Hawaiian Telcom Call Center BI Story · •2500 daily sales and service calls •$18M annual operational budget •Sales channel supports approximately $135M in annual revenue Personal

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Hawaiian Telcom

Call Center BI Story

COMPUTERWORLD

September 19 - 21, 2010


Jason Fujita IntroductionContact Center Operations Director

Operations Overview

• Consumer

• Business SMB & Enterprise

• Owns the five retail operations

• Supports the corporations off line

processing organization

• 230 Agents

• 2500 daily sales and service calls

• $18M annual operational budget

• Sales channel supports approximately

$135M in annual revenue

Personal

• Over 10 years in the sales and service

arena

• Previously VP – Sales and Operations,

Hawaiian Tel Federal Credit Union; Sr

Account Exec with Verizon

Bachelor’s degree in Civil Engineering Santa

Clara University


Agenda

HT Background

Challenges

Business Objectives

What To Look For In A Partner

Solution

Timeline

Benefits

Lessons Learned


Hawaiian Telcom BackgroundKey MilestonesProducts and Services

• Local Phone Service

• High Speed Internet

• myChoice Bundles

• Long Distance

• Wireless Service

• Call Choice Visual Voicemail

• Business Services for Small, Medium

and Wholesale Customers

• Managed Services

• Pay Phones

• Directory Assistance

1883: King David Kalakaua grants Mutual

Telephone Company a charter to provide

telephone service to the kingdom of Hawaii.

1954: Name changed to Hawaiian Telephone

Company.

1967: GTE Corporation acquires the Company, which

becomes known as GTE Hawaiian Tel.

2000: GTE merges with Bell Atlantic to form Verizon

Communications. Company name changed to

Verizon Hawaii.

2005: The Carlyle Group acquires the Company and

the name is changed to Hawaiian Telcom.

2008: Hawaiian Telcom enters Chapter 11 Bankruptcy

Protection to restructure debt and better position

the Company for the future.

2009: Hawaiian Telcom’s Plan of Reorganization is

approved by Bankruptcy Court. The Plan, which

is subject to regulatory approval, reduces debt

from $1.15 billion to $300 million.

Size / Customers / Employees

• Approximately $500M in revenue

• Approximately 600K lines

• Over 54,000 businesses served

statewide

• Nearly 1500 employees

• 230 contact center specialists


I have no idea, on a real time

basis, how well my agents are

performing.

I’ll help fund it if

we can use it too.

How do I have time to manage my business, when I spend so

much of my day manually compiling results and reports. And

once done, they are already out of date.

ConcertoSoftware

IVR Systems

Siebel CRMKenan

Arbor BPRemedy Bus ???

Partners &Customers

ACD IVR CRM Billing Trouble Mgmt ???

IT Manager

Internal Portals

MarketingCampaign

Financial Reporting

Product Performance

Data

Fulfillment

Order Volume &

Cycle Time

3rd Party Systems

Billing Systems

Operational Systems

Sales Force Results

Customer ServiceSupport

Middleware

Since The Spin Off, IT Has Been Stressed To Keep Up With The

HT Business Demands


HT Call Center

Operational Challenges

Limited Visibility

Minimal Automation

Inconsistent Process Create Inconsistent Data

Front Line Agent Coaching

Soaring Support Costs

Impacts

Manual administration reduces

timeliness of data

Lack of visibility into

interdependency of key metrics

Difficult root cause analysis

Significant effort involved to

perform ad-hoc reporting

Difficult forecasting

Reduced agent efficiency

Minimal empirical individual

performance data for off-line

agents

Revenue timing is delayed due to

incomplete understanding of off-

line order workload and status of

WIP off-line orders


HT Objectives

Integration of the 4 key call center focus

areas: operations; sales; marketing; off

line work loads

Identify high performing agents whose best

practices could be shared with other

colleagues

Conduct root cause analysis to improve

operations

Identify trends and forecast call center

traffic

Balance cost and customer service


Significant experience in telecom systems

and processes

Real life call center operations experience

Cross industry experience from other

verticals

Proven methodology and approach

A track record of successful execution at

HT

Understanding of HT culture and values

What We Looked For In Our Partner


HT Contact Center Intelligence

Call

Center

Federated

Warehouse

Multi-Dimensional Cubes

Transform

ACD, IVR, PBX, Billing, CSR, Inbound,

Payroll, Voice, Wireless, Cable, VoIP

Call

Center

Call

Center

OAK DC IRE AUS APAC LON

• Centralized our Sales, Marketing, Contact Center Performance and Off Line Work activities and

trends into a single dashboard

• Provided us with holistic monitoring of product Actuals versus Plan performance

• Correlated data from numerous data sources to uncover never before seen business trends


Hawaiian Telecom Solution Approach

Solution Proposal Includes

• ACD data

• CRM order data

• CRM case data

• Off-line Order data

• IVR data

Benefits

• Establishes foundation for largest

portion of call center operational

metrics

Enables ability to manage and

report on off-line order workload

• Automates the preparation of the

call center operational metrics

• Supports call center segmentation


HT Overall BI Program Approach


Benefits

Automated data loads from our Source Systems - zero touch־ Real time view of the “complete” call center operation

Operational improvements־ Abandon rates dropped 30%

־ Bridge to sale improved to 85% one month post implementation

Data loads can run as often as we need – ranges from 30 mins to next day

־ Shorter for call center ops; longer for attendance

Integrated data from our key data source־ ACD, IVR, PBX, Tibco, CSR, Staffing

The ability to share dashboard information among groups for greater collaboration and more effective management

־ Pre-aggregates queries for instant response

־ Navigate data using our pre-built “Groupings” – looking top downSVP Director Mgr/Sup Agent

A higher level of accuracy and consistency of data־ Correlate multiple data sources to identify cause & effect scenarios

־ Our data cube contains metrics for multiple business scenarios (enterprise; SMB; residential; cost vs service; service level metrics, skill-based routing, staffing vs workforce management, projections vs forecasts)

Key Performance Indicator Support

− Customizable thresholds and alerts on any of our key metrics being captured


Metrics Workbook

In addition to getting near real time

visibility into the interdependencies

across marketing, sales, and call center

operations, we also deployed a “Metrics

Workbook” out to the Managers / Coaches

• Metrics definitions

• Metrics calculations

• Importance of the metrics to HT

• “What If” scenarios

• Primary and secondary owners

• Metric impacts to the business – revenue,

expense, customer satisfaction, learning

organization

• Recommendations on which metrics should

be for appraisals and which are to be used for

development purposes


Lessons Learned

Do not try to “boil the ocean”oUnderstand your most pressing needs

oBuild the metric set to address the short comings

oStart building with the systems that support your metric set

Engage the usersoSuccess breeds success and if the users (agents and

management) understand what is being built and how it can assist

them, the adoption rate increases significantly

Build a “partnership” with IToEven though EMC built our tool, we had

IT program management involved from

the beginning

oFocus on “knowledge transfer” to IT

from the beginning

Understand “awareness” has its’

own set of challenges


Any Questions?

Documents

Hawaiian Telcom Call Center BI Story · •2500 daily sales and service calls •$18M annual operational budget •Sales channel supports approximately $135M in annual revenue Personal