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Dear Editor,
Contact centers face the continuing challenge of becoming
consistently better at what they do while addressing issues
of cost, profitability and ROI. No small order in a highly
competitive industry that contends with a number of variables
that often appear to be in a general cycle of flux.
The enclosed Case Study outlines the remarkable success of
Carlson Leisure Travel Services (CLTS), a division of Carlson
Companies, Inc. Since its creation in 1997, this provider
of point of redemption services for financial institutions
and credit card reward programs has experienced 52% revenue
growth annually, while continuing to increase customer satisfaction.
Determined to maintain growth while providing best-in-class
services to its clients, CLTS adopted a course of action that
set in place a strategy extending across the organization.
The result was the establishment within CLTS of a "Culture
of Continuous Improvement" that increased profitability
and raised levels of customer satisfaction while reducing
operational costs.
This Case Study will take your readers through CLTS' journey
and introduce them to the COPC-2000® Standard and Six
Sigma as the double-edged approach that holds the capability
of taking their call center to the next level of operational
performance.
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