Challenge
In 2007, Prime Therapeutics’ contact centers were faced with customer satisfaction scores that, though adequate, left room for improvement. They didn’t have a structured process in place that enabled agents to manage customer issues in a consistent way. And, they knew they needed to refine their coaching process to ensure that changes to the frontline were supported and sustainable.
Challenge
Customer satisfaction and loyalty are the cornerstones of the Bank of Montreal. The bank’s mission is to continuously and rigorously define new levels of customer service and excellence. To meet that corporate objective, BMO’s call center, known as Direct Bank, was looking to a launch a skills-based training program to deliver the desired client experience and achieve incremental closes. Plus, it wanted to enhance its coaching program to do so.
Challenge
Premera Blue Cross was looking to improve its FCR (first call resolution) because it ranked in the 3rd quartile among all Blue Cross affiliates. In order to stay in compliance with the Blue Cross Blue Shield Association, as well as with federal regulations stemming from the recent healthcare reform, Premera needed to improve this metric by making its overall member experience more efficient and effective. Plus, it wanted to be able to transform leaders into coaches, because the organization realized that an enhanced coaching program was key to elevating and sustaining the performance of the frontline agents.
Challenge
Wanting to improve the service it provided its customers, CenterPoint Energy confronted several challenges. Not only was the utility industry going through change, CenterPoint Energy encountered the advent of new technology, such as the Smart Grid, and rising customer expectations. Plus, it faced a cultural divide with two contact centers in Texas and Minnesota, along with two outsourced, third-party call center providers.