Can a SaaS Based Call Center Tool Deliver Real Savings?

Can Snapshotz deliver $ savings in the public sector?

This public sector organization employing 55 agents conducted a review of their centre using the Snapshotz Online tool and support from Customer Services Audit. Initially not expecting to find anything new as multiple databases and an archaic CRM tool were big bugbears. However it was decided since it was good practice to conduct an independent assessment and the license and support cost being very reasonable.

The Snapshotz consultant worked through the Snapshotz assessment with the Manager and the 3 team leaders. They picked up from the Business process alignment and change management (Section 1.3), Customer contact, Customer complaint management (Sections 2.1 & 2.3) and Service measures (section 8.2) that a majority of their key processes driven from 28% of their contacts were agents providing information and support to customers being serviced by the field staff.

A priority task was set within the Snapshotz tool to review what the exact nature of these contacts were. Snapshotz enables the documentation and assignment of priorities, timelines and responsibilities of tasks for each variable and is available as a separate task management report which can be exported into a Microsoft excel spreadsheet for ease of use and reprioritization if required.

The team was quickly able to establish that there was double up of work and the agents could reduce the workload of the field staff by several hours down to 30 – 40 minutes or from $450 down to $50. The field staff made approximately 2,500 visits per annum.

A business case was developed and approval sought and implementation commenced four weeks after the Snapshotz assessment.

Six months after the first Snapshotz assessment, the second Snapshotz Assessment documented the following:

 The organization was tracking towards the target of $520,000 savings including the cost of additional agent resource, training and monitoring
 Additionally there was reduced overtime and travel costs for field staff as well as increased time for field staff to be proactive in managing their workload
 There was a greater centralization of knowledge resulting in reduced risk to the organization, more accurate documentation (reduced complaints) of customer review and outcomes and less reliance on individual field staff especially in the ‘outer regions’

Leave a Reply

Your email address will not be published. Required fields are marked *