main title

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main title
CCMA NETWORKING EVENT METEOR
Subtitle PRESENTATION TO Company
Name DATE 00.00.00
Moving from a cost centre to a Revenue
Generating Centre
22nd October 2009
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Overview of Meteor Customer Care
Subtitle PRESENTATION TO Company
Name DATE 00.00.00
Michael Byrne Head of Customer Care
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Welcome

• House Keeping
• Agenda

0930-1000 am Overview of the Operation
1000-1030 am Presentation from our 2008 Team Leader Winner on Employee Engagement and Talent Management
1030-1100 am Tour of the Contact Centre
1100-1115 am Break Tea / Coffee
1115-1150 am How Customer Care fits into the organisation and the importance of an excellent customer experience
1150-1230 pm Moving from Cost Centre to Revenue Generating centre through successful Telesales and Retention Campaigns
1230-1330 pm Light Lunch (optional)
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The Customer Care Story

• Meteor Mobile Communications was established in
  2001 having been awarded Ireland's
• 3rd mobile licence.
• Launching with 30 contact centre staff, handling
  100,000 calls per year
• We now have two contact centres which service our
  customers - one based in Dublin and an outsource
  call-centre in Waterford.
• Now employing over 400 contact centre staff,
  handling 3.7 million contacts per year
• Dublin
• PrePay, PostPay, Business Support, Mobile
  Broadband, Administration, Retention, Telesales,
  Credit Control
• Waterford
• PrePay, PostPay, Dealer Support Group, 24 Hour
  Support

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Cost Centre to Revenue Generator

• The need for change .

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New Organisation Structure
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Our Measures of Success

• Achieve target service performance levels for all
  areas
• Service Level Performance
• Customer/Staff Experience
• Reduce cost through
• Productivity Improvement
• Call Elimination
• Reduced Cost of Resources
• Reinvest savings into value add activity
• Retention
• Telesales
• Key Initiatives to improve success
• Multi-skilling to increase occupancy
• Blending within Support Teams
• Restructure of Teams with focus on Efficiencies
• New Organisational Structure

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Cost Reduction

• Call Elimination
• Call volumes have reduced from an average of
• BillPay 42 to 30
• PrePay - 29 to 23
• Budget against forecast
• By changing our budgeting model and ensuring
  accountability for cost centres within the
  department we have managed to contribute 8
  saving to the companys bottom line.

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Our People are our Focus

• Recruitment and training
• Staff Development
• Senior Agent programme
• Query Desk
• Advanced Excel Skills
• Executive Presentation Skills
• Call Centre Simulation Workshop
• Staff Reward, Recognition, Motivation and
  Communications
• Reward Recognition Scheme
• Parkwest Insight
•  Meteorite Awards

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main title
Subtitle PRESENTATION TO Company
Name DATE 00.00.00
Employee Engagement and Talent Management Maria
ODonoughue 2008 ICCA Team Leader Winner
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About me
I began my career with Meteor November 2000 in
the post room Moved to Customer Care February
2001 as an agent Promoted to Team Leader March
2006 Moved to Business Team Now looking after
the advanced Customer Care team My inspiration
is Nelson Mandela Any Obstacle can be
overcome. Dont let anything stop you achieving
your goal, while still considering others I
have also been inspired by certain, agents, team
leaders and managers that I have had the
privilege to work with over the years
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5 Key themes for Staff Development
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Reward and Recognition

• Recognised the need for reward and recognition
• Didnt want to just throw money at it!
• I led the new Reward and Recognition Programme in
  Customer Care
• Developed a programme that recognised agents for
• Extra Mile Award
• Agent of the Month
• Agent of the Quarter
• Agent of the Year

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Talent Management

• How can we effectively manage our talent?
• Understanding agents aspirations and career goals
• Give agents more responsibility
• Encourage further learning
• Performance Management.
• Promote a culture of advancement from within.

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Success in Customer Care
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Staff Satisfaction
73 of staff are satisfied!!
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Summary
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main title
Subtitle PRESENTATION TO Company
Name DATE 00.00.00
Tour of the Contact Centre
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main title
  How Customer Care fits into the organisation
and the importance of excellent customer
experience
Subtitle PRESENTATION TO Company
Name DATE 00.00.00
Leah Ivers Business Enhancement Manager
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How we fit into Meteor!

• Physically Located away from all other
  departments in Meteor
• Historically Customer Care was not typically
  involved in product concept, development, launch
  planning
• Counterproductive not having your front line
  involved in product launches
• Customer Experience can sometimes be forgotten
• Hard to get the balance right!
• New strategy put in place to improve working
  relationships with Sales and Marketing

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A new structure.

• Business Enhancement Team
• Objective -
• Act as the point of contact with all other
  departments
• Improve Customer Experience through quality
  assurance
• Drive efficiencies through process re-engineering
• Manage all communications within Customer Care
• The new team..
• Marketing Liaison
• Customer Focus team
• Quality Assurance
• Knowledge Management

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Marketing Liaison Role

• Works directly with Marketing on all new customer
  offerings
• Involved and approver at all key milestones
  including concept and go to market plans
• Brings all changes back to customer care to
  ensure readiness
• Works at providing staff offers, training so
  agents are fully engaged
• One example of this was Meteor Mobile Broadband
  Launch 20 less calls than forecast despite
  increased demand

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Bill Pay Lite

• Importance of interaction with Marketing
• Customers were telling us exactly what they
  wanted
• Feedback into Marketing to develop new plans to
  help retain our customers.

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Our Old Knowledge Management System

• Galileo

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Our low cost, no frills Knowledge Management
System!

• Our existing system was no longer fit for
  purpose.
• Internal Project team set up to investigate our
  options
• 4 month project
• Complete overhaul of the existing system
• New features.
• Latest Updates
• Current Special Offers
• Marketing Calender
• Date and Author stamp
• Quick Links
• Google type search option

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Eolas Screen Shots
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Customer Experience Programme
5. Continuous Improvement Model
Customer Experience Improvement
4. Introduce Customer Delighters
3. Quick Wins and longer term initiaitives
2. Identify Customer Pain Points / Moments of
truth
1. Identify the Customer Journey
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Our Approach
Customer Experience Review all customer touch points and channels Call Centre Retail Email Online Handset Field
Customer lifecycle Understanding customer needs and wants during their lifecycle
Customer Moments of Truth Understanding of the key interactions that have the greatest power to drive loyalty
End to End process Address internal process that are causing customer pain points and improve processes which are Causing customers increased effort

Lost phone
New Account
Bill Shock
Upgrade phone
Moments of Truth that will drive loyalty
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Our Customer Experience Vision

• Give customers control
• Delight the customers when it makes sense and
  cents!
• Fix where the company fails on its promise
• Customers are our bread and butter!

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main title
  Moving from Cost Revenue through successful
Telesales and Retention Campaigns
Subtitle PRESENTATION TO Company
Name DATE 00.00.00
Ronan ONeill Retention and Telesales Manager
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Traditionally..

• Period of Growth
• Market Share Driven
• 20 Market Share
• Business Maturity
• 1.1 million customers
• Market Maturity - Saturation
• New Acquisition -v- Churn

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Shaping the future.

• Traditional Contact Centres are viewed as a cost
  centre.
• Under constant pressure to reduce cost normally
  through staff reduction
• Improving service drives up cost
• We explored many different opportunities to add
  value to the business
• Our aim was to
• Increase revenue
• Control costs
• Maximise the Customer Experience

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What we did.

• Change in Market
• Slow down in new Acquisition
• Increase in Churn
• Demands for better service greater value
• Move to Streamline the Business
• Internal process review what are we doing as a
  business that drives cancellations in itself
• Balance Costs
• Balancing the books proving the concept that a
  call centre can pay
• for itself
• Target the Base
• Contact volumes as a potential sale opportunity
• Contact volumes as a potential marketing
  opportunity
• Our Challenge
• There isnt another million customers in Ireland
  for Meteor

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Retention Strategy

• Slow down in new acquisition -v- increase in
  churn
• Retention Focus
• Move to Retention Strategy
• Review of Internal Process driving churn
• Review Cancellations Policy
• Profile Cancellations
• Review Systems
• Flow of information back to the business
• The Team
• Increase in dedicated resources
• Scripting on Call Structure and Approach to
• cancellation
• Dedicated training pack

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Telesales Strategy

• Contact Volumes . Potential Market
• Educate - Articulate - Drive the Sale
• ARPU Growth the next generation
• Dedicated Team to close the Sale
• Retention turned Sales Team
• Move to create new function
• Expansion for the future
• Build on Relationships with Marketing
• Drive Telesales activity through marketing
  campaigns
• Drive proactive outbound targeting
• Lead Generation
• leads2cash

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Our contribution

• Combined value of all activities including
• New acquisition
• Value Added Service
• Upgrades
• Retention
• Has delivered over significant revenue to the
  bottom line

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Mission Complete.

• We have paid for ourselves!

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Thanks!
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