1 / 16

TELKOM GROUP CEXM STEERCO UPDATE REPORT: CONTACT CENTRES PERFORMANCE (Rashid Abrahams)

CEXM – JANUARY STEERCO. TELKOM GROUP CEXM STEERCO UPDATE REPORT: CONTACT CENTRES PERFORMANCE (Rashid Abrahams). PAIN POINT. INTERVENTION. PROGRESS TO DATE & CRITICAL NEXT STEPS. REQUIREMENT FROM STEERCO. NB: WIP……UPDATE TO BE PRESENTED AT NEXT STEERCO.

allenfry
Télécharger la présentation

TELKOM GROUP CEXM STEERCO UPDATE REPORT: CONTACT CENTRES PERFORMANCE (Rashid Abrahams)

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. CEXM – JANUARY STEERCO TELKOM GROUP CEXM STEERCO UPDATE REPORT: CONTACT CENTRES PERFORMANCE (Rashid Abrahams) PAIN POINT INTERVENTION PROGRESS TO DATE & CRITICAL NEXT STEPS REQUIREMENT FROM STEERCO NB: WIP……UPDATE TO BE PRESENTED AT NEXT STEERCO. The Project Lead came on board second half of December, and took pre-scheduled leave in January. Project Work to commence January 21st, 2013

  2. The 6 Projects Work to Date 5. Customer Feedback Communication Update January 2013 Rashid Abrahams

  3. CEXM – JANUARY STEERCO TELKOM GROUP CEXM STEERCO UPDATE REPORT: CUSTOMER FEEDBACK COMMUNICATION (Japie van Niekerk) PAIN POINT INTERVENTION PROGRESS TO DATE & CRITICAL NEXT STEPS REQUIREMENT FROM STEERCO • Completed • NFS piloting (Prelim results promising) • Automated (Expanding to other segments) • SMS – 30% • E-mails – not started yet • Appointment scheduling at • Order placing • Fault reporting • Pro-active appointment confirmation (SMS / Telephonic/…) • Pro-active communication at critical stages in the value chain to reduce re-entering Call Center progress calls • Progress communication with NFS dropouts to reduce re-entering calls • Customer friendly SMS/e-mail • Scheduling on OMS (day) • AM/PM slots (NEW) • T-2 SMS T-1 Call • SMS at: • Order capturing • Order scheduling • Fault logging • Billing initiated • Dispute logged • Escalation (still to verify) • Establish a pilot in NFS to manage progress communication (NEW) • Validation • In principle approval • Approval for pilot (process & resource implications)

  4. The 6 Projects Work to Date 5. IT Systems & Business Processes Update January 2013 Pushkar Gokhale

  5. CEXM – JANUARY STEERCO TELKOM GROUP CEXM STEERCO UPDATE REPORT: ITS & Business Processes for CEXM (Pushkar Gokhale) PAIN POINT INTERVENTION PROGRESS TO DATE & CRITICAL NEXT STEPS REQUIREMENT FROM STEERCO • The systems & process to generate an order for the voice, broadband and ISP products originating via the 3rd party /External Sales Agent (ESA) sales channels is inefficient resulting in • Long & cumbersome ordering process • ~80% Fallouts due to unverified/inaccurate data captured at ESA endpoint • Inefficient ASDL modem swop out process for faulty modems that are under warranty resulting in customers being turned away at TDSs • Contact centre agents are unable to provide a customer same day installation /connectivity where constitutions are existing causing unnecessary delays with fulfilment of an order Design DealerWeb (AMSS) Integration to CMSS - CR9713 Conduct diagnostics to understand extent of problem at TDSs and field operations Investigating the opportunity to fulfil order by enabling the re-use of existing constitutions upfront at the Contact Centres and TDSs Investigating automated process at the Contact centres & TDSs to re-use existing constitutions to provide a customer same day installation /connectivity Progress Partner impact assessment for DealerWeb approved Conducted observations at three TDSs and engaged field operations subject matter experts An analysis was carried out on the manual interventions done at the FAMC where existing constitutions were re-used Critical Next Steps Partner to continue with their Commercials (cost & timeline feasibility) Brainstorm & implement countermeasures • Permission to: • Continue with initiatives [2] and [3]

  6. Change Management & Communication Steerco Proposal January 2013 Tirelo Sibisi & Praveen Naidoo The 6 Projects Work to Date Intervention/ Progress to Date, now with Change Management and Communication Plan

  7. CEXM – JANUARY STEERCO TELKOM GROUP CEXM PROGRAMME: 2012 – 2013TheChange Management & Communications 6 Months

  8. Next Steps for the December 2012 to June 2013 • Project Interventions: Immediate Term Fix Interventions (6 months) • Identify immediate “Fix interventions” • Prioritise interventions and select area of testing/ pilot/ prototype development • Identify Interdependencies with other Company initiatives and align effort • Identify milestones and timelines , as well as the Intended Output per Project (6 X Project KPI’s) • Execute the crafted “new way” prototype • Engage MI for impact tracking • Prepare for industrialisation/ scale up and move prototype to BAU, with change management processes • Envisioning process for the Customer Experience Blue-print (6 months) • Identify internal pockets of excellence and ‘record’ for scaling up as feasible • Conduct external best-practice studies • Craft the Blue-print Outline socialise company-wide and direct the immediate term Fix Interventions • Create Business Case for Change and the CEXM Transformation Implementation Plan, and gain approvals • Incorporate CEXM Business case into the Company Strategic and Business Planning cycles for next fiscal (post 6 months project) • Change Management and Communication • Create a Change Management process, learning from other initiatives and aligning to Company change effort processes, and influencing other change best practices for customer experience transformation • MANCOs/OPCOs Updates and Involvement

  9. Telkom Group CEXM Programme… Possible Impact on Employees

  10. PRESENTATION OUTLINE Governance CEXM Programme Update CEXM Programme Overview & Approach The 6 Projects Work to Date Activities since 1 November 2012 The High Level Approach of the CEXM Programme The High Level Plans and Work to Date per Project Programme Organisation, Reporting and Decision-making entities

  11. CEXM Governance • Governance • The CEXM Programme has a Managing Executive CEXM reporting (operationally) to MD Consumer & Retail Services, as CEXM (improvement) Champion for the Company • There are Project Leads per project , seconded fulltime reporting to the ME , for a set period • The CEXM Programme is governed through the CEXM Steerco, with rotating chairmanship • There will be monthly EXCO updates, as well as periodic updates for BU MANCO/OPCO’s. • Role of Company Executives (EXCO etc) • Sign off and institutionalise the ONE Telkom Customer Experience Blueprint across the Company, once crafted. This will enable co-ordinated short term and long-term efforts. • Key Organisational Decisions when required, for instance on transformational interventions • Resources • Budget • Project team members • External resources when required • Enable traction, and ensure scaling up and industrialisation of “new ways’ within BU’s across the Company • Manage the “new BAU” and embed in each BU as required • Facilitate the organisational transformation of Telkom towards a customer-led company with an entrenched customer culture (to be defined/ refined)

  12. CEXM Governance Structure EXCO/ Transformation Office MD CEXM Steerco. Rotating Chairmanship M. Mavuso Company CEXM Sponsor CK. Mokoena Company CEXM ME BU Implementation Coordination N. Duma P. Gokhale R. Abraham Change Mngnt • Venter L. Maitisa J van Niekerk TB Project Team Members . TC & R TN&W ITS Corporate Functions & OL Corporate Functions : Team Members/ Involvement as and when required

  13. In Conclusion.... What will make this Programme successful...

  14. In Summary.... As at 30 January 2013 • In the immediate term, the Telkom Group CEXM Programme focus is on the low/no investment high impact projects that has been identified by the Project teams. Focus is first narrow, then gets expanded... • The ADSL, ISP, PSTN projects, as well as the Data Quality project will craft ‘Prototypes’, test them , industrialise into business-as-usual, and scale up across the value-chain and/or across the Company • Development of Prototypes will be in LAU 44 and 31 in Gauteng/ Central andLAU’s 11 and 14 in Western Cape. • The Call Centre an Customer Feedback Communication projects will focus on specific aspects of customer touch-points/ and service delivery value-chain, starting with Order management, Installations & Activations, as well as Assurance • Billing will be given specific focus, and the full billing business process will be reviewed and improved • The Group and BU CEXM Projects Alignment Mapping has commenced. Duplications and overlaps will be identified and streamlined for impact, starting with ADSL, ISP, PSTN and Call Centre interventions. The targeted CEXM projects and other CEXM impacting projects are from: • Telkom Business . CEXM and other projects like Channels • Telkom Consumer Services , such as the Broadband Churn Reduction Project • Gauteng Turn-Around project and the Operations Optimisation Project • NGNEC • For longer-term interventions, the development of the Telkom Group Customer Experience Blueprint will commence soon, and will inform and be influenced by the TKG CEXM Programme work in progress, as well as other Company-wide projects • Best Practice benchmarks will be conducted locally and internationally • Change Management & Communications interventions, involvement of all stakeholders; at both Project-level and Company-wide, will commence February 2013.

  15. Telkom CEXM Critical Success Factors ....... Company-wide commitment to ONE CEXM plan; and alignment in execution and measures • CEXM based on Company Strategy and Business Plan….. The customers are here to stay. • One Telkom CEXM Blue-Print to achieve the long-term desired Customer Experience end-state • One Customer Service Value Chain , driven by VOC and EOC (eye of the customer) • Outside-In view versus Inside operational focus in planning, measures and prioritisation of interventions • View the Service Value Chain as the Customer Experiences it and not from internal operational focus • One CEXM Execution Plan of cross-BU interventions , with BU specific tactical priorities • Managing the interdependencies of key Company-wide Projects, to maximise outputs and enhance impact • Build a Customer Culture and change employee behaviour • Organisation: for customer experience and focus resources towards Customer Touch-points, while ensuring cost-effective operations • KPI’s and Incentives: to drive customer experience improvement: front-end and back-end alignment in targets and measures • Competencies: management style and employees skills and attitude • Communication and involvement of all Stakeholders….. enabling change and transformation

  16. Thank you! Charlotte K. Mokoena and the CEXM Programme Team

More Related