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Case study

A National Retail Bank: A Customer Care Success Story

Quality Assurance scores up 25%, agent capacity up 25% in 90 days, and Average Handling Time down 10%.

Client
National retail bank
+25%QUALITY ASSURANCE SCORESCAPACITY +25% IN 90 DAYSHANDLING TIME -10%QACAPACITYTIMEClient results

The challenge

Over 2 million calls and chats a year across more than a million customers, on an in-house support model that could not hold quality at that volume.

More volume than the model could absorb

A national retail bank serves more than a million customers across a multi-state branch network, generating over 2 million calls and chats a year. The in-house customer support framework could not absorb that volume, and satisfaction and operational efficiency were both suffering.

THE VOLUME, AND THE FRAMEWORK UNDER IT1M+CUSTOMERSAcross a multi-statebranch network2M+CALLS AND CHATS A YEARIN-HOUSESUPPORT FRAMEWORKCould not absorb itSatisfaction and operational efficiency were both suffering
THE VOLUME, AND THE FRAMEWORK1M+CUSTOMERSAcross a multi-state branch network2M+CALLS AND CHATS A YEARIN-HOUSE SUPPORT FRAMEWORKCould not absorb itSatisfaction and operational efficiencywere both suffering

Four things at once

The bank needed to hold interaction quality at scale, keep agents well trained and accurate, cut Average Handling Time, and curb agent attrition, all at the same time.

  • Hold interaction quality at scale
  • Keep agents well trained and accurate
  • Cut Average Handling Time
  • Curb agent attrition

The approach

We built an intelligent BPO customer care operation around the bank’s real volume.

Three parts, each with its own job

A contact center outsourcing model with a rebuilt recruitment and new-agent training program to grow capacity, retention work to hold experienced agents in seat, and streamlined call handling to take time out of every interaction.

WHAT WE BUILT, AND WHAT EACH PART WAS FORWHAT WE BUILTWHAT IT WAS FORA rebuilt recruitment and new-agent training programGrow capacityRetention workHold experienced agents in seatStreamlined call handlingTake time out of every interaction
WHAT WE BUILT, ANDWHAT EACH PART WAS FORWHAT WE BUILTWHAT IT WAS FORA rebuilt recruitment and new-agenttraining programGrow capacityRetention workHold experienced agents in seatStreamlined call handlingTake time out of every interaction

The results

Quality Assurance scores rose 25%, agent count grew 25% in 90 days, and Average Handling Time fell 10%.

Three measures, each from zero

Quality Assurance scores rose 25% from Q3 to Q4 2022 and held through Q1 2023. Agent count grew 25% over a 90-day span, cutting wait times. Average Handling Time fell 10% quarter over quarter. Each is drawn from zero against where it started, at one scale.

THREE MEASURES, BEFORE AND AFTERQUALITY ASSURANCE SCOREQ3 2022Q4 2022+25%AGENT COUNTBefore90 days on+25%AVERAGE HANDLING TIMEQ3Q4−10%Client results
THREE MEASURES, BEFORE AND AFTERQUALITY ASSURANCE SCOREQ3 2022Q4 2022+25%AGENT COUNTBefore90 days on+25%AVERAGE HANDLING TIMEQ3Q4−10%Client results
QUALITY ASSURANCE SCORE+25%HELDQ3 2022Q4 2022Q1 2023Client results

Held through Q1 2023

Quality Assurance scores rose 25% from Q3 to Q4 2022, and the gain held through Q1 2023.

AGENT COUNT, 90 DAYSBEFOREAFTER 90 DAYS+25%ONE MORE AGENT FOR EVERY FOURClient results

A quarter more agents

Better new-agent training and lower attrition grew agent count 25% in 90 days, cutting wait times.

WHAT IT DID FOR THE BANKCustomer questions resolved fasterA stronger service reputationRevenue, through higher satisfactionClient results

Faster answers, a stronger reputation

Customer questions were resolved faster, which strengthened the bank’s service reputation and drove revenue through higher satisfaction.

RelatedContact center optimizationFractional CROFinancial services & insurance

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