Offsite ppt1
Download as PPTX, PDF
1 like294 views
This document summarizes the key priorities and challenges for the Contact Center division of Three UK in 2012. The objectives are to deliver high quality customer and employee experiences while improving profitability. Challenges include needing to grow headcount to meet demand while reducing shrinkage. Key metrics like resolution rates, customer satisfaction, and attrition are tracked. Operational efficiencies around shrinkage and a lean approach to headcount growth aim to achieve flat operating expenses. Priorities for the next 6 months include aligning operations to the brand, putting customers and employees first, and delivering a high quality experience with zero tolerance for issues like unresolved call backs. The document emphasizes that the goals are achievable through a focus on doing fewer things but doing
Offsite ppt1
- 3. Our New World To deliver a FAB experience to every customer and employee of Three UK.
- 4. Our objectives Deliver an enjoyable, high quality Contact Centre experience to UK customers Deliver an inspirational, high quality employment experience to our Contact Centre employees Improve EBIT contribution from the Contact Centre
- 6. The business goal well 10m. achieve. 8.8m. 2015 7.8m. 2014 2013 6.8m. 2012
- 8. Challenges current year HC needs to grow to meet demand from 1238 1509
- 9. Challenges current year Shrinkage down from 47.5% to 47.5% 38.3% 38.3%
- 10. Challenges current year SL drop from 80%+ 80%+ to 63% 63%-
- 11. What the fuss is all about 7000 5965 5962 5468 5639 5537 5677 6000 5243 5430 5281 5415 5424 5199 5000 1488 1509 1305 1306 1348 1320 1295 1342 1422 1238 1251 1229 4000 3000 2000 4124 4163 4291 4217 4120 4477 4082 4256 4453 4006 4030 3970 1000 0 Jan-12 Feb-12 Mar-12 Apr-12 May-12 Jun-12 Jul-12 Aug-12 Sep-12 Oct-12 Nov-12 Dec-12 Rest of CC Care Care contributes to 24% of overall CC demand in 2012. Highest amongst all verticals! which implies higher ability to influence CC KPIs
- 12. What the fuss is all about 22.7% 2010 22.4% growth growth 13.0% 12.6% growth 2012 growth 2012 2011 2011 2011 0.4% reduction 2010 2010 2012 0.3% reduction Customer base and call volume in CC have grown proportionally Propensity over last two years has been stable with marginal downward trend
- 13. FAB Experience Resolution 71% 70% 70% 70% 69% 69% 69% 69% 68% 68% 68% 67% 67% 67% 66% 66% 66% 65% 65% 64% 63% 62% Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Shrinkage reduction wont allow additional time to up-skill and develop advisors Deflection of easy calls is a key risk for Care
- 14. FAB Experience OSAT 74% 73% 73% 73% 72% 72% 72% 71% 71% 71% 70% 70% 70% 69% 69% 68% 68% 68% 67% 67% 66% 65% 64% Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
- 15. PROFITABILITY Retail Support Contribution to EBOC PROJECT by showing annualized savings of 17000GBP Reduction of 10000 call volumes per month Manual upgrade calls
- 16. Best Place to Work Overall Attrition 6.00% 5.00% 5.00% 5.00% 4.50% 4.30% 4.20% 4.00% 4.00% 3.80% 3.80% 4.00% 3.50% 3.20% 3.20% 3.00% 2.00% 1.00% 0.00% Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Annualised attrition @ 48% for 2012. Seasonal glide of 2011 ascertained for realistic spikes
- 17. Operational Efficiencies Shrinkage 46.0% 45.2% 45.2% 45.0% 44.0% 43.0% 42.2% 42.0% 40.6% 41.0% 40.2% 40.2% 40.0% 39.2% 39.2% 39.2% 39.2% 39.2% 39.2% 39.0% 38.0% 37.0% 36.0% Jan-12 Feb-12 Mar-12 Apr-12 May-12 Jun-12 Jul-12 Aug-12 Sep-12 Oct-12 Nov-12 Dec-12 Annualised shrinkage @ 40.7%. Saving of ~133 FTEs. Improvement glide considered for effective phasing
- 18. SWOT Strengths Weakness People driven vertical with high connect at Communication flow is a challenge all levels Average Execution Leadership capability in Care is very high Keep their word is a challenge for some People development at the Core Lack of Calibration across levels across sites Collaborative approach with support teams Inconsistent leadership styles across sites Very flexible to change Opportunities Threats Succession planning is not well defined and does not have a framework Easy call types moving out may hamper Need to have right person for the right job CSAT Advisor capability needs to be worked on People challenges due to reduced shrinkage Better planning and flat OPEX etc. Need to do few things Leadership across at TL level (with the New TC Model) Brand understanding across levels Consistent BAU process execution
- 19. How we need to operate Do less but do extremely WELL
- 20. How we need to operate Align to the BRAND
- 21. How we need to operate Put customers and people at the heart of everything we do
- 22. In summary. We will grow as a business: By being Leaders and Experts in New Mobile. Flat OPEX in CC: Lean addition in headcount to manage growing customer base Do the right thing: Customer Experience is enriched 0 TOLERANCE TO FAILED CALL BACKs, RUDE CALLS. Service Level: Service level is deteriorating Reduced Shrinkage: Increase in occupancy and utilization. No more big avails We need to : Do Less but do well Align to the Brand Put customer and people at the heart of everything we do
- 23. What is expected Top 3-5 priorities for you as TL group for the next 6 months.
- 24. Our Commitments
- 26. Everything is possible; For the IMPOSSIBLE There is ?????
Editor's Notes
- ICE Breaker.to distribute into groups.count multiples of 3
- The brand strategy is there to increase the number of people in the market willing to consider the Three brand. It will support us in doubling our customer numbers and increasing our margin over the next three years.Its there to help everyone at Three to understand the things that will increase our appeal to our target audience. As a result, well be able to focus more effectively on doing things in our everyday roles that are most likely to deliver a great brand experience and improve our commercial success.
- Next is the Rocky Balboa slide
- Brain Storm to identify 3 Key activities to be done by the TLs. (30 Mins) Each group will have a mentor to guide the discussions. To finalize the 3 activities.