INCREASE CIRCULATION AND RETENTION, customer service, and operational performance and establish continuous improvement practices in the Circulation Customer Service Call Center and eight Distribution Centers
Project Focus
Designed and implemented a customer focused Circulation Distribution and Customer Service operational model to improve customer service quality and overall performance
Reorganized and streamlined work flows to improve service response, on-time delivery, and quality of service
Developed training programs for staff and management to support the new model
Designed and implemented key performance metrics reporting and management program
Benefits Realized
44% reduction in down routes in Circulation Distribution
29% reduction in Sunday delivery complaints measured as complaints per 1000 delivery
40% reduction in daily delivery complaints per 1000 delivered
85 – 90% of all redeliveries complete within ½ hour of call
71% reduction in Call Abandonment Rates in the Customer Service Call Center from 7% to 3% while expanding hours and no increase in staff
Key Changes
Designed and implemented new roles, responsibilities and routine days for Circulation district managers and Customer Service representatives
Developed and implemented service and quality standards in Customer Service and Distribution
Implemented daily performance measurement through a structured management reporting and communication system which included Key Indicator Reports and Daily Quick Huddles
Implemented a staff planning tool to determine staffing and scheduling requirements based on objective workload assessment
Implemented daily supervisory monitoring of calls between CSRs and customers in the Circulation Call Center
Developed a quality assurance program intended to sample 10% of new circulation solicitor sales orders and 5% of circulation complaints each day with CSRs making the sampling calls
Designed a comprehensive Customer Retention Model to guide Circulation management through the various planning, tracking and reporting processes necessary to dramatically improve customer retention
Redefined “service delivery complaint” to mean any call received to complain about service, delivery location or physical quality of the newspaper, not just “no/late papers”
Implemented staging of papers at all distribution centers to improve carrier productivity and timely delivery of the paper
Designed a carrier recruitment and orientation program
Implemented expanded hours of service redelivery with Circulation adjusting district managers’ schedules
Developed an independent carrier contract that includes standards of performance to hold carriers accountable to standards of service delivery
Designed and implemented a management development program to strengthen management skills and practices at all levels
Designed and implemented an employee skills training program. Prepared front-line staff to be trainers who train on critical skills modules and develop programs to meet future training needs
“We were very impressed by the quality of the procedures and the process by which they were being developed."
Member - Metropolitan Planning Council
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