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Survey 360 - Case Study

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One of our clients recently deployed Survey 360 across a number of their UK and offshore sites. They were facing in a very challenging, but common, problem of success: demand for their products and services was outpacing their ability to handle call volumes. Having significantly increased capacity the client was still playing catch-up and unable to meet the latent demand for their services. We ran a multi-site pilot for a three month period that revealed some surprising findings:


• 55% of all calls were repeats.
• 18% of all calls were from customers who had called in 4 or more times previously about the same issue.
• The percentage of calls that were resolved first time was 28% - from a customer perspective
• The percentage of calls that were resolved – note this is not FCR - was:
  
  • 73% from a customer perspective and
  • 94% from an advisor perspective
  Put another way 27% of customers thought their calls were NOT resolved compared with only 6% of advisors i.e. more than a 400% perception gap.
• 25% of verbatim comments were positive with 10% featuring advisor commendations.
• Customers satisfaction was strongly correlated to call resolution.

(1) Note the centres we benchmarked were virtual and some centres were much more effective in resolving rather than handling off calls. Hence the high repeat call percentage.

In a nutshell what was happening was that in an effort to answer the “wall of calls” the client was faced with the management regime had inadvertently drifted towards call recycling rather than call resolution. This is understandable given the pressure on recruiting and training new advisors in, what is, a relatively complex area of customer service and support.

So, the starting point that there were too few staff to handle calls was wrong, in fact 55% of staff were engaged in handling repeat calls and only 28% of staff contributed to FCR. So more than 70% of the organisations capacity was engaged in call recycling that not only was expensive it was also highly damaging to the overall customer experience. Survey 360 made repeat calls and visible and quantifiable for the first time enabling management to develop a 3 month change programme that would focus the operation on management by resolution. Over a 6 week period the results were impressive:

• FCR increased from 28% to 50%
• Customer satisfaction increased from 68% to 82%

Increasing FCR by 22% meant that the operation had immediately regained 22% of the call handling capacity that hitherto has been wasted.

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