Autoglass Awards Case Study 2011: Smart planning models go enterprise-wide

Discover how knowledgeable resource modelling, aligned to key metrics, created capacity and flexibility in the branch network to serve an extra 3,500 customers monthly, at no cost, and raise customer satisfaction.

Discover how knowledgeable resource modelling, aligned to key metrics, created capacity and flexibility in the branch network to serve an extra 3,500 customers monthly, at no cost, and raise customer satisfaction.

Service delivery in the branches has been transformed by forecast and capacity utilisation models, developed by the contact centre planning team, which raised peak branch resources by 27%. Implemented alongside contact centre initiatives, extended branch opening hours and increasing flexibility in all areas, the models have focussed on understanding revenue leakage and maximising opportunities – upping Total Net Conversion by 4%. In the space of a year, time-to-serve has drastically improved and customer Net Promoter® scores raised by 10 points. The approach at Autoglass® has been adopted as best practice by the parent company and is being rolled out globally.

Key results include:

  • Customers served within 48 hours up by 40%
  • Total Net Conversion up 4%
  • Net Promoter® scores up by 10% to 75%
  • Abandoned calls cut more than 5% in year to January 2011
  • IVR time cut from 56 to 16 seconds for all tiers
  • An extra 3,500 customers served
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