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If we wouldn’t have engaged PVA we most likely wouldn’t be talking about it today.

Greg Booth
President & CEO
Zippo Logo

PVA’s intervention enabled us to deploy a performance management system for all our Managers in Quebec and Ontario. We surpassed the anticipated benefits. Two years later, the system is still being utilized daily.

Christian Roy
Vice President
Bell Logo

We hired PVA for 2 reasons - for cost savings and to change people's attitudes. On both fronts they accomplished the targets.

Senior Vice President
Canadian Pacific Logo

We engaged PVA based on positive feedback we received from some of their previous clients. We achieved the promised savings and have seen a significant positive impact to business results.

Paul Flaherty
President & CEO
NorthwesTel Logo

The big win was increasing the active supervision and re-defining the role of the Supervisor. This contributed to the results which are (currently) tracking to the targets.

Director
Operations
TransAlta Logo

I am pleased to say that we have now successfully implemented a weekly work plan, bi-weekly KPI’s, an opportunity-based Steering Committee, held multiple Supervisor coaching sessions, and significantly reduced overtime.

Matt Dover
Assistant Manager
Nova Scotia Power Logo

Management Consulting Services

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Telecom Management
Consulting Services

Our Client is one of Canada’s leading national telecom providers, delivering phone, cable tv, internet and network services to residential customers and businesses in North America. They realized the importance of evolving from a service organization that maintains existing customers to a sales organization that provides excellent customer service and proactively identifies and realizes new sales opportunities.

Telecommunications Consulting Case Study: Business Sales

Objectives

  • Increasing the “face-time” of the sales force with existing customers.
  • Proactively identifying and implementing new sales opportunities.
  • Installing a Sales Management Operating System (MOS) with Key Performance Indicators (KPI’s).
  • Changing the sales culture of just being a service oriented department to a proactive sales organization.
  • Promoting competitiveness, growing revenues and managing sales costs.

Assessment Findings

Telecom Business Sales Behavior Assessment

Telecom Business Sales Available Time Assessment

  • Sales Representative roles and activities were not clear (some believed that their work is to stay at the office and manage accounts).
  • Not all Sales Representatives plan out their work day/week.
  • Sales Representatives had not developed a list of potential customers to grow their customer base.
  • Sales Representatives spent on average about 80% of their time at their office, doing administrative activities or following-up on accounts versus active selling and growing their business.
  • Ineffective and non-standardized operating procedures between the Sales Representatives and their assistants created confusion with other areas like Customer Service, and even with customers, resulting in lost sales opportunities.

PVA's Response

  • Training and development of the Sales Representatives with regards to their roles and responsibilities, their active selling skills, and their behaviors based on a more proactive selling profile.
  • Changed the focus of the Sales Representatives from “any kind of customer contact” to proactive customer contacts.
  • Coached the Sales Representatives to develop action plans based on targeted markets or other sales opportunities with their customers.
  • Enhanced the communication between the Sales Representatives and their Sales Managers to include sales objectives along with the appropriate levels of follow-up.
  • Developed and implemented a consistent and proactive contact strategy for the Sales Representatives customer base.
  • Developed and implemented a Sales Management Operating System (MOS) to effectively establish selling plans for all the Sales Representatives and enhance the selling process thereby increasing revenues.
  • Measured attainment to “customers met” over a pre-determined cycle of weeks.
  • Designed and installed planning and review meetings to understand potential client situations and generate actions to meet contact strategy objectives.

The Results

Hover over graphs for more information

Some significant results obtained by our Client included:

  • Improved proactive contact mix by 34%.
  • Hours worked per number of sales reduced by 15%.
  • Average proactive number of contacts per week went from 244 to 498.

Improvement in Supervisory Activities

Telecommunications Business Sales Supervisory Activities

PRE-PROJECT
3% 1% 71% 3% 22%
POST-PROJECT
40% 4% 36% 10% 10%
  • Active Supervision
  • Training
  • Administration
  • Travel Time
  • Available

Improvement in Business Sales and Service

Telecommunications Business Sales Total Number of Contacts (Calls, Emails, Meetings)

Telecommunications Business Sales: Hours Worked / Number of Sales

Long Term Work Continuation

  1. A Client Coordinator was trained and certified during the PVA engagement.
  2. A quarterly audit program of the new Management Operating System was developed for the Coordinator.
  3. PVA conducted audits over 18 months to ensure compliance to the continued utilization of the Management Operating Systems.
  4. These Audits resulted in recommendations and action plans to further identify additional opportunities for improving operations.
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Our client is one of Canada’s leading national communications providers, delivering innovative products and services to their customers in consumer and business markets across Canada. They produce approximately $1.9 billion in revenues annually. Through their national broadband network, they provide a wide range of communication solutions including high-speed Internet, wireless, digital TV, converged IP, and unified communications. The PVA project was completed within their customer call centre which represents approximately 600 employees.

Telecommunications Consulting Case Study: Call Centre

  • Work Time

  • Non-effective Time

Objectives

  • Improving the scheduling process to better match and balance work hours to call volumes.
  • Increasing the call center’s productivity levels over their historical performance levels.
  • Impacting positively the customer experience, specifically related to grade of service (GOS) and average handle time (AHT).
  • Clarifying roles and responsibilities of the First-Line Managers and middle Managers.
  • Enhancing the current Management Operating Systems (MOS) and Key Performance Indicators (KPI’s) to better manage, control, and measure operational effectiveness.

Assessment Findings

  • Customer Service Representatives (CSR’s):
    • Putting Customers on hold for up to 6-7 minutes to retrieve information resulting in Grade of Service (GOS) levels less than 50%.
    • Putting Customers on hold so that customers will “feel” that they are being helped.
    • Not controlling calls with Customers causing longer than necessary discussions.
  • Ineffective scheduling of labor resources (the number of CSR’s at work did not match the call volume profiles).
  • CSR’s were unsure about normal operating procedures and needed assistance from management.
  • Inadequate CSR knowledge as it related to Customer needs and Customer interaction skills (i.e. CSR’s would repeatedly interrupt Customers).
  • CSR’s looking for assistance where none may be available and disturbing other CSR’s in the process.
  • First-Line Managers spent a great deal of their time completing administrative activities.
  • First-Line Managers had access to on-line service indicators and CSR performance information but they were not using this information to proactively address opportunities with their CSR’s.
  • First-Line Managers generally let the level of activity follow its course, leaving the CSR’s to manage the work volumes.
  • First-Line Managers were not communicating or following-up on any expectations with regards to how long a call should take or service levels.
  • Performance issues were part of the daily work activities that took place in the area and there was no dynamic problem resolution process in place.

PVA's Response

  • Clarified roles and responsibilities of the First-Line Managers, and increased the levels of proactive supervision being performed by the First-Line Managers.
  • Analyzed the +/- Performance Analysis Report throughout the day (which matches labor hours available to call volume demand), and made scheduling adjustments as required.
  • Increased CSR participation in both reporting performance levels, and identifying and resolving operational problems.
  • Trained and coached the CSR’s on product / service “Up Selling”.
  • Implemented call performance work activity standards.
  • Trained and coached the First-Line Managers on understanding and managing the relationship between various metrics to increase overall effectiveness of the department.
  • Increased Grade of Service (GOS) levels while reducing average handling time (AHT).
  • Enhanced the planning and forecasting activities for the call centers which drove their ability to manage crewing levels according to volume profiles.
  • Identified and managed “not ready”’ time factors to increase the effectiveness of the First-Line Managers in driving improvements with through CSR’s.
  • Developed and implemented weekly reporting processes, Management Operating Systems (MOS), and Key Performance Indicators (KPI’s) based on key measures such as: GOS, AHT, ASA, Total Not Ready Time, % Not Ready, and productivity (calls per hour worked and orders per hour worked).
  • Developed and implemented CSR skills training programs with a specific focus on call control and maximizing the “customer experience”.

The Results

Hover over graphs for more information

Some significant results obtained by our Client included:

  • 26% improvement in GOS (Grade of Service).
  • 10-15% improvement in AHT (Average Handling Time).
  • 15-40% improvement in Not Ready Time.
  • 30% improvement in calls handles per hour worked.
  • 30-50% improvement in ASA (Average Speed of Answer).

Improvement in Supervisory Activities

Telecommunications Call Center Supervisory Activities

PRE-PROJECT
4% 1% 72% 1% 22%
POST-PROJECT
45% 5% 35% 0% 15%
  • Active Supervision
  • Training
  • Administration
  • Manual Work
  • Available

Improvement in Consumer Sales & Service

Telecommunications Call Center Calls / Hr (Consumer Sales & Service)

Telecommunications Call Center Grade of Service

Telecommunications Call Center Total Savings

Long Term Work Continuation

  • A Client Coordinator was trained and certified during the PVA engagement.
  • A quarterly audit program of the new Management Operating System was developed for the Coordinator.
  • PVA conducted audits over 18 months to ensure compliance to the continued utilization of the Management Operating Systems.
  • These Audits resulted in recommendations and action plans to further identify additional opportunities for improving operations.