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85% of Key Clients Report Increased Satisfaction Level with Customer Service
Situation
After completing a successful strengthening and integration of the Finance department of a $100 million semiconductor manufacturing division of a $1 billion conglomerate, RCR Associates was asked to expand its work to the Customer Services and Field Services groups.
Previous work focused on integrating the financial processes into the organization to enhance communication and productivity across various departments as the organization underwent an ERP implementation.
In the Customer Service and Field Service groups, the goal was to link processes to the organization’s business strategy. Several inefficiencies existed, including lack of proper documentation to streamline returns and other transactions.
Employees were unclear about their individual roles and many were insufficiently trained. Customer Service and Field Service were not communicating effectively. As a result, unreliable systems and procedures were created in a vacuum.
Approach
RCR Associates began by defining the entire customer service process to ensure that the system was linked to the entire organization procedurally, systemically and interpersonally.
The company’s most valued customers were identified so processes could be established to recognize and reward them.
For the first time, a communication strategy was established between Customer Service and Field Service. Customer Service sent field technicians to customer sites to work equipment, do installs, etc.
Customer Service employees were trained to use the company’s computer system to their advantage by streamlining processes. Communication between the two groups improved to the customer’s benefit.
In the past, time and energy was wasted on rush jobs, rescheduling of jobs when equipment was unavailable and other avoidable problems. By creating a streamlined process with effective documentation, customers were taken care of more quickly and more cost-effectively.
Results
The company enjoyed a dramatic increase in customer satisfaction with 85% of key customers moving to the new model immediately. Key account representatives were assigned to manage key customers and establish a more personal level of customer service.
The rate of rework and errors were decreased as Customer Service and Field Service defined how they could work as a team to serve the customer. Clearly defined roles and responsibilities throughout the process helped support the team structure and optimize accountabilities. The streamlined process improved customer service while reducing annual operating costs by $300K and inventory levels by 20%.