Case Study
National Health Insurer Constructs and Consolidates Four Call Centers into a State-of-the-Art Customer Care Center, Achieving 35% Unit Cost Reduction
35%
Unit Cost Reduction
Strategic Imperative
To improve service to customers and healthcare providers by consolidating and restructuring four call centers into a single state-of-the-art customer care center, while delivering the new building and furnishings on time and within budget.
Client Background
- Major U.S. health insurance provider serving customers and healthcare providers through large-scale service operations
- Scope covered four separate customer service organizations and construction of a consolidated state-of-the-art customer care center
- Service delivery required coordinated people, processes, technologies, facilities, and pricing across differing customer requirements
- Service-performance commitments and a greenfield campus expansion created urgency to deliver the facility on time and within budget
- Leadership viewed customer-care transformation as essential to improving service consistency, responsiveness, and cost performance
- Productivity averaged 50–60%, establishing a clear baseline for service-capacity and unit-cost improvement
Key Issues & Barriers
- Four service groups showed wide performance variability and consistently missed established service targets
- Fragmented organizational structures limited consistent service practices, accountability, and performance management across operations
- Existing technologies were not leveraged to improve representative productivity, response speed, or operating visibility
- Customer service processes contained rework, increasing effort, slowing response, and elevating unit costs
- Limited career pathing and weak skill recognition demotivated long-tenured representatives across customer service roles
- Traditional call-center behaviors constrained the organization’s transition to a unified customer-care operating culture
Key Implementation Components
- Consolidated four service groups into a single customer service organization to ensure consistent structure and service execution
- Segmented customers according to service requirements, enabling differentiated customer and healthcare provider service models
- Modified pricing structures to align service economics with the requirements of distinct customer segments
- Redesigned customer service processes to eliminate rework and improve responsiveness across customer and provider interactions
- Aligned the building, furnishings, and organizational launch with strategic customer-care cultural requirements
Benefits & Results
35%
Unit Cost Reduction
57%
Call Abandonment Rate Reduction
48%
Average Speed of Answer Improvement