Challenges
Historically, the distribution network agents themselves had to “qualify” the nature of their incident in order to contact the right support. In more than 20% of cases, they wandered between technical and functional support operated by 2 different service providers. This situation created irritants for them.
In order to better satisfy its network of French agents, the insurer wanted to set up an SPOC, enabling them to stop wasting precious time wandering and to limit the impact as much as possible, particularly in sales situations.
The distribution networks bring together the customer’s sales forces. The 40,000 people involved cannot suffer from mediocre QOS. We work daily to anticipate the needs of each network and provide the appropriate level of support, using a resolutely user-centric approach.
Mikhael SELLEM | Account Manager - Consort France
A squad-based organisation for a specific response
We capitalised on our historical knowledge of the client’s context and its distribution networks, and on our proven experience in Technical Assistance, Consort Group’s core business, to propose the implementation of a SPOC – Single Point Of Contact – within a service centre in Morocco. The advantages of the proposed solution: benefiting from the advantages of Nearshore and providing the expected service at the most competitive price, in strict compliance with the needs of demanding user populations.
Organised into squads geared entirely to the specific needs of each network, we offer each of them their own support experience, perfectly tailored to their expectations and business cycle.
This project to take over technical and functional support in the form of a SPOC has given us the opportunity to capitalise on several decades of experience in these 2 areas and to deploy innovative tools and methods to bring these 2 businesses together under a single digital melody.
500k
annual requests
95%
drop-out rate
90%
of calls answered in less than 30s
120
employees
Adaptation and experience to support implementation
The implementation challenges were significant, with a large number of previous players and a tight deadline.
The complexity of the project lay in our ability to take over in a short space of time the various functional and technical assistance components, historically operated by 2 service providers, as well as the internal subjects handled by client employees. Given the business stakes for all the networks involved, whether salaried or self-employed, it was imperative to offer on day one a SPOC capable of providing an end-to-end service with the level of quality and exacting standards of one of France’s leading insurance companies.
The confinement period added to the complexity of the situation.
Take over Technical Support
We have developed expertise tailored to specific populations and sought to align our teams with the types of distribution networks to be served.
The effort we have put into gathering, completing and reusing knowledge bases has enabled us to set up appropriate training courses.
The standardisation of processes and methods has enabled us to organise the on-boarding of employees capable of addressing different populations.
Reinforce Functional Support
When we took over the functional support, which was essentially specialized around SalesForce, it was necessary to move the technicians towards a more generalist support that could nevertheless address with the same level of relevance the problems of the agents in the distribution networks, whether these are more or less related to their core business. Our objective was to maximize the first contact treatment on the whole spectrum of assistance, technical or functional.
Implement the SPOC
The target was demanding and ambitious of a SPOC with the same efficiency historically brought by a highly appreciated business assistance.
The standardization of treatments and training courses offered us this opportunity. The rate of resolution of technical or functional incidents at the first contact is today higher than 80%.
Manage transition during lockdown
We had to rethink and completely adapt our recruitment, on-boarding, training and management processes to a complex situation with significant health requirements.
The efficient use of new digital tools, the real-time monitoring of relevant metrics and the adaptation of our management methods to a situation that was partly remote enabled us to ensure that our GO LIVE commitments were met.
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