Case Study

The client, an insurer, had 3000+ employees across 9 locations including multiple contact centres – one of the largest customer service operations in the UK. It had identified issues with customer satisfaction and engagement, cost to serve metrics were higher than average; customer insight was relatively low and significant volumes of paper communications still used. In this context the Board engaged a re-evaluation of the operating model.

For a global vehicle manufacturer, the UK customer contact centre was under transition including introducing digital channels and deploying new technology. The engagement was acting as a programme leader and adviser between the client, the outsourced contact centre provider and the software vendor installing new systems. This had to be achieved in a short timescale on live operations with no service interruption.

A UK bank had been through massive change following a merger. This engagement was to address the poor position on rankings for customer complaints recorded by the regulator. This was complicated by the disparate systems and processes in use post-merger and in overall transition to a unified bank offering.

A major bank had to respond to the newly created Mortgage Market Review (MMR) regulations in the UK market. This significantly changed the requirements for mortgage applications and renewals compliance. They decided to take the opportunity of such a major review to not only ensure compliance but to redesign the customer experience around consumer mortgages, products that had been lagging in some areas. The consulting engagement was focused on the customer processes.