TECHNICAL SUPPORT CASE STUDY: CONSUMER ELECTRONICS

For nearly 70 years, the consumer electronics Original Equipment Manufacturer (OEM) had been a world-wide leader in instant photography – developing, manufacturing and marketing cameras, film and accessories to consumers, commercial customers and business partners across the globe. But as the new millennium approached, the convergence of photography, computing, telecommunications and consumer electronics caused a shift in the way consumers captured and shared memories. To effectively compete in the changing marketplace, the manufacturer sought to drive growth by introducing innovative new products for the digital age. So in 2003, the company entered the consumer electronics market, adding portable DVD players and LCD televisions to its growing list of products. By 2004, it was the number one portable DVD brand in the country. But as consumer demand grew, the OEM became increasingly frustrated with the performance of its field service, contact center and product return providers. Onsite field service visits were five times higher than originally expected and back-orders were on the rise. Additionally, call volume was twice as high as forecasted resulting in a substantial increase in hold times and abandoned calls. To further complicate matters, the OEM had no single point of contact or centralized reporting across its service provider network. This lack of visibility made it nearly impossible for the OEM to effectively manage each service channel. Consequently, customer satisfaction was dwindling – and fast.

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MEMBER CARE CASE STUDY: RETAIL CLUB

Since the retailer’s inception, its mission has been to provide an exceptional customer service experience by focusing on the needs of individual consumers rather than small businesses. In support of this mission, various departments within the organization were responsible for handling member inquiries received via phone, email and comment cards. However, as the retailer grew, its internal resources were no longer able to keep up with the increased volume of member inquiries. Additionally, manual processes, limited reporting and the lack of a contact management system made it difficult to capture the valuable customer insight needed to deepen and extend its member relationships. The retailer needed a Customer Lifecycle Management partner with the right tools, strategies and resources to support and grow its members.

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CUSTOMER CARE CASE STUDY: TELECOMMUNICATIONS

With millions of consumer, business and government customers across the globe, the telecommunications provider had a long history of outsourcing sales support functions to third-parties. However, believing that no one could care for its customers better than its own employees, the company was always reluctant to outsource customer care. As competition between rival service providers heated up in the late 1990s, the telecommunications provider soon found itself unable to keep up with growing customer demand and began experiencing service level declines across its wireline business unit. Subsequently, the company’s most valuable customers were becoming increasingly dissatisfied and switching their local telephone service to other providers. Attempts to scale the business to meet established service levels were unsuccessful due to capital and internal resource constraints. What’s more, the telecommunications provider faced uncertainties over how to appropriately allocate the financial resources it did have across its customer base to ensure the greatest return on investment. To combat these challenges, the telecommunications provider began to reconsider its position on outsourcing.

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Category: Case Studies