When First Call Resolution (FCR) began to be promoted as one of the new key performance indicators measured by the Blue Cross Blue Shield Association, Excellus BCBS took action immediately.
A top priority for Excellus BCBS Customer Care leaders is efficiency. To measure FCR effectively, they knew they needed to focus on exactly how calls were being handled and to better understand the optimal flow of each type of call. Serving multiple types of customers, with increasingly complex issues, Excellus BCBS knew they had their work cut out for them.
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With the rollout of the Affordable Care Act (ACA), health plans such as Premera Blue Cross faced a number of customer service challenges – and its reps were taking the heat on the front line.
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Blue Cross Blue Shield of Michigan’s (BCBSM) Auto
Service Center division needed to improve its call center metrics
The organization’s contact center hoped to raise scores even higher by implementing a more structured process.
Premera wasn’t content to accept status quo and believed it could further improve FCR.
BlueCross BlueShield of Tennessee wanted to redefine the way the organization took care of their members – and to give their employees the skills to do so.
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Florida Blue needed to improve FCR (first call resolution) and the member experience. Working to improve their ranking among the Blues organizations, senior leaders knew that key elements needed to change at the frontline.
Over the past several years, the organization – and the entire energy industry – had been undergoing transformation, building a more reliable electrical system. And they began using information from this system to give customers more detailed information about their energy usage so they could conserve energy.
In 2007, Prime Therapeutics’ contact centers were faced with customer satisfaction scores that, though adequate, left room for improvement. They didn’t have a structured process in place that enabled agents to manage customer issues in a consistent way. And, they knew they needed to refine their coaching process to ensure that changes to the frontline were supported and sustainable.
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Customer satisfaction and loyalty are the cornerstones of the Bank of Montreal. The bank’s mission is to continuously and rigorously define new levels of customer service and excellence. To meet that corporate objective, BMO’s call center, known as Direct Bank, was looking to a launch a skills-based training program to deliver the desired client experience and achieve incremental closes. Plus, it wanted to enhance its coaching program to do so.
Premera Blue Cross was looking to improve its FCR (first call resolution) because it ranked in the 3rd quartile among all Blue Cross affiliates. In order to stay in compliance with the Blue Cross Blue Shield Association, as well as with federal regulations stemming from the recent healthcare reform, Premera needed to improve this metric by making its overall member experience more efficient and effective. Plus, it wanted to be able to transform leaders into coaches, because the organization realized that an enhanced coaching program was key to elevating and sustaining the performance of the frontline agents.
Wanting to improve the service it provided its customers, CenterPoint Energy confronted several challenges. Not only was the utility industry going through change, CenterPoint Energy encountered the advent of new technology, such as the Smart Grid, and rising customer expectations. Plus, it faced a cultural divide with two contact centers in Texas and Minnesota, along with two outsourced, third-party call center providers.
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“Our Member Satisfaction Surveys came back and we scored in the superior range for member satisfaction two years in a row! Clearly, we have made the call strategy part of our normal business. We owe much of the credit to your solutions and your team.”
“With Ulysses, we found a coaching practice that includes an ongoing cycle of call review, calibration, and feedback that enables continuous and ongoing improvement. ”
“Customers should be at the center of what we do. We could have spent a lot of time figuring out best practices by ourselves. Instead, we partnered with Ulysses Learning to determine what makes a good customer experience – and trained our employees to make that happen.”
“ServiceMentor gave our agents the structure they needed. This meant our customers could expect to receive the same level of service each time they called. After taking all of our agents through the training, the reaction – and outcome – has been extremely positive.”
"I'm all in when it comes to the Call Strategy. It is such a powerful tool when used effectively. What I love about coaching is that it allows me to "draw out" the innate behaviors of the Service Advocates and their leaders and align those relevant behaviors to the Call Strategy."
"Our program with Ulysses Learning wasn’t just about servicing calls, but how team leaders can effectively coach their associates. Anyone can roll out a program but if there isn’t a strategy that reinforces the training, then it’s just another program. Coaching is the key to sustaining our success."
“The difference over the past several months has been phenomenal. The coaching is now clear, and concise. Our advocates have responded very well to it.”
“We received some great feedback about the Ulysses Learning program. One of our customers said, ‘I called and expected to have to explain my situation to five people before I reached someone who could assist me. Instead, my rep NAILED IT! She listened closely and even repeated everything I said, so I knew she was listening and understood the issue. Every time I call MedSolutions, I am taken care of by such professionals.’ ”
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