Sprint Case Study: Customer Satisfaction through Performance Management

• Once a champion of customer service, Sprint saw a steady decline in its customer satisfaction ranking during the mid-2000s. By the start of 2008, customer churn was peaking, retail stores were closing, and the company’s stock had lost value.

• Sprint needed to act quickly. To combat its slumping market share, the company embarked on an ambitious program to, among other things, revamp its customer service and call center operations. An organization-wide initiative focused on improving customer experience was undertaken, which included a focused performance management review. The goal was to establish more effective metrics and generate actionable information that would help the company focus its service efforts.

• Now, less than two years later, Sprint has begun to right the ship. Customer satisfaction is soaring, and Sprint has improved service quality and customer experience delivery. Operating expenses for the Care function are down, and customer churn has declined. Let’s look at how Sprint executed this turnaround.

  
  

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ING DIRECT creates an entrepreneurial sales center to increase overall sales performance

• This case study contains details of how ING DIRECT created an entrepreneurial sales center to overcome the increased complexity of its new product lines. The introduction of Merced Performance Suite helped ING DIRECT to realize the following benefits:

  • After Call Work (ACW) was reduced by 11 seconds per call.
  • Brand Focus increased positively from 69% to 75%.
  • Calls to Sale decreased positively by more than 2 calls on average.
  • 4 out of 5 of the key metrics showed a positive increase in the number of associates exceeding the optimal values.
  • Annual benefits in excess of $425K.
  
  

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The Co-operative Financial Services Profits from an Increase in Field Sales Performance

• The Co-operative Financial Services (CFS) is part of The Co-operative Group, which is the world’s largest consumer co-operative with around five million members, over £14 billion turnover, and core business interests in financial services, food, travel, pharmacy and funeral care across 5,000+ retail trading outlets. Read the full story on how The Co-operative Financial Services has now transformed a once unprofitable field sales operation into a value adding channel with the help of Merced Incentive Compensation Management.
  

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Carlson Leisure Travel Uses Performance Management to Improve Revenue

• Carlson Leisure Travel Services optimized performance in their contact centers through a combination of performance management best practices and complementing technology from Merced Systems to achieve significant ROI, including project payback in just 6 months.
  

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EchoStar Employs Coaching to Improve Customer Interactions and Productivity

• EchoStar Communications used Merced Performance Suite to automate coaching in the contact center, and improve recruitment and career pathing programs to drive overall operational performance improvement.
  

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British Telecom Boosts Sales Productivity

• Merced Incentive Compensation Management offered BT the opportunity to solve its maintenance issues, including the annual cost overhead associated with the old sales bonus engine, decreasing overpayments and bonus inaccuracies, and freeing up valuable bonus administration team time.
  

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Cable&Wireless Responds to Changing Business Stategy

• When Cable&Wireless acquired Energis in 2005, the company needed to re-engineer their incentive models to reflect evolving business strategy and company infrastructure. Merced Incentive Compensation Management helped Cable&Wireless to decrease operating costs associated with maintaining legacy systems, by 37%.
  

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STA Travel Increases Sales Margin and Directional Selling

• Merced Incentive Compensation Management enabled STA Travel to drive accountability for performance and earning capacity from each individual employee, and allowed the company to better manage the earning lifecycle. As a result, STA Travel increased the productivity of sales advisors by 11% and increased sales of travel insurance by 21%.
  

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