Business Issue
The client viewed improved
customer service as a competitive advantage in a tight marketplace.
Customers were demanding more accurate and rapid services while prices
continued to fall. In addition, customers wanted better overall
visibility to their orders and access to the information 24 x 7.
Making these changes was a challenge because customer service was
handled in hundreds of offices throughout the world, in dozens of
languages, in multiple departments, and for tens of thousands of
customers. Also, the orders were extremely complex requiring intimate
understanding of thousands of international shipping regulations and
tariffs. In addition, the existing information systems were aging and
not up to the task at hand.
The client recognized they needed a comprehensive approach to reduce
transaction costs while improving customer satisfaction. This required
shifting customer service to low wage locations, shifting all customer
support functions into customer service, automating transactions and
providing on-line self-service.
On top of this they had to replace the entire existing order management
system. A feat which had to be completed in stages while maintaining
the existing legacy system and still running the business.
Approach
A comprehensive reengineering
effort was undertaken to address the people, process and technology
issues involved in meeting the strategic goals. First of all, the
project started with a firm foundation based on a detailed business
case. Secondly, a work plan and project team structure was developed
around delivering specific segments of the business case in a
continuous and iterative fashion.
Processes were reengineered focusing on the customer's needs and taking
into account the potential technological capabilities. Organizational
changes were made to support the strategy. Mainly, the shift of
customer support functions away from the field sales force and the
consolidation of all customer service into six regional centers.
