• Beneficiary department receiving complaints about change of beneficiary process—too long, too many forms, 10% of requested changes did not take place
• 50% of requests handled through “exceptions” process
• 60% of beneficiary requests were sent back to customers for further information
• Same request often handled as many as 3 times

Actions:

• Document process
• Identified areas where additional data was required
• Used TACTIC (operations measurement construct) to collect data
• Identified process problems and priorities for improvement

Results:

• Redesigned forms to eliminate 90% of the requests for additional information
• Increased throughput of beneficiary changes by over 100%
• Saw immediate improvement in customer perceptions of responsiveness and ease of doing business as measured by TACTIC
• Deceased customer complaints
• Defined new set of ongoing process measures based on TACTIC

• Deregulation of the Utilities Industry
• Facing first time ever competitive bid situations
• Needed to create a customer focused sales culture

Actions:

• CDCI collected data from customers, internal resources, and new executive sales team
• CDCI constructed a customer/internal survey based on this internal research
• CDCI designed and delivered a customized sales curriculum
• In conjunction with the client, CD designed a 360 feedback process for the new Sales organization

Results:

• Identified key utility sales/sales management behaviors
• Established a baseline performance level
• Baseline metrics used as basis for ongoing measurement
• Retained single largest customer in highly competitive situation

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