leadership.
Performing systems/applications assessments to help
an organization's IT leader determine if the firm's investment
strategy in customer service technology was sound. This involved
meeting with key constituents to identify the original goals and
objectives, what had been accomplished to date, the gap
between where the firm was and where it wanted to be,
examining vendor contracts and functional requirements to
determine any leverage the firm may have, and delivering
recommendations to get the
investment strategy back on track.
projects include upgrading and merging ERP systems, implementing a
CRM system, developing sales reporting (including moving critical
reports from desktop applications to leveraging the corporate data
warehouse), and developing a comprehensive, global chart of
Implementing practices to ensure that a firm effectively leverages
its 3rd party vendors to services its customer base. By
leveraging proven process model templates to expedite the
definition and implementation of the practices, customers have
achieved significant benefits quickly.
Specific projects include helping a firm more methodically manage
its vendors to ensure cross-functional organizational needs were
taken into consideration and evolving the mind-set from that of
dealing with their critical service deliver vendors at arms-length
to considering these vendors as accountable partners.
vendors turned partners were eventually brought further into the
inner-circle to better assist the firm in meeting its goals and
Interim Customer Service Management
management of customer service teams in lieu of the firm filling
an open management-level position, especially when vacated
unexpectedly or when the organization is going through
Managing the screening through hiring process for
critical positions, such as Customer Care Director, CIO, Manager
and Representative levels. Includes all aspects of screening
candidates from resume triage, phone screens, interviewing,
recommendation, and new hire orientation.
Establishing a call center, including analysis of
customer and product needs, forecasting volumes of inquiries and
staffing needs, design and implementation of processes and
procedures, and coordinating staffing.
projects include benchmarking the contact center staffing plan and
performance against customer inquiry volumes/trends and industry
best practices, performing an in-depth analysis of the root-causes
for the customer inquiries to identify areas to promote
self-service and other means to reduce call volume and improve
call handling times. Also, developed a customer service
guide which consolidated disparate practices, previously spread
across a number of groups and locations, into a single guide from
which all teams could operate. The reduction of time spent on
non-value items allowed the team to focus on more proactive
customer support activities.
Customer Service and Operations Continuous
operations assessments for Customer Service and Technical Support
auditing a company’s
continuous improvement plans to provide an assessment of the
effectiveness of these plans to close the gap between where a
company is and where it wants to be.
critical skills, development of skills matrices for existing
staff, and the design and delivery of customer
service skills training to support required capabilities.
Defining the process
by which a company receives customer inquiries for support,
performs triage, engages necessary resources to resolve the issue,
escalates for management attention, performs root-cause analysis
and management reporting.
process by which a company accepts a lead, converts the lead into
an order, fulfills the order and renders an accurate invoice.
company’s customer satisfaction survey results to implement
programs to drive improvements in customer satisfaction and
increase customer retention rates.
perception polling exercises to help companies get a “quick read”
on the satisfaction level of their customers and what can be done
Helping a company
align its Customer Relationship Management (CRM) product strategy
to meet the needs of its customer-base and market.
Outsourcing analysis and implementation including working with firms to determine if outsourcing
aspects of their customer support and service delivery function is
a viable option to increase customer retention and operational
efficiencies. And, when it does make sense, lead the efforts to
migrate to an outsourced model.