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| Client: | A geographically dispersed Cable MSO supporting more than a dozen systems with local customer care centers. | |||||
| Problem: | VOD, DVRs, digital phone and growing commercial services were adding complexity to sales, service and ongoing customer support. The local touch and personal knowledge of the markets were beneficial to maintaining intimate customer relations, but the decentralized configuration was straining the division’s ability to provide advanced support for the broadening range of product offerings across all locations. | |||||
| Approach: | Senior Tunnell Principals worked closely with the entire management team to characterize business challenges. Although the management team had been discussing and evaluating the merits of a new strategy – the combined organizational and process complexities had distorted a vision for the future. The team was led through a rigorous decision-making process that blended organizational change topics with decision-support tools, affording the team total visibility to their opportunities and concerns. | |||||
| Results: | The
strategy project cemented consensus for the entire management team
and painted a clear path forward that: • Identified a completely new (and different) customer care network strategy • Clarified the management team’s respective roles in the change process with regards to sponsoring, supporting and advocating initiatives • Prioritized the major steps toward implementing the new network and realizing its benefits • Caused management to immediately reevaluate previously-agreed and budgeted capital projects, in exchange for pursuing business initiatives that will maximize ROI while maintaining customer service levels |
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