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Multi-Channel customer service improvement

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Multichannel customer services contact center improves users efficiency and satisfaction, increasing access quality while cutting down staff by 25%.

Initial client situation and challenges

The existing Contact Center suffered from high levels of abandonment and delayed email response times that were recurrently addressed through the recruitment of temporary staff.

In addition to strong peaks of activity generated by the seasonality of the demand, the significant volume of calls, emails and visits were affected by multiple variables and external events regularly known at very short notice. This variability along with the specialization of agents by channels generated workload imbalances and low levels of productivity.

The volume of email and calls was even higher due to low performance in first contact inquiry resolution originated by lack of appropriate information by service representatives and the high degree of complexity of the existing  operational procedures. On the other hand, customer policies did not allow the remote management of many service requests that were otherwise easily workable via phone or by using self-service tools.

Solution Approach

After analyzing the contact typologies per channel, service processes were redefined to enhance first contact resolution by simplifying service procedures. A model of interdepartmental coordination was also implemented to ensure the availability of up-to-date information and to improve the management of pending cases.

In addition, the following improvement initiatives were deployed:

  • Reduction in the number of service requests, making it possible the remote completion of service inquiries, both online and through the VRU, and supported by a new model of dynamic management of the information available through the web and phone channels according to event types and user needs.
  • Development of an individual training and monitoring program intended to enhance service skills and increase the versatility between teams.Design of a model to forecast expected activity by channel based on multiple events as a basis to optimize customer service timings, shifts scheduling and assignments.
  • Implementation of a new scheduling system supporting complex or high-demand face-to-face service procedures.


Changes implemented in the customer service model allowed the reduction by 15% in the volume of customer contacts and an improvement on the abandonment rate (40% vs 10%), on the email resolutions (24 hours vs. 4 days) and average waiting time, while cutting staff a 25% down.