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.
