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Well done Doc! - 2010-05-10

It's great to see some local businesses getting it right and exceeding customers expectations. Kerikeri Medical Centre has done a lot lately to make life easier for their customers:
  • Created a one-stop shop by having a pharmacy on site
  • Text alerts to eligible patients to advise o ...


Hey, what about your own customers guys? - 2009-07-23

Sometimes what seems like a great deal to one customer is a kick in the guts to another.

Recently Air New Zealand offered $50 one-way fares to Jetstar passengers left stranded by the company's check in policy or delayed by more than 2 hours. On the face of it it seems like great marketing ...


Northland retailers turn away business - 2009-07-20

We are supposed to be in a recession. Yet a number of Northland businesses seem determined not to close sales even where customers are keen to buy. My own recent experience, and that of family and friends, shows worrying sales and service complacency in businesses selling large ticket items:


Northland Business Expo Whangarei - 2009-04-17

I am blogging from the Northland Business Expo in Whangarei. April 17-18.

The Business Expo has been ...


Are your customers your new marketing department? - 2009-04-12

Times are hard, all businesses have pressure on resources and there are a lot of competing priorities. Consumers have fewer spare dollars to spend so you also have to work harder to make the sale ahead of the competition.


 
     
     
 

Projects

Some project examples (not a full list):

 

BCITO (Building and Construction Industry Training Organisation) 2009


Call centre set up – design and implementation

Sue provided call centre expertise in these areas:
  • Completed job design, sizing,  and selection processes for call centre roles
  • Was involved in selection of team leader
  • Developed training plan for call centre roles and liased with vendors until contracts were agreed

The Quit Group (New Zealand) 2004 and 2007-9

Knowledge Transfer and Call Centre Assessment

In 2004 Sue designed and delivered a series of seminars to educate the management team on call centre best practices in preparation for the call centre set up. In 2007 she was asked to review the performance of the contact centre and make key recommendations for improvements. This was a short project on a tight timeline. The review was completed in a few weeks. In March 2008 Sue was advised by the CEO that the changes she had recommended had been implemented and performance was dramatically improved. Quit have now retained Sue as an expert advisor and mentor to the call centre management team.

 

Masterton District Council 2008

Call centre and customer services work study

Sue was engaged to identify customer services improvements that could be addressed as part of the building redesign.
 

Plumbing, Gasfitting and Drainlaying Industry Training Organisation (NZ) 2007

Review and Benchmarking

Sue reviewed customer contact technology, processes and performance and made recommendations to the CEO for growth and change.
 

Far North District Council 2006-7

Customer Contact Strategy Development and Implementation planning

Sue and Pam led the development of a customer contact strategy. Including:
  • Transferring knowledge on good practice to the leadership team
  • Developing a channel suitability model for the key contact types
Once these projects were complete the council agreed to implement the strategy. Sue was then asked work to develop a Service Delivery Model to guide the implementation. The model included cultural change, process design, channel planning, organisational structure, roles and training, measurement, data collection and technology. This work was completed in late December 2007.
 

Christchurch City Council (New Zealand) 2003-4

Call Centre Design and Improvement Planning.

Sue worked with CCC to design a consolidated “call centre for the future”.  Sue worked with the CEO and Executive Team on the strategy and vision and then worked with the project team to produce a “Blueprint” to consolidate from five customer centres to one.  She also worked with technical consultants and council staff to build a “technology roadmap” for the next five years.
 
Sue conducted reviews of customer service (annually over 4 years from 1999) making recommendations for improvements and transferring skills to the management team.
 

Inland Revenue Department (New Zealand) 1998-1999

Call Centre Design / start up

Sue worked with IRD to design a new call centre to serve its business callers.  She was involved in functional design, call flow design and workforce management planning. Vanguard managed the RFI/RFP process for the required technologies and Sue then worked with the client team to help implement the chosen solutions.  She also provided a QA role on the operational and process design and did much of the initial work on both job and organizational design.  Sue was also an expert resource in the selection of recruiters and trainers. Live in March 1999 the IRD Business Call Centre is still regarded as one of New Zealand’s most advanced call centres
 

Co-operative Bank (UK) 1992-1997

Call Centre Start Up and Management

While working for the Bank Sue established telephone banking and managed this department for three years through significant growth from 16 staff to over 400. Sue was also responsible for an outsourced call centre run for Britannia Building Society. On a part-time basis, Sue also project managed the development of a funds transfer system. This involved managing both IT and business resources through from the visioning stages of the project to design, development, testing, training and implementation bank-wide. She then moved into a project management role.
 
Sue programme managed the development of a second site for the Bank’s telephone banking service.  The project began with a capacity planning exercise, feeding from the corporate plan yet visioning changes in customer contact channels over the next five years. The project included the selection and fit out of the site, the selection and implementation of new technology, the selection and training of over 100 new-to-bank staff, the development and implementation of multi-site business processes. Sue was accountable for the whole programme and provided regular updates to the sponsor, the steering group and the Board. This project was delivered on time and within budget.
 

Marks and Spencer Homechoice (UK) 1990-91

Start up

Sue designed all of the customer contact and administration / finance processes for the new mail order business.  She then led recruitment for the admin and finance team and managed the operation through its first successful year. Call centre was approx 40 seats.
 

Anthem Mid-West (A Leading US Health Insurer) 2004

Self Service

While working for another consulting company Sue was a key player on a project to develop a Self Service Strategy for Anthem. This involved:
  • Sharing best practices and reviewing the current self service environment
  • Gathering customer data through focus groups and usability studies
  • Leading workshops to develop self service vision and guiding principles, and explore self service opportunities for different user populations.
  • Documenting recommendations and defining the timeline.
  • Presenting recommendations for action to the Executive Team

The Healthcare Group (THCG) (A US Health Insurer) 2002

Start up /Merger - Process and Organisational design

Working as part of a programme team Sue led a project to develop an organisational structure and roles, and design all business processes for a new consolidated call centre at THCG. This involved:
  • Transferring process design  skills to key staff
  • Leading process design workshops and documenting outputs
  • Testing designs
  • Job design and interviewing applicants for key roles
 
 
 
 
     
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