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LFS Call Center Design

USC Marshall MBA Project September 2013 by aFOURce
by

Andrew Kao

on 23 September 2013

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Transcript of LFS Call Center Design

Call Center Design for
Lion Financial Services


Lion Financial Services July 2000
Lion Financial Services had 350,000 customers and managed $7.2 billion in assets. 50% of its customers were services through its three call centers.
3. Reducing Agent pool = Increase Performance?
1. Number of Calls to each Agent Pool
a. Determine Call Volume that reaches an agent pool
b. Determine Customer & Broker split
c. Separate Quickline & Non-Quickline Transactions and divide by 6 operating days/week


2. Metrics for evaluating call center performance.
a. look at how the system performed overall
b. how are the individual agents performing?
c. supervision drives results
4. Blueprints?
Yes! Pro's outweight the cons.
5. Cost & Benefits of Carr's Recommendations
a. Move all agents to one geographical location
b. 20% of calls handled directly by IVR
c. Cheaper Labor
d. Overall infrastructure reduction
Locations
Chicago - 20,000 Weekly Calls
Boston - 5,000 Weekly Calls
New Jersey - 5,000 Weekly Calls
Callers
Individual Customers - 70%
Brokers & Institutions - 30%
Services
Simple Buy and Sell orders known as "Quickline" - 40% of customers and 60% of brokers
Complex orders known as "Non-Quickline" - all remaining.
Call Pool Breakdown
Overall
Drop Rate
Average Speed of Answer
Abandon Rate
Utilization
Agents
Call Duration
Follow-up Time
Actual Time on Seat
Quality
Customer Satisfaction Rate
Supervisor
Team Performance
Availability
Monitoring
Pro
Con
Moral loss due to company consolidation to central location
Pro
Easier to hire
Lower Compensation
Short & Effective Training
Measurable Post-Training Results
Less Impact on Separation
Objective Evaluations
Less Advise = More Calls
Con
Scripted, robotic employees
Takes time to develop
Requires effort to design
No longer free-for-all
Current Costs
20% Less Calls
Cheaper Labor
Anirudh Surange, Jeff Niedermeyer, Ryan Allen,
Mengting (Rachel) Xia, Rachel Pedowitz, Andrew Kao
September 2013

Customer/Broker Split
Overall Call Volume
Overall system stability
System redundancy
"Waiting time formula for multiple resources"
Full transcript