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

www.igt.in

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

requirements

• Low CSAT (customer

satisfaction) scores

• Enhancing customer

experience and optimizing

call handling

Tools & Techniques

Used:

Tools: Citrix, SHARES, UC360,

Unimatic, BART, Cargo Manual

Techniques: Kano Model, CTQ

Tree, Fishbone Analysis,

Regression Analysis, Boxplot

Analysis

Client

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. IGT’s

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: IGT’s 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.

www.igt.in

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.

Benefits

IGT met the Airline’s 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

100%

• Call handling Time reduced by

70%

76%

79% 79%

84%

80%

76%

80%

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