Help Desk Support Center Evaluation and Improve Service - IHS Support Solutions Project Summary

Evaluate, Re-Architect, & Implement Internal Support Center

The Americas sales and distribution division of an international firm that manufactures and sells luxury brand products for the kitchen and for dining.

The firm’s information services (IS) department was receiving an increasing number of complaints from internal customers that its support center was unresponsive and ineffective. In particular, the remote sales force, whose effectiveness depends on the critical information contained in IS-department applications, was extremely frustrated. Additionally, morale and job satisfaction levels were dropping within the IS department, as highly skilled technical personnel were required not only to develop and maintain applications, but also to deliver first line customer support.

The IS department engaged IHS Support Solutions to evaluate its support operations, recommend improvements, and implement a solution.

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The firm’s IS Response Center has become the single point of contact for the company’s IS department, yielding the following tangible benefits:

Resolution times for problems reported by the remote sales force have been reduced by 53%
Cost-per-call has been reduced by approximately 37%
Call volumes and customer satisfaction have increased
Service response times have decreased
Overall productivity and morale of the company’s IS department has increased

Recommended a complete re-architecture of the IS support operation based on requirements communicated by the business units.
Re-engineered the support processes, documented procedures and helped set policies.
The new support operation encompasses an Automated Call Distribution system, incident control system, and problem management system. Special attention was given to satisfying the unique requirements of the remote sales force.
Supplied, at the client’s request, the support professionals needed for the new operation through its “insourced” managed service approach.
Under this service delivery model, IHS became accountable for managing, staffing, and operating the client’s support center on the client’s premises.
This eliminated the need for the client to manage and maintain a support staff, yet offers the ability for the client to oversee its center since it remains on premises.
In this client’s case, this enabled its IS technical staff to focus on its core competencies and interests: developing and maintaining software.
Developed and executed an aggressive marketing campaign to introduce the new “IS Response Center” to the company