Salesforce Effectiveness

Vendor Strategy

200k+ customers • 1500+ employees • $600M+ Revenue

Our client was in the process of transitioning to a stand-alone entity and as part of the Transitional Services Agreements (TSA) they to be completely separated from the previous owner within 18 months of the deal closing. A key component of the TSA was negotiating major commercial contracts with providers of Sales, Service and Operations activities and under current contracts, costs would likely increase due to anticipated rate rises to offset declining volumes and loss previous owner’s buying power. The existing services are covered by a range of vendors and rates are based on the number of employees, not on service delivery. The current vendors performance delivery was adversely affecting our client’s customer experience.

Business Impact

⊹ Completed vendor assessment to deliver the optimal vendor strategy
⊹ Consolidated major vendors for sales, service and operations from 3 to 1 vendor
⊹ Streamlined back of house business processes (service and fulfilment)
⊹ Transitioned front of house service back on shore, driving a significant improvement in customer experience (NPS +20)
⊹ Improved 1st call resolution to 95%
⊹ Delivered financial benefits of $11M over 3 years

Optimise Sourcing Model

200k+ customers • 1500+ employees • $600M+ Revenue

The client was facing financial and operational challenges while trying to transform the organization and compete in new customer segments. Attempting to introduce a new sales and service model, while managing a large and permanent labour cost base with sub-optimal productivity, resulted in low customer experience outcomes and a stalled transformation.

Business Impact

⊹ Significant labour costs reductions
⊹ Co-location of different teams, enabling faster learning and job readiness
⊹ Improved productivity through cross-skilled teams, improving turnaround times
⊹ Rapid workforce scalability and flexibility to cater for seasonal workload demands
⊹ Economies of scale and quicker recruitment as our partners have large resource pools
⊹ Able to tap into the industry expertise of our partners

Profitability Models

200k+ customers • 1500+ employees • $600M+ Revenue

The client had a well-established annual budget process, which drove much of the strategic decision making on product pricing, as well as the sales and service organization structure. Employing the traditional drivers of revenue (and expenses) in decision making, the client experienced profitability continue to decline, despite introducing initiatives focused on efficiencies and improving customer acquisition and retention.

Business Impact

⊹ Redesign of the Sales and Service strategy
⊹ Rebalance the profitability of the customer base, with a focus on nurturing profitable customers
⊹ Reduction in the number of loss-making customers and channels
⊹ Acquisition sales effort focused on customers with propensity to upsell
⊹ Pricing rationalisation of products
⊹ Significantly improved product profitability margins across print and digital assets

Customer Experience

200k+ customers • 1500+ employees • $600M+ Revenue

Our client transitioned customer service responsibilities offshore to Manila as part of a cost reduction initiative without understanding the implications it could have on the service experience for their new and existing customers. Shifting majority of their service responsibilities offshore resulted in customers having multiple touch points, significant inbound call volumes (complaints) and claims, high customer churn, and consequently a Net Promoter Score (NPS) as low as -89 which highlighted the extremely poor customer experience.

Business Impact

⊹ Transitioned service responsibilities back from Manila to Australia
⊹ Net reduction of 310 FTE
⊹ Established an integrated service model
⊹ Delivered improvements in revenue and customer numbers
⊹ Reduced customer cancellations
⊹ Improved customer experience
⊹ Increased the percentage of calls resolved in the first call
⊹ Implemented processes for continuous experience improvement

Property Optimisation

200k+ customers • 1500+ employees • $600M+ Revenue

The client is a well-established Australian household name, with a large national portfolio of properties to accommodate its workforce; servicing key customers in all geographical locations. The consequence of this structure is a significant, underutilized fixed cost base that is difficult to optimise.

Business Impact

⊹ Sales force moved from being office-based to a mobile model
⊹ Outsourced facilities management
⊹ Strong focus on cost efficiency
⊹ Leasing lower cost collaborative spaces for parts of our business to encourage innovation
⊹ The three year plan will see 20 properties being exited and a final property portfolio of two offices - Melbourne and Sydney