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COMMUNICATIONS SUCCESS STORIES
For a phone company with steadily increasing customer call volume, OSI developed an outbound calling process that reduced call volume at the company’s internal centers, decreased annual costs by $3 million and improved recovery performance to nearly $12 million.
Situation
By the time a major phone company began to re-engineer its receivables management function, calls to the company’s internal recovery and customer care centers had reached historically high levels. The company feared it would be forced to significantly increase headcount in order to handle the increased call load.
Solution
OSI developed and implemented a new outbound calling process to delinquent customers to reach them before they called the company. The new process reduced inbound call volume at the company’s internal centers and helped normalize customer complaints.
OSI’s comprehensive solution for targeting nearly 1 million delinquent customers per month – and reaching them earlier in the delinquency cycle – started by building a dedicated, best-in-class call center operation from the ground up.
The process:
- Selecting and developing a site
- Staffing and training personnel to work within the client’s customer service methods and procedures
- Providing technical support and integration with the client’s systems
OSI also deployed its proprietary associate productivity and performance monitoring process, coupled with its associate skill development process. These best practices ensured optimum performance for the call center program.
Results
The program relieved inbound pressure on the company’s internal centers. More importantly, it increased client recoveries and reduced costs – while upholding customer service standards:
- Decreased annual costs by $3 million
- Improved recovery performance to nearly $12 million
- Returned more than $20 per $1 spent
- Earned 90% Quality of Service rating – consistently ranked among the client’s top five internal customer care centers for quality and customer service
In a true partnership spanning nearly 10 years, OSI handles 60 percent of the receivables management functions of a leading telephone company, achieving cost savings of 20-30 percent.
Situation
A leading phone company wanted to dramatically expand its direct customer billing activities. Their management realized that implementing and managing every step of the process in house would be cost-prohibitive and challenging. They were concerned about lacking the appropriate process management expertise. And they realized that “doing it themselves” would take focus away from their core competencies.
In an industry-leading move, the phone company decided to outsource their receivables management process. They began a comprehensive search for a high-impact Business Process Outsourcing partner.
Solution
The company chose OSI to handle its first outsourced project: first-party pre-chargeoff delinquency management. Since 1995, the relationship has evolved exponentially into a true consultative partnership.
Today, OSI works with this long-time client on more than 20 receivables projects, managing, consulting and developing procedures for everything from new accounts to first-party delinquencies to account restriction for repetitive debtors.
Sixty percent of the company’s receivables functions are managed by OSI, and much of this effort is supported through two dedicated call center facilities with more than 1,600 dedicated OSI staff.
OSI collaborated with the client to:
- Develop and implement significantly more effective internal recovery methods and procedures
- Develop and maintain an effective staffing model for the company’s internal and external collection centers
- Develop innovative software solutions – including customized performance metrics and usage tracking – at a fraction of the cost that would have been incurred with internal development
Results
By moving beyond tactical support to true strategic partnership, OSI has measurably improved its client’s bottom-line performance.
Specific results:
- Reducing net bad debt
- Minimizing operating expenses
- Gaining an impressive 20-30 percent cost savings on receivables functions
- Launching two call centers – on time and under budget
- Achieving a 100 percent success rate for meeting customer care performance targets
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