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Business case for new sales support functionality
1. Business Case
Customer Care
Sales Support
Suggested New Functionality
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INDEX .
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Chapter 1 : Current Structure of the Sales Support area
Chapter 2 : Justification of the new functionality
Chapter 3 : New Functionality description
Chapter 4 : Operational specifications
Chapter 5 : Organization and Structure
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Chapter
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Current Structure of the Sales Support area
Purpose
Major Activities
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Migration activations over the phone for Dealers (and other authorized requestors, such as POS, Corporate
customers…) .
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Voucher, Sim, Handset… orders over the phone
3. Manage Dealer complaints, claims and inquiries
4. Quick response to dealer urgent requests for lost/stolen card orders, Sim…
5. Assist Dealers on implementation of sales programs, product launch…
6. Follow-up with on sales progress, cross-sell and up-sell to customer base via Dealers
Org Chart
Sales Support
Manager (1)
Direct Sales Indirect Sales
Supervisor (1) Supervisor (1)
• KPI’s:
– Connections (Subscribers)
Direct Sales
• Number of subscribers served per day Indirect Sales
• Number of missed calls (inbound)
Rep.(3)
• Number of productive outbound calls Rep. (8)
• Dealer satisfaction index
– Operational
• Dealer churn rate
• Total of minutes used for outbound calls
• Total of minutes used for inbound calls
• Transaction time per category
• Average Transaction per day
• Average transactions per day per Agent
– Financial
• % growth of dealership activities (dealer penetration)
• Operating costs per transaction
Performance Indicators
• IKO’s (basic, will vary by employee and by rank):
– Project completion and effectiveness
– Portfolio growth
– Relevance of commercial data provided 4
– Quality of functional responsibilities
6. 2
Chapter
Justification of the new functionality
New processes for Dealership activities
As of December 6th, the following processes have taken effect::
1. 30 certified agents have been set-up to perform their own migrations
2. Sales Support cannot perform SIM Changes
3. No blank SIM orders can be made for the dealers
These new changes erode almost 50% of our daily operational activities (as per
November weighting results below) so there is now less need for the current staffing.
Transaction Weight
Card 0.39%
Deactivation
Card / SIM 20.11%
Order
Handset 17.20%
Deactivation
Handset 5.10%
Order
Migration 15.83%
Order 21.91%
Activation
SIM Change 19.46%
TOTAL 100.00%
We are also anticipating that a continuous evolution of the dealership activities will occur,
and they will become independent transaction wise.
This gives us the opportunity to professionalize even more this new section and
implement new functions within the Sales Support.
Chapter
7. 3
New functionality description
Goal
The new Sales Support area will have as primary mission to support sales growth through
the direct channel (POS) and the indirect channel (Dealers). It will supply a back-office
administrative support to the dealers and perform after-sale tasks for our Stores, through a
Customer Experience program for new customers.
Objectives
Objective 1
To support dealership activities by being a back-up help desk to perform transactions for
the dealers when they have technical issues, etc…
Objective 2
Ensure that the service level standards are met by the dealers, that all transactions,
processes and procedures are correctly applied, in order to minimize fatal and non fatal
errors, so as to guarantee quality of service to our end customers.
Objective 3
To support the selling experience with the new customer after he/she has purchased the
product/service from our store; cross-selling and up-selling to the client, with a more
personalized approach.
Objective 4
Get vital commercial data on customer during the first period of his purchase (buying
profile, habits, basic needs and wants…) allowing the construction of a data warehouse
where relevant information can be found.
Objective 5
Confirm client experience is positive during the vital after-sale period and channel any
negative impact to avoid customer churn.
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8. 4
Chapter
Operational specifications
Target customers
The new Sales Support will have two main customers :
• The Dealers
• The new subscribers (less than 3 months)
Major Processes and Procedures
A. Direct Sales function
Each day, Sales Department, via their Store Managers, (or IT) will send out to Customer
Care a list of the new customers of the day, with basic information: phone number,
customer name, handset purchased, if it is a new customer or a migrated client. CC will
give this report to Sales Support for the Direct Sales Agents to intervene.
Each Agent will receive a divided list of customers to call by a defined rank (TBD). These
agents will do the following for each customer:
1. Performing a Welcome Call to the new customer 3 days after his purchase, to
enquire :
a. The buying experience rating (quality of service)
b. What is his perception of the new purchase
c. Review basic how-to-use instructions
d. Answer any questions or concerns the customer might have
2. Perform a 1st follow-up call to enquire of customer experience, 30 days after
Welcome call to confirm customer commercial profile (average recharge up to
date, call habits…), up-sell and cross-sell depending on his needs.
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9. 3. Perform a 2nd follow-up call to verify customer satisfaction with our
products/services, 45 to 60 days after Welcome call, and completely channel him
to the regular Call Center base for his additional needs.
B. Indirect Sales function
The Indirect Sales function will perform two main activities on a daily basis:
1. Perform basic operational transactions for dealers that are not fully autonomous,
(migrations, phone orders, voucher orders, etc…). They will also serve as back-
up for the dealers that are independent, in case they are experiencing technical
difficulties, or else, preventing them to adequately serve their customers.
2. Manage dealer portfolio, verify dealer transaction activity, churn, process
compliance, customer handling for better satisfaction…The goal is to ensure
service level targets are met by the dealers, and all processes and
procedures are correctly followed so as to ensure the quality of service given
to the end customers.
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10. 5
Chapter
Organization and structure
Org Chart
No major changes in the structure is planned as of yet. The same functions will be kept,
with minor changes in the staffing for each function :
Sales Support
Manager (1)
Direct Sales Indirect Sales
Supervisor (1) Supervisor (1)
Direct Sales Indirect Sales
Rep.(5) Rep. (6)
• The number of Indirect Sales Agents will be reduced to 6, to serve all
Dealers.
• These two agents will be allocated to the Direct Sales area to support the
customer experience function
• Each area will continue to have a supervisor, overlooking their section.
With this new functionality, no structural change is planned, only tasks reallocations.
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11. Organizational scheme
With this new functionality, their will be a clear task differentiation between Direct and Indirect
Sales Support functions:
• Indirect Sales Agents will handle all the dealers’ transactions and will
have complete control over dealership activities, and accountability for
performance in this operational area. The total dealer portfolio will be
handled by this section
• Direct Sales Agents will take on the new Customer Experience
functionality and be accountable for it.
Targets
Sales Support will keep it’s current KPI’s for the Indirect Sales Channel. New KPI’s will be
given to the Customer Experience function, after more data has been gathered.
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12. Organizational scheme
With this new functionality, their will be a clear task differentiation between Direct and Indirect
Sales Support functions:
• Indirect Sales Agents will handle all the dealers’ transactions and will
have complete control over dealership activities, and accountability for
performance in this operational area. The total dealer portfolio will be
handled by this section
• Direct Sales Agents will take on the new Customer Experience
functionality and be accountable for it.
Targets
Sales Support will keep it’s current KPI’s for the Indirect Sales Channel. New KPI’s will be
given to the Customer Experience function, after more data has been gathered.
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13. Organizational scheme
With this new functionality, their will be a clear task differentiation between Direct and Indirect
Sales Support functions:
• Indirect Sales Agents will handle all the dealers’ transactions and will
have complete control over dealership activities, and accountability for
performance in this operational area. The total dealer portfolio will be
handled by this section
• Direct Sales Agents will take on the new Customer Experience
functionality and be accountable for it.
Targets
Sales Support will keep it’s current KPI’s for the Indirect Sales Channel. New KPI’s will be
given to the Customer Experience function, after more data has been gathered.
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