Pcs customer solutions drive to benchmark performance
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PCS Customer Solutions’ Drive to benchmark performance. Agenda. Operational Performance Cost Performance Overview Driving to Benchmarks. The Study Objectives & Methodology. Study Objectives

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Operational Performance

Cost Performance Overview

Driving to Benchmarks

The study objectives methodology
The Study Objectives & Methodology

Study Objectives

  • Provide a qualitative and quantitative comparison to identify root cause drivers of results and identify areas of improvement in people, process, and technology.

  • Strive to have an “apples for apples” comparison.

  • Include significant wireless participants and strong performing companies with similar business model.


  • Thirteen companies provided data.(Wireless – SPCS, Cingular, Nextel, Verizon, SureWest; Non-Wireless: Charter Communications, Comcast Cable, DirecTV, Mazda, Stream International, IBM, Sprint LTD, Merrill Lynch).

  • Data collected at an enterprise level, not by individual contact centers.

  • Data received from all participants is mostly year end as of 12/31/01.

  • Data received from participants has been validated through a series of phone conversations to ensure consistency and accuracy.

Operational performance offered calls sub and sub growth
Operational Performance - Offered Calls/Sub and Sub Growth

Core calls offered remains 29% higher than the wireless industry benchmark.

Best in Class - 4.66

Benchmark - 5.37

Core calls offered per subscriber have declined 27% over the past two years while the subscriber base has increased 157%.

Ndasl clear pay call volume impact
NDASL/Clear Pay Call Volume Impact

SPCS A&B credit class customers call less than the industry benchmark.

NDASL/CP customers call 3 times as often as other SPCS customers.

NDASL/CP was 32% of the 2001 year end sub base, but accounted for 54% of the call volume.

Since NDASL/CP is 50%+ of 1Q02 gross adds, we must address their service strategy to reach benchmark.

Operational performance core aht
Operational Performance - Core AHT

Hold time is the primary opportunity for improvement in 2002.

Best in Class - 3.43

Benchmark - 5.87

Renewed focus on AHT in 2Q01 yielded a 17% decrease in AHT.

Thrive drove to a 7% AHT reduction in 1Q02, compared to 4Q01.

April 02 AHT continued to decline to 6:41, compared to 6:56 in 1Q02.

Operational performance accessibility
Operational Performance - Accessibility

April accessibility improved further to 88%, exceeding both the 85% target and the benchmark.

April results were driven by scheduling enhancements that better match labor supply with call demand.

Best in Class - 91%

Benchmark - 86%

Accessibility has improved significantly since 2Q01.

Core accessibility and service level improved
Core Accessibility And Service Level Improved

Customer Satisfaction































Accessibility improvements have been in addition to service level improvements, not at the expense of service levels.

The April service level of 68% was the highest level since 4Q00.

Customer satisfaction exceeded the wireless industry average as of year end 2001.


Operational Performance

Cost Performance Overview

Driving to Benchmarks

Cost performance overview cpss
Cost Performance Overview - CPSS

CS CPSS remains 29% above benchmark, after AVF improvements.

Core CPSS Benchmark - $2.48 Best in Class - $1.81

CS CPSS has improved 32% since Q100, which is 12% of total CPSS.

CPSS change of $1.03 is driven largely by AHT ($0.75) and Calls Offered per Sub ($0.33).

Cost performance overview cost per minute
Cost Performance Overview - Cost Per Minute

The 2002 AVF projects a $0.85 and $0.74 full year and year end cost per minute respectively.

Core Cost Per Minute Benchmark - $0.99 Best in Class - $0.73

Cost Per Minute has declined 7% since 1Q00, matching industry benchmark performance.


Operational Performance

Cost Performance Overview

Driving to Benchmarks

Driving to benchmarks calls offered
Driving to Benchmarks - Calls Offered

Benchmark - 5.37Best in Class - 4.66

AVF drives a 6% improvement over full year 2001, despite an increasing percentage of NDASL/CP customers.

A 28% reduction is required to hit the benchmark by 4Q03.

Driving to benchmarks aht
Driving to Benchmarks - AHT

Benchmark - 5.87 Best in Class - 3.43

AVF is forecasting a 6% improvement over 4Q 2001.

It will require an additional 15% improvement over 1Q02 to meet benchmark.

Closing the AHT gap entirely in 2002 could reduce expenses by $59 million.

Driving to benchmark accessibility
Driving to Benchmark - Accessibility

Benchmark - 86% Best in Class - 91%

Currently at Benchmark Accessibility.

April accessibility of 88% is approaching best in class.

Cost performance overview on track
Cost Performance Overview - On Track

Core CPSS Benchmark - $2.48 Best in Class - $1.81

Core Cost Per Minute Benchmark - $0.99 Best in Class - $0.73

Benchmark cost per minute has been achieved.

Cost per minute on track to reach best in class by 2Q03.

AVF includes a 13% CPSS improvement over 4Q01.

An additional 18% improvement is required to reach benchmark by 4Q03.

Calls per sub reductions critical in meeting CPSS goal.

Benchmarking action plan summary
Benchmarking Action Plan Summary

  • NDASL/ Clear Pay Service Strategy

  • On Hold Reduction Task Force

  • Systems Integration and Knowledge Management Improvements