安达信-mfsgclientservicesreview(ppt31)-经营管理(编辑修改稿)

安达信-mfsgclientservicesreview(ppt31)-经营管理(编辑修改稿)内容摘要：

ign principles have been used to develop an alternate client contact management structure... 11 169。 2020 Arthur Andersen. All rights reserved. Customer Contact Architecture Opportunities • Single contact point for customers • Maintain local presence • Consistent service levels nationally • Maintain proximity of processing to call centre • Lower ongoing deployment plexity In migrating to the new architecture customer facing requirements will be translated into the model to ensure the needs of all user groups are met. Requirements • Single site for all call centre and processing • Shopfronts in each capital city • Single PABX/ ACD • Consolidated 13/1300/1800 numbers for IFAs, Direct and Super (Client service directs numbers) • All mail inbound to each shopfront • Cheque printer at each shopfront • Scanner at each site • All mail outbound from central contact centre via postal mail and fulfillment centre We have focused the design on a single site for cost effectiveness of investment, but need to consider disaster recovery benefits of a second site 12 169。 2020 Arthur Andersen. All rights reserved. Contact Centre Architecture Timing of implementation is dependent on other issues under consideration. Benefits • Uniform telephony/ web platform • Single investment in skills based routing • Simpler customer contact points •Consistent web interaction/ architecture • Integrated channel support • More efficient load balancing • Lower management overhead •Uniform processing within tiering The proposed model will simplify the structure of the Contact Centre and client interface points. 13 169。 2020 Arthur Andersen. All rights reserved. Shopfronts Maintain Customer experience Functionality •Mail drop/ scanner in each location •All documents (CAM amp。 managed funds) to be scanned to a central location •Limited servicing: restricted to walkins •Product information/ marketing •Limited cheque printing and collection •Sales capability Service levels to be maintained: •Same day applications processing •Same day cheque redemptions •Current reception waiting times of walkin clients to be maintained A work of Shopfronts is proposed to support the centralised Customer Contact centre... … through which maintaining existing service levels will be feasible while also achieving cost savings. 14 169。 2020 Arthur Andersen. All rights reserved. Skill Based Routing •Matching resources to customer needs/ segmentation • Incremental to Interim • Economics expensive Future A BRouting Preempt customer relationship/need Interim Query customers need A B C D Skill based routing •Query customer need (IVR, people, speech recognition) • Impact on Macquarie brand/ customer experience Current Customer decides product need Ph Ph Ph Ph ACD ACD ACD ACD •Customer decides routing • Economics cheap The call centre of the future assumes significant development of skill based routing beyond the present manual structure implicit in the telephony management. The architecture will have the flexibility to manage existing customer expectations of high touch while building a platform to facilitate telephony automation in the future. 15 169。 2020 Arthur Andersen. All rights reserved. Proposed Team Structure Future • Service alignment to customer/ adviser value • Target “portfolio maximum concept” amp。 migrate customers over time • Customer profit threshold for “nonrelationship” exits • Identify clients success factors which indicate potential • Customer needs / behavioural analysis Preliminary Design • Processing and Call Centre require separate management • Initially preserve the sense of a state based operation which will migrate to customer value over time • Teams in call centre assigned to preliminary tiers High Value for Advisers Geographic assignment to teams (initially) High Value/ Low Value for Direct Product Knowledge The call centre structure has been developed with a view to preserve the sense of a state based operation which will be migrated to customer value segmentation over time. Existing processing structure will be extrapolated to a centralised model at the current staff: supervisor ratio of :1 however with role migration to a team based relationship model we believe additional reduction in supervisors will be achievable. 16 169。 2020 Arthur Andersen. All rights reserved. Conclusions • Cost savings required to meet FSG cost to ine goal cannot be supported by the current model • Competitor analysis indicates that the customer expectations can be managed within a centralised structure • Electronic data transportation costs will be lowered by a centralised model • Differences in local employment markets support centralisation argument • Smaller offices tend towards relationship based teams which appear to contribute to greater efficiencies Our preliminary analysis supports development of a centralised operating structure in one site, with consideration to be given to developing a second site to provide a disaster recovery plan... …while at the same time delivery current or improved service standards. 17 169。 2020 Arthur Andersen. All rights reserved. Next Steps Development to date has been focused on cost savings through process improvement and scale efficiencies. Our next step will be to analyse further efficiencies achievable through site selection and development of the operating model. Site Selection: •Skills Availability • Labour Pool • Government location incentives • Rent/ acmodation • Technology • Existing presence • Links to head office/ munication costs Operating Model: • Organisation structure what will it look like • Timing of Benefits ROI/ Ca。