logo-usps US Postal Service
Problem: USPS was providing telephone customer service far below industry standards. Busy signals when calling the more than 40,000 Post Offices nationwide were frequent, and information often was inconsistent or inadequate.
Resolution: A network of National Service Centers under a single 800 number was created to provide 24-hour/365-day-a-year customer access. In a call center environment, service level is measurable and trained agents have quick access to reliable, consistent information.
Result: The average handle time for calls has dropped from more than 6 minutes to about 90 seconds. Millions of dollars are saved annually. USPS now meets or exceeds customer service quality standards and the system has become a model for government agencies and private companies alike.
logo-goodrich BF Goodrich
Problem: Telecommunications costs needed to be assessed and an inventory system developed. This effort identified the need for company-wide system planning and a cost-optimization program.
Resolution:System mapping and a reengineering of connections followed strategic planning. Total system expenses were identified, allowing overall cost reductions.
Result: Complete office interconnectivity and greater telecom efficiencies. Equipment and line costs were reduced by more than $100,000 per year in one office alone.
logo-bars BAR-S FOODS
Problem: Telecom costs had increased substantially, in part because of fast growth involving the 17 offices in the corporate network.
Resolution: Voice and data functions were merged into one network by utilizing compression technology. This resulted in increased network throughput. Four-digit dialing was implemented and long distance charges eliminated for interoffice calls. Leases and other contracts were renegotiated at lower rates.
Result: A more efficient voice and data network was created, with equipment purchases totally funded by savings. The ROI on capital equipment was only 5 months and network costs were reduced by $300,000 per year.







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