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• Case study
  • Woolstar
  • Urząd Gminy w Kleszczewie

Woolstar

Customer

Woolstar

Wdrożony system

Smartfon Call Center

Description

Implementation of call centers for WOOL STAR

• Firm

WOOLSTAR Company is one of the leading Polish manufacturers and distributors about the qualities of wool bedding health. The company's collections have a modern design, giving the latest fashion trends is confirmed by, inter alia, a collection designed by Arkadius.

WOOLSTAR distributes its products based on direct sales. An important element in the operation of telemarketing company is contracting meeting.

Telemarketing performs several thousand calls a day and invites you to meet more than 30 thousand. Customers per month. Such a number of interviews completed per day is a challenge in ensuring effective communication of voice and business processes.

• Challenge

Prior to the implementation of the company had stabilized and a market position. Telemarketing department was well organized but it was not equipped with a tool that work and dynamics modeling of changing business processes. Further development of the telemarketing demanded a rapid, complete and reliable information flowing directly from the department of the organization and the positions of advisers and coordinators. Department of organization and division using the clearing work is not always compatible with each of the programs. Most of the work transferred to consultants were made without the use of a computer system only through the posting of work in the form of printed documents. Department of organization and department accounts used to work exclusively spreadsheets, which were recorded in the event business. The results of the consultants were reported to the billing department directly by the same consultant in writing.

Telemarketing in the field of voice based telephony GSM pre-paid cards. Consultants benefit from traditional hearing on the SIM card or mobile phones.

The scale and pace of development has forced the organization to apply a consistent system in the area of telemarketing and voice communication.

• Objectives

Reasons, implementation of call centers, there were several. The first reason was the need to introduce a uniform system to zamodeluje whole process in the area of telemarketing and related areas.

The second reason was the need to optimize for voice communication. It was essential to support the work of consultants, the system automatically initiate a call, which will be efficient, provide high quality voice and will last forever. This system would also include additional mechanisms to eliminate the time spent on incorrect or erroneous dialing numbers

Another reason was the need to test call center performance in real time. Providing a wide range of reporting was to be a source of job evaluation consultants and the basis for the calculation of wages.

Another of the objectives was to start gathering data about customers in order to cull more specific target groups for the future CRM mechanisms were also primarily support the work of consultants contracting domestic meetings.

At the end of the possibility of presenting statistics and charts in real time consultants would introduce incentive mechanisms.

• Process implementation

The decision to implement a system Smartfon Call Center was taken after several months of analysis and testing different solutions.
Implementation was preceded by a thirty dniowymi tests Smartfon Call Center system in the basic version on a group of several consultants. Tests and analysis have allowed a pre-determined additional functionality and modifications in the following areas: organization and delegation of work to consultants, reporting to the billing department, managing teams of consultants and the process of organizing meetings at home.

At the same time sustained negotiations with telecommunications providers. Due to unfavorable geographical location the company is only one operator, who was able to provide an adequate number of E1 links.
 

Work began with the preparation of structured cabling. It had to be made so that aesthetically combines perfectly with the existing position of the consultants. By replacing traditional phone softphonami was necessary only to computer cabling solutions at reduced costs. Then arose server and server communication, active equipment, server, database and application server. The last element was the preparation of positions telemarketers. Due to different configurations of computers, a decision was made after the release of the consultant on his profile just a web browser (to work in
Smartfon Call Center System), and softphone applications. This action completed the first phase after four weeks from the start of implementation.

At this point, it was possible to carry out the import of data and filling the dozens of millions of database records. Because the lead telecommunications operator connections turned out to be a major challenge has been decided to run the system without the integration of telephony and on the use of previously used GSM. This allowed to start two-day training cycle, after which they were running all four big teams of consultants telemarketing. After a week of over 40 consultants work benefited the exclusion from the call center system.

Before running the team of consultants arranging meetings home it was necessary to carry out further analytical three meetings. These meetings have resulted in an analysis of the implementation of the document and after two weeks of work the project team started training one-day meetings of coordinators and consultants households. After the first week, the consultants began work on the house system.

The last step was to connect the telecommunications connections to the communication server and run the entire telemarketing phone service.

Throughout the implementation of sustainable work on reporting to the Department of Settlement and consultants module presents real-time parameters of the call center.

• Benefits

Implementation of Call Center Solutions smartphone has a positive effect in the entire telemarketing department's Woolstar. The system helps to more effectively manage the consultants and the results of their actions. Computerization greatly speeded up the process of handling and recording of data, so that at the same time can carry many times more bezbłędnych operations, without increasing investment in management. Faster access to data reduces labor costs and enables faster decision-making. Increase the capacity of processing and recording of information allowed to focus on substantive issues related to human resources.