HP - Total Care Centre

Managing HP's Only Direct Sales/Repair Outlet in the Middle East

THE SITUATION

  • The client wanted to address a decline in market share primarily attributed to customer dissatisfaction with existing distribution and service channels

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THE CHALLENGE

  • Deliver a superior solution relative to the existing retail channel partners (experts) who had been in the business for over a decade
  • Establish and operate an efficient high end retail outlet in Dubai that provides dedicated HP products and 48 hour turnaround repair services - a first for Cupola Group MEA and HP in the region

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OUR APPROACH

  • Cupola Group MEA identified an optimal business location within the city to set up a world class retail centre
  • We assisted with outlet design, construction management and managing local regulatory and legal requirements
  • We subsequently partnered with HP to help recruit talented management and employees to operate the centre

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THE RESULT

  • Cupola Group MEA created a state-of-the-art hub for sales, repair and service for the entire HP product range
  • Sales have grown significantly aided by the customer experience
  • Turnaround time for repairs has been reduced from 3- 7 days to same day repair and to 1 hour from 3 hours for minor repairs
  • Customer Satisfaction Index has increased from 60% (pre-TCC) to 85% within six months of TCC operations
  • TCC is now the preeminent location for any brand-related requirement, including product trainings, media launches and PR support functions

TransCore

Operational Chaos to Excellence

THE SITUATION

  • The first electronically controlled road toll system was being introduced in the Middle East
  • Cupola was contracted to establish and manage the contact centre
  • We quickly identified critical gaps in the project plan: important customer service work streams were missing for both launch and pre-launch phases

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THE CHALLENGE

  • Introduce best practice processes to replace entrenched existing practices in order to attain operational excellence
  • Meet customers' end to end expectations on deliverables and resolve new and existing challenges that may serve as impediments to the day to day use of the road toll system
  • Set up a complete customer service unit that would provide all back office functions to support the road toll system

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OUR APPROACH

  • Cupola developed new processes by studying, understanding and analysing their impact on operations and the customer experience
  • We created focussed work teams that could apply the skills demanded by the unique process requirements
  • We used technology to institute automation, efficiency, optimisation and eliminate redundant processes
  • Cupola expanded the customer relationship management tool, which had only been designed to run the toll system by adding a range of customer focussed services: Complaint Management, End to End Customer Lifecycle and Online Self Account Management
  • We established a real time dashboard reporting approach to proactively highlight potential issues

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THE RESULT

  • Cupola expanded operations from a contact centre to a complete and proficient customer service unit
  • We were recognised as the "Best Government Customer Service Centre" within the first year by Insights Middle East. The project has received multiple awards since inception
  • We achieved significant customer service milestones
    • Reduced the customer issues / complaints on the back office aspects of operations from approximately 500 to 50 a day
    • Decreased customer complaint/issue resolution turnaround time from an average of 2 weeks to 2 days
    • Answered customer queries in real time due to increase in information readily available (previously this could take up to a week)

Major International Bank

Launching New Products with Minimal Cost

THE SITUATION

  • A global banking leader wanted to experiment with a new line of consumer products in the region without incremental capital expenditure and additional headcount
  • Our client was seeking a committed outsourced service provider (OSP) who could partner with it in this venture to achieve aggressive targets

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THE CHALLENGE

  • Introduce two new products with uncertain demand in the region's financial industry
  • Create awareness about the products since the bank did not conduct any marketing for strategic reasons
  • Educate end customers about the new products, their features and benefits prior to a sale
  • Maintain the strictest confidentiality and information security standards since we would gain access to the bank's customer database - a first for the bank, as its customers data was going to be securely shared with a third party

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OUR APPROACH

  • Cupola ran a sales operation with fluidity and precision, achieving the desired targets and without any hindrances from the data security considerations
  • We created a win-win solution not only for the bank and Cupola but also for each sales person by directly rewarding and incentivising them
  • We provided direct day to day oversight by senior Cupola operations management to ensure there was no room for error
  • Cupola designed and used state of the art software with robust security features
  • We recruited experienced industry experts from other geographies who championed and led the sales teams

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THE RESULT

  • Cupola generated an average of AED 25 million (~$7 million) in loan volume per month for the last 5 years on behalf of our client
  • Our success on this initiative led our client to choose Cupola as their exclusive Third Party Sales Acquisitions (TPSA) partner
  • Our team increased UAE credit card market share by 35%
  • We provided meaningful cost benefits to the bank on an annual basis through reduced real state, infrastructure, resources, training and operational expenditure
  • Cupola enabled the bank's product team to focus on core product development activities, while we handled the day to day management of two potent sales teams (phone and face to face)
  • We were recognised as the "Best Sales Programme" for multiple years by Insights Middle East

Road & Transport Authority

Build, Operate and Transfer

THE SITUATION

  • The contact centre services for the client were decentralised and dispersed amongst different service units, which were shared between an outsourced service provider and within various in-house sub departments

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THE CHALLENGE

  • Map out existing processes, systems, methods and communication channels and create new ones to optimise the overall operation within two months
  • Recruit and train a team of 130 multi-lingual Customer Service Representatives, Supervisors, Quality Auditors, Trainers, MIS Officers, an Administration Officer and an Operations Manager
  • As a Build, Operate and Transfer (BOT) project, complete initial set up and achieve operational stability before handing over day to day management to the client's Contact Centre Governance team

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OUR APPROACH

  • Based on our deep industry knowledge, Cupola advised the client on designing a new facility that was cost efficient and had the flexibility to scale up quickly
  • We recruited and trained the team using interactive contact centre training modules and developed specialist teams who possessed the right skills for specific tasks
  • We added a range of customer focussed services to the existing CRM tool, including Complaint Management, End to End Customer Lifecycle and Online Self Account Management
  • We also implemented modern real time reporting and applied sophisticated systems for resource planning

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THE RESULT

  • Cupola conducted a successful BOT: the facility was built in two months and we managed the contact centre operations for three years before seamlessly transitioning to the contact centre governance team
  • As part of our handover, we trained key client managers and followed a methodical process when transitioning staff, operating know-how and management information systems
  • We transitioned the client to a centralised, efficient and renowned customer service platform and improved the Customer Satisfaction Scores from 70% to 95%
  • We improved our client's ROI by providing a cost benefit in comparison to establishing the same service in-house through lower recruitment, retention and attrition costs and faster on-boarding turnaround times
  • The facility has been recognised as the "Best Government Contact Centre" multiple times by Insights Middle East

United Arab Bank

Customer Service Experience Facilitates Significant Growth

THE SITUATION

  • The bank had a limited retail banking history and wanted to aggressively venture into retail banking in summer 2011
  • It also had no central customer service centre to serve its bank clients, who instead had to call or visit an individual branch for any enquiries
  • To support its growth and customer experience strategy, the bank enlisted Cupola to set up a customer service centre

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THE CHALLENGE

  • Establish the operational processes and systems to move to a centralised customer focused unit
  • Transform the organizational mindset across departments and branches to endorse a collective vision
  • Integrate each individual branch's customer service banking functions to enable central control and reporting
  • Devise and implement the process mapping, CRM, system design and staff training within 6 weeks

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OUR APPROACH

  • Cupola acted as the client's optimisation and implementation consultant across the organisation
  • We introduced phone banking technology and an intelligent and comprehensive CRM to integrate and connect all the various banking functions to add discipline, efficiency, uniformity and control towards ongoing improvements
  • We conceptualised, designed and developed processes for the client to support innovative retail banking practices with customer service as the foundation

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THE RESULT

  • Within a few months, Cupola established a complete phone banking and customer service unit, including training and system implementation at all bank branches for bank personnel
  • Our partnership with our client to enhance its phone banking and customer service initiative helped contribute towards it winning "Best Bank of the Year 2011 UAE" from Financial Times Banker Magazine
  • We improved our client's ROI by providing a cost benefit in comparison to establishing the same service in-house
  • Our success on this initiative led the bank to outsource their Direct Sales Team for retail banking products to Cupola