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Re-imagining a Service Model

Designed new operational model for technology BPO

The Challenge:

The major technology focused BPO firm had come to a crossroad. The original operating model had enabled the company to grow dramatically throughout its history and today the organization boasted 8 contact centers on 3 continents and more than 2,500 agents. But what worked before wasn’t working as well now. Growth had stalled, margins were under pressure and the stock price was showing a downward trend. The BPO had to find a better way of doing things and act on them quickly. Taylor Reach was retained to complete a Strategic Assessment of the BPO contact centers globally, with a view to identifying opportunities for to improve operational effectiveness and efficiency.

The Process:

The Taylor Reach team of consultants visited six contact centers on three continents and began at the beginning, a full end-to-end review of each of the ‘moving-parts’ within the call center infrastructure. The sweeping engagement assessed the people in the call centers, their skills and competencies, the processes, procedures, operational methodologies, technologies, quality and service practices and business objectives. With a number of centers and thousands of agents, this was a significant exercise in terms of scope.

The Solution:

The traditional approach employed by the BPO was to work in dedicated teams each supporting a single client. While this approach could allow the agents to be closer to the clients and to better understand the client offerings, it also resulted in high costs and low agent efficiency. When the consultants examined the specific client accounts, it became obvious that the many clients were represented by small teams. Taylor Reach realized that by combining small teams into a larger shared services work groups the company could achieve greater productivity.

The Results:

The recommended solution represented a radical shift in operations. In the first year of implementation, the company realized significant efficiency and operational improvements totally more than $10 million in annualized savings.

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