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Moving from a cost centre to a Revenue Generating Centre

22nd October 2009

CCMA NETWORKING EVENT METEOR

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Overview of Meteor Customer Care

Michael ByrneHead of Customer Care

Welcome • House Keeping

• Agenda

• Glimpse of Meteor History

• The Customer Care Story ….

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The Customer Care Story

• Meteor Mobile Communications was established in 2001 having been awarded Ireland's

3rd mobile licence.

– Launching with 30 contact centre staff, handling 100,000 calls per year

• We now have two contact centres which service our customers - one based in Dublin and an outsource call-centre in Waterford.

– Now employing over 400 contact centre staff, handling 3.7 million contacts per year

• Dublin– PrePay, PostPay, Business Support, Mobile Broadband, Administration, Retention, Telesales, Credit Control

• Waterford– PrePay, PostPay, Dealer Support Group, 24 Hour Support

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Cost Centre to Revenue Generator

The need for change ….

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New Organisation Structure

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Our Measures of Success

• Achieve target service performance levels for all areas• Service Level Performance• Customer/Staff Experience

• Reduce cost through:• Productivity Improvement• Call Elimination• Reduced Cost of Resources

• Reinvest savings into value add activity• Retention• Telesales

Key Initiatives to improve success• Multi-skilling to increase occupancy• Blending within Support Teams• Restructure of Teams with focus on Efficiencies• New Organisational Structure

Cost Reduction• Call Elimination

• Call volumes have reduced from an average of BillPay 42% to 30% PrePay - 29% to 23%

• Budget against forecast• By changing our budgeting model and ensuring accountability for cost centres within

the department we have managed to contribute 8% saving to the company’s bottom line.

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Our People are our Focus

• Recruitment and training

• Staff Development

– Senior Agent programme – Query Desk – Advanced Excel Skills – Executive Presentation Skills – Call Centre Simulation Workshop

• Staff Reward, Recognition, Motivation and Communications

– Reward & Recognition Scheme – Parkwest Insight–  Meteorite Awards

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Employee Engagement and Talent Management

Maria O’Donoughue2008 ICCA Team Leader Winner

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About me…

I began my career with Meteor November 2000 in the post room

Moved to Customer Care February 2001 as an agent

Promoted to Team Leader March 2006

Moved to Business Team

Now looking after the advanced Customer Care team

My inspiration is Nelson Mandela

Any Obstacle can be overcome.Don’t let anything stop you achieving your goal, while still considering others

I have also been inspired by certain, agents, team leaders and managers that I have had the privilege to work with over the years

5 Key themes for Staff Development

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Reward and Recognition

Recognised the need for reward and recognition

Didn’t want to just throw money at it!

I led the new Reward and Recognition Programme in Customer Care

Developed a programme that recognised agents for – Extra Mile Award– Agent of the Month– Agent of the Quarter– Agent of the Year

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Talent Management

How can we effectively manage our talent?

• Understanding agents aspirations and career goals

• Give agents more responsibility

• Encourage further learning

• Performance Management.

• Promote a culture of advancement from within.

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Success in Customer Care

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Staff Satisfaction

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73% of staff are satisfied!!

Summary

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Tour of the Contact Centre

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How Customer Care fits into the

organisation and the importance of excellent customer experience

Leah IversBusiness Enhancement Manager

How we fit into Meteor!

• Physically Located away from all other departments in Meteor

• Historically Customer Care was not typically involved in product concept, development, launch planning

• Counterproductive not having your front line involved in product launches

• Customer Experience can sometimes be forgotten

• Hard to get the balance right!

• New strategy put in place to improve working relationships with Sales and Marketing

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A new structure….

• Business Enhancement Team

• Objective - – Act as the point of contact with all other departments– Improve Customer Experience through quality assurance– Drive efficiencies through process re-engineering– Manage all communications within Customer Care

• The new team…..– Marketing Liaison – Customer Focus team– Quality Assurance– Knowledge Management

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Marketing Liaison Role

• Works directly with Marketing on all new customer offerings

• Involved and approver at all key milestones including concept and go to market plans

• Brings all changes back to customer care to ensure readiness

• Works at providing staff offers, training so agents are fully engaged

• One example of this was Meteor Mobile Broadband Launch – 20% less calls than forecast despite increased demand

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Bill Pay Lite

• Importance of interaction with Marketing

• Customers were telling us exactly what they wanted

• Feedback into Marketing to develop new plans to help retain our customers.

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Our Old Knowledge Management System

• Galileo

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Our low cost, no frills Knowledge Management System!

• Our existing system was no longer fit for purpose.

• Internal Project team set up to investigate our options

• 4 month project

• Complete overhaul of the existing system

• New features….– Latest Updates– Current Special Offers– Marketing Calender– Date and Author stamp– Quick Links– Google type search option

• And the cost of this project…….€1000 – which consisted of balloons and posters for launch!

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Eolas Screen Shots

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Customer Experience Programme

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Cus

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1. Identify the Customer Journey

2. Identify Customer Pain

Points / Moments of truth

3. “Quick Wins” and longer term

initiaitives

4. Introduce Customer Delighters

5. Continuous Improvement

Model

Our Approach

Lost phoneNew Account Bill Shock Upgrade phone

Moments of Truth that will drive loyalty

Our Customer Experience Vision

• Give customers control

• Delight the customers when it makes sense and cents!

• Fix where the company fails on its promise

• Customers are our bread and butter!

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Moving from Cost Revenue through successful

Telesales and Retention Campaigns

Ronan O’NeillRetention and Telesales Manager

Traditionally…..

• Period of Growth

• Market Share Driven– 20% Market Share

• Business Maturity– 1.1 million customers

• Market Maturity - Saturation– New Acquisition -v- Churn

Shaping the future….

– Traditional Contact Centres are viewed as a cost centre.

– Under constant pressure to reduce cost normally through staff reduction

– Improving service drives up cost

– We explored many different opportunities to add value to the business

– Our aim was to• Increase revenue• Control costs• Maximise the Customer Experience

What we did….

• Change in Market – Slow down in new Acquisition

– Increase in Churn

– Demands for better service & greater value

• Move to Streamline the Business– Internal process review – what are we doing as a business that drives cancellations in itself

• Balance Costs“Balancing the books” proving the concept that a call centre can pay

for itself

• Target the Base– Contact volumes as a potential sale opportunity

– Contact volumes as a potential marketing opportunity

• Our Challenge– There isn’t another million customers in Ireland for Meteor

– “What can we contribute to future growth?”

Retention Strategy

• Slow down in new acquisition -v- increase in churn

• Retention Focus

• Move to Retention Strategy

– Review of Internal Process driving churn– Review Cancellations Policy– Profile Cancellations– Review Systems – Flow of information back to the business

• The Team– Increase in dedicated resources– Scripting on Call Structure and Approach to

cancellation– Dedicated training pack

• Systems– Tracking Systems – Business Express– Saves Suite – built by demand

Telesales Strategy

• Contact Volumes …. Potential Market– Educate - Articulate - Drive the Sale– ARPU Growth – the next generation

• Dedicated Team to close the Sale– ‘Retention turned Sales Team’– Move to create new function– Expansion for the future

• Build on Relationships with Marketing– Drive Telesales activity through marketing campaigns– Drive proactive outbound targeting

• Lead Generation– leads2cash

Our contribution

• Combined value of all activities including– New acquisition

– Value Added Service

– Upgrades

– Retention

– Has delivered over significant revenue to the bottom line

Mission Complete….

We have paid for ourselves!

Thanks!

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