Speed of answer improves 48% and call abandonment decreases 57%.
Average handle time is reduced 27%.

Strategic Intent

Improve service to customers and healthcare providers by consolidating and restructuring four call centers into one state-of-the-art customer care operation

Situation

• Major U.S. health insurance provider
• Operates four customer service organizations
• Chief Marketing Officer sees need for enhanced customer service, increased quality and reduced operating costs
• New building to support CMO’s goals is nine months from completion
• Forecasted customer and revenue growth along with product expansion creates sense of urgency

Issues and Barriers

• Four service groups have wide variability in performance metrics and are failing to achieve goals
• Monthly performance results take two weeks to compile, making timely corrective action difficult
• Existing technologies not leveraged
• Poor forecasting prevents accurate resource planning
• Productivity averages 50-60%

Key Implementations

• Creation of singular customer service organization to achieve consistency and collaboration
• Segmentation of customers based on service requirements
• Redesign processes to eliminate duplicity and improve customer service
• Redefine and streamline organization structure – align with customer segmentation model

Results

Customer Service Improvements

Engagement is completed on time and under budget. Opening a new call center positions the company to become an industry leader in service. Results include:

• Average speed of answer improves 48%
• Average handle time reduced by 27%
• Call abandon rate decreases 57%
• Claims turnaround time lowered by 35%
• Unit cost reduced by 25%

Client Perspective

— Chief Marketing Officer