Keep It Simple + Keep it straight


This is our philosophy. This philosophy is embodied in our business service provision. We take pride in our simplified and highly effective approach, which is both unique and innovative in its execution and fulfilment for our customers. By combining a series of transactional processes, we simplify processes and remove complexity - thereby attaining substantial and direct savings, reducing the associated risks and providing increased long-term performance for years to come.

Case Studies

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The Project

PDPA Compliance for a Major Luxury Automobile Brand

Background & Problem Faced

With the Personal Data Protection Act 2010 coming into enforcement as of 1st January 2013, companies are executing the necessary protocols for PDPA compliance to their customers to ensure proper application of the act in their current customer engagement processes. One such need arose when a leading major luxury automobile brand in Malaysia approached Daythree to implement a strategy to reach out to their customers and receive consent by way of signature unto a specially prepared PDPA form. The client had already sent out 2 notifications by mail and also sent an ‘interest generating’ booklet but only received less than 1% response. Based on the above, the client’s immediate need was to increase their current 1% response rate for consent from their customers to at least 60% in 60 days.

Solution Provided

In approaching this project for the client. Daythree did some research into the client’s current customer engagement activities and found out that the client did not have a dedicated CRM team or a CRM system for this sort of work. No training was possible due to their focus on their core business and had no existing expertise to spearhead this request. We also identified that the previous message to the client wasn’t strong enough in emphasizing the compliance message and so customers either ignored the request or did not respond at all. As an immediate solution, Daythree recruited and trained a dedicated Customer Engagement Team with a Team Manager and Quality Assurance (QA) to ensure the right message was being communicated and each customer was engaged properly.

A CRM system was implemented to track all calls and responses to and from the customers.

We identified the root cause of the issue was the database and the information listed in them, we tracked 24% of the data as redundant while another 6% had already sent their response forms directly to the sales person. We also introduced two other streams of communication via e-mail and fax. This increased the response rate from 1% to 44% in 30 days with 21% of follow-ups and 4% of them confirming their response.

Overall successful customer contact was tracked at 76% of which 6% is listed as old data (contacts no longer are customers of the client). The remainder 24% is listed as ‘not reachable’ as of 15 June 2013.

Key Business Benefits

The overall benefit to the client is that, they have successfully managed to update their databases with current genuine customer information through the data cleansing process implemented by Daythree. Among a database of 2446 customer contacts, 66 were identified as duplicates, while 144 contacts were identified as old data (contacts no longer are customers of the client). 1067 have been contacted by email, with 108 of them confirmed to respond with the consent forms. Daythree managed to over-achieve the desired response rate from 60% to 76%.

This process if done internally would have cost the client both time and resources in implementing a CRM team dedicated to PDPA compliance only and by taking that away from the client, Daythree has successfully allowed the customer to concentrate on their core business while simultaneously improving on their CRM activities.

The Project

Business Process Re-engineering for a Government e- Procurement Contact Centre.

Background/Problem Faced

This project was for a Government e-Procurement Contact Centre, which is an end-to-end procurement system that uses a secure online environment that allows Government agencies and suppliers to trade efficiently and confidently. The contact centre was receiving more than 1,000 incoming calls a day and the hourly spikes was at unmanageable rate. The client had decided to hire a consultant to help manage the situation in order to overcome the situation. The contact centre metrics was not achievable and the contact centre process was not adequate to sustain the call capacity. Daythree was engaged to study the situation and to implement a process methodology to overcome the unmanageable call volume situation for the Contact Centre.

Solution Provided

Daythree begun the operations by studying the client’s shortfalls to their approach to the project. Over a period of 2 weeks a series of proposals was submitted to contact centre management team. We found the key reason impacting the operations was lack of manpower in answering incoming calls during peak hours. The support team did not have adequate contact centre training to manage call centre metrics. There was no standard operating procedure as far as the CRM team was concerned.  Staff were not rewarded or recognized for excellent service causing motivational issues . We identified that due to poor hiring processes and low regard for motivation within the team contributed to the high attrition rate.

The above issues caused a huge customer dissatisfaction rate of over 60%. To rectify this for them, Daythree increased their head count with quality customer service staff with experience to handle all inbound calls off and on peak hours. The contact centre staff was given trainings on customer service etiquettes and on the product every two weeks to ensure quality of service. We created a standard operating procedure with KPIs to track staff performance and introduced a reward scheme based on performance on a monthly basis. Simultaneously we revamped their contact centre staff hiring processes and introduced assessments to further understand the candidates.

Key Business Benefits

The process re-engineering helped to reduce the customer satisfaction rate from 60% to 40% within 2 months. The continued operations monitoring and process enhancement to Standard Operating Procedure helped manage the huge call increases during peak hours as the contact centre agents were able to troubleshoot each incident with average an handle time of below 5 minutes per incident compared to over 20 minutes previously. The contact centre management was satisfied with the results and continued to engage Daythree for various other activities till this day. The above provided Daythree with a learning opportunity while continuing to offer other client a similar contact centre consultancy services. With the expertise in managing excellent Inbound Services with Customer Operations Performance Centre (COPC) standards, Daythree has also developed a strategy to overcome Outbound Contact Centre missed metrics with development of various outbound contact centre performance management techniques which would be beneficial to clients.

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