ZingTech Phones Operational Plan Operational Goals Goal...

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ZingTech Phones Operational Plan Operational Goals Department Goals Progress Goal Focus KPI Reason/ Barriers Departme nt Deliverable Goal KPI Due 1 2 3 4 5 6 Improve profitabilit y by 20% by end of term Reduc e costs Depar t- ment al Costs Waiting times are too long. Customer issues are not being resolved. Stores Call centre Despatch Increa se sales Annu al Sales Sales techniques are poor. Leads are not followed up. Stores Call centre Despatch BSBMGT502B Manage people performance 2 nd edition version: 1 © 2012 Innovation and Business Industry Skills Council Ltd
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ZingTech Phones call centre case study ZingTech Phones is a medium-sized independent telecommunications company that specialises in mobile technology, selling mobile phones, tablets, and internet hardware, as well as mobile and wireless internet post-paid plans and pre- paid services. The company has small stores located in every major shopping mall in the capital cities of Australia, but much of their day-to-day business is done over the phone. The call centre has an impact in four main areas of the business: 1. Sales to new customers: a. hardware such as phones, tablets and wireless broadband USB dongles b. phone and internet plans. 2. Sales to existing customers: a. upgrades from pre-paid to post-paid plan b. post-paid plan upgrades. 3. Services: a. facilitating new phone and internet connections b. billing services and payment c. delivery enquiries d. offers for new products and services e. technical support f. exchanges, refunds and complaints. 4. Telemarketing, cold calling to offer: BSBMGT502B Manage people performance 2 nd edition version: 1 © 2012 Innovation and Business Industry Skills Council Ltd
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a. new products and services b. special offers to ‘poach’ customers from competitors. The company has always prided itself on its excellent customer service – in such a competitive industry, good quality customer service is one very great advantage over their larger competitors. But in recent meetings, the management team has been discussing decreasing profitability. They are particularly concerned with the operation of the call centre. Over the past 12 months, the costs of running the call centre have increased dramatically, and yet the revenue generated through the centre is not covering the staffing costs. A further concern to management is the recent spate of complaints the company has been receiving, several of which have resulted in escalation to the Telecommunications Industry Ombudsman (TIO) for intervention. Almost all of these cases have been found in favour of the complainant, which costs the company financially in several ways: cost of making reparations to the complainant often greater than if the complaint had been resolved without TIO intervention in some cases, the TIO may award damages to the complainant with the potential for substantial damages, particularly for business customers there are administration, time and legal costs associated with investigating and responding to the complaint and dealing with TIO
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