Memo - Purpose The purpose of this memo is to present...

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PurposeThe purpose of this memo is to present results of research conducted to streamlinethe current client on-boarding process.SummaryWith the introduction of the sales department into the client on-boarding procedure,the process became lengthy, inefficient, and confusing. To determine the best way tostreamline the process, we conducted research based on tasks described in ourproposal of March xx, 2016. These tasks included determining the requirements thatwe should establish for the client on-boarding process, the best on-boardingpractices used by successful companies, and coordination and managementtechniques that integrate sales with technical departments. Additionally, we searchedfor software tools that would assist in organizing the client on-boarding process andfacilitate in bettering the communicated between different teams and departments.Our main finding is that the client on-boarding process could be greatly aided byclearly outlining each step that is necessary to successfully bring on a client. Foreach step of the process, we must decide exactly which roles or department in thecompany is responsible for each specific step. Each individual role should be definedwith regards to their exact duty for each client that is on-boarded. Additionally, theoutcome of the process, and the process itself, should be reviewed on a regularbasis.IntroductionThe introduction of additional staff into the client on boarding process has caused abreakdown of the overall process, garnering a need to find software and ormethodology to streamline the process and fix communication issues.Initially, the vast portion of client acquisition would occur through marketingcampaigns, requiring clients to contact our company directly, in order to sign up forservices. Regardless of whether the client called in or signed up online, they wouldbe on-boarded by a customer services representative, with occasional intervention ofthe IT team, if the setup was not standard or technical issues occurred. The projectmanager would review all clients issues throughout the week and all follow-up phonecalls would be done by a customer service representative. The complete processwould usually take no longer than two days.Since changing client acquisition strategy to direct procurement, through outreach bythe sales force, the length of time to on-board a client has increased to anywherefrom three days (minimum) to two weeks, sometimes even lasting as long as amonth. The current process starts when a member of the sales team makes contact

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Term
Fall
Professor
DELAHOYDE
Tags
representative, sales department

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