IGT Customer Success Story - InterGlobe Customer Success Story Customer Success Story Improving Customer…

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  • InterGlobe Technologies Pvt. Ltd. 2012. Confidential: Not for Distribution.


    IGT Customer Success Story

    Customer Success Story

    Improving Customer Satisfaction for

    Cargo Contact Center Operations www.igt.in

    Business Need

    Operational inefficiencies due

    to captive environment

    Inability to manage

    seasonality of market


    Low CSAT (customer

    satisfaction) scores

    Enhancing customer

    experience and optimizing

    call handling

    Tools & Techniques


    Tools: Citrix, SHARES, UC360,

    Unimatic, BART, Cargo Manual

    Techniques: Kano Model, CTQ

    Tree, Fishbone Analysis,

    Regression Analysis, Boxplot



    A leading U.S. airline providing passenger and cargo services and operates

    in over 1000 destinations worldwide.

    Project Improving operational efficiencies to ensure optimal CSAT scores for the

    Cargo business

    IGT Solution Cargo is a leading driver of global trade and ensuring consistent quality,

    efficiency and communications remains ever critical to the industry. IGTs

    assessment of the on-going process and market scenario identified

    inefficiencies in call management, issue resolution times and booking

    process, leading to poor CSAT scores. Both General Cargo tracking and

    pet cargo handling calls were found to have recorded the lowest CSAT

    scores. To drive a quick turnaround, different call categories were outlined

    for structural and communication optimization based on growth scenarios,

    traffic forecasts yielding long-term CSAT value.

    Dedicated Project Team: A Six Sigma Project was launched to reduce

    variation between the calls and improve customer satisfaction. IGT

    undertook a phased approach to ensure optimum efficiency; smooth

    handling of processes and managing the standard deviation. A dedicated

    panel of IGT Travel Experts consisting of a Six Sigma Professional and

    Subject Matter Experts (SMEs) from both operations and quality teams was

    brought together.

    DMAIC Approach: Absolute focus was applied on analyzing all factors

    leading to customer dissatisfaction and providing solutions to improve

    overall customer satisfaction performance. A complete end-to-end

    enablement process from Define to Control phase of the Six Sigma project

    was adopted to drive short-term customer experience as well as future

    consistency in CSAT. Steps:

    Define Measure Analyze Enable

    Define: Critical-to-Quality (CTQs) parameters were defined along with the

    project scoping and statement of current performance statistics as

    benchmarks to sustainable efficiency.

    Measure: IGTs domain-specific travel experts utilized industry models to

    measure inconsistency in CSAT scores. Kano Model was used to identify

    and move from TGW (Things gone Wrong) to TGR (Things gone Right).

    One key finding was the correlation of Customer handling time with CSAT.

    It was observed that longer the call time, higher the DSAT in case of

    General Cargo calls.

  • InterGlobe Technologies Pvt. Ltd. 2012. Confidential: Not for Distribution.


    IGT Customer Success Story

    Analyze: Additionally, Fishbone analysis and regression analysis were

    conducted to derive the statistical relationship of CSAT with various

    factors like communication, resolution and response time. Weekly

    CSAT prediction model was derived using observations from

    regression analysis. Boxplot analysis was conducted to verify team

    variation across the floor which suggested that not all agents have been

    following the defined process.

    Improve: IGT introduced LEAP (Learning Efficiency & Accuracy

    Program), a three-phased process-focused training program for all

    agents to improve their customer handling skills forging long-term

    loyalty, business continuity and CSAT growth. Refresher modules were

    prepared for agents and an average assessment score of 85% was

    achieved. Efficiency was further enhanced through:

    Scenario-based Refreshers

    Call Listening Session & Self-evaluation

    Tool Utilization Spot-check

    Pet New Booking Role-play

    New Initiatives: To ensure sustainable operational excellence IGT

    implemented business process redesign with successful system

    migration to Citrix and a new call back process. A centralized

    knowledge repository tool was implemented for all process and product

    related updates. IGT established a TL Mentorship Program dedicated

    to drive better synergies between the Team Leads and the agents.


    IGT met the Airlines strategic

    priorities to ensure CSAT, stay

    competitive and provide the

    prerequisites for long-term

    sustainable business value.

    Improved Customer

    satisfaction with a consistent

    CSAT score of 87%

    Reduction in DSAT by 60%

    TAT and SLA compliance hit


    Call handling Time reduced by



    79% 79%





    84% 85%

    Pre & Post - Performance Pre SIx Sigma Process Process Sigma - 2.31 CSAT Socres - 78%

    Post Six Sigma Process Process Sigma - 3.63 Q2 Socres - 83%

    Measure & Analysis Phase of Six Sigma