• Comprehensive Review: We conducted a full lifecycle review of customer journeys, identifying pain points and efficiency opportunities.
• Strategic Design: Collaborating with our client’s service design teams, we redefined the operating model, roles, and responsibilities.
• Business Case Development: We built a robust business case justifying the transformation and outlining the benefits.
• Outsourcing Model: A new outsourced operating model and commercial structure was defined
• Procurement and Transition: Akina consultants led the public procurement process and facilitated the transition to the new service

• A new customer services operating model with enhanced self-service capabilities was developed
• A compliant OJEU procurement exercise resulted in a new contracted service delivering significant savings and market-leading loan management capabilities

• We swiftly assembled a team of experienced consultants to assess the situation
• Our consultants identified pain points related to test kit fulfilment and user experience during the ordering and payment processes.
• Working with the in house IT team, we launched a new case management platform to systemise customer query handling, deflect contacts to self service and automate basic query handling
• A treatment policy for order backlogs was devised to efficiently handle complaints and enable efficient prioritisation 
• To support the inhouse team, an outsourced team was rapidly upskillled and deployed to increase capacity

• Our collaborative efforts transformed the travel business’s service recovery and operational model.
• We improved customer satisfaction through reduced response time and efficient handling.
• Operational efficiency was enhanced by diverting routine queries to self-service options and accommodating increased demand

• Our team meticulously reviewed CX data and complaint records. By analysing customer interactions, pain points, and recurring issues, we gained valuable insights into areas that needed improvement.
• We identified patterns, bottlenecks, and opportunities for optimization.
• We closely examined the existing CX delivery model. This involved understanding how the central team interacted with retail stores and customers.
• Our assessment revealed a delicate balance—a “push and pull” dynamic—between the central team’s directives and the autonomy of individual retail stores.
• We developed a centralized hub for all customer inquiries. This hub supported multiple languages, ensuring consistent service across diverse markets.
• Leveraging cutting-edge Salesforce technology, we revamped the customer handling process. The new system allowed for efficient case management, personalized responses, and real-time tracking.

• The multi-lingual hub streamlined communication, reducing response times and ensuring accurate information.
• Salesforce integration improved case resolution, leading to higher customer satisfaction.
• The push-and-pull tension eased as the central team and retail stores embraced a unified approach.
• Overall, the client achieved a more robust CX capability, enhancing brand loyalty and driving growthng.

• To help shape the tender, we presented a range of potential future approaches – from BPO Operating Models to Commercial Models, Technology to Locations – to prompt discussion and arrive at a prioritised development roadmap
• Armed with the roadmap, we created a long-list of best-fit BPO providers. This included a range of high-profile global BPO firms familiar to the client and ‘challenger’ suppliers with enhanced technology expertise and qualifications.
• Based on the BPO firms’ credentials and our analysis of the client’s specific customer management challenges, an RFP shortlist was developed
• WE developed the RFP and managed the client through the remaninder of the procurement process until a preferred bidder was selected.
  • We managed the whole process through to a final selection stage.

• The client felt they had a comprehensive and up to date view of the market and that its “ask” of potential partners was clear and tightly aligned with its business goals and culture.
• The consolidation to a single BPO supplier and a committed new development road map resulted in an early annual 6-figure budget saving, which will grow further through the life of the contract.

• Contract Review and Supplier Management Refresh:

  • Conducted a comprehensive review of existing contracts.
  • Streamlined supplier relationships and renegotiated terms.
  • Ensured alignment with business goals.

• Telephony Redesign:

  • Revamped call routing and IVR systems.
  • Improved call handling efficiency and customer experience.

• Stakeholder Collaboration:

  • Engaged with stakeholders to redefine training programs.
  • Established quality metrics for customer interactions.
  • Introduced an eLearning platform for contact center staff.

• Customer Effort Score Implementation:

  • Rolled out a Customer Effort Score (CES) framework.
  • Secured buy-in from leadership for customer experience initiatives.

• Customer Effort Score Implementation:

  • Rolled out a Customer Effort Score (CES) framework.
  • Secured buy-in from leadership for customer experience initiatives.

• Unified View of Customers:

  • Successful migration to a new Salesforce CRM solution.
  • Integration with Zuora billing tool for a holistic customer view.

• Service Provider Consolidation:

  • Streamlined customer service providers across subscriptions, books, and new membership offerings.

• Cost Savings and Revenue Boost:

  • Reduced total cost of ownership by approximately £300k.
  • Enhanced cross-selling and upselling opportunities

• We identified inadequate communications and briefing between marketing and service as the root cause of poor preparedness and resourcing for promotional offers. This resulted in subpar service and missed sales opportunities.
• We also recognized that poorly designed promotions and customer journeys caused confusion, reduced response levels, and led to unwanted query contacts.
• To address these issues, we calculated and shared the commercial impact of both customer failure demand and missed sales opportunities with the commercial and marketing teams.
• Additionally, we created a model to forecast customer contacts based on offer type, medium, and fulfilment profile.
• We established a process for structured and informal communications about planned and reactive promotional offers, emphasizing the customer service ‘voice’ in print and online design to anticipate and reduce failure demand and deflect non-sales opportunity contacts.

• A six-figure reduction in contact centre costs due to reduced failure demand and improved forecasting.
• Increased customer satisfaction and a reduction in complaints related to promotional offers.

Our consultants embarked on a comprehensive 2-year change program:

• Data Analysis and Benchmarking: We began by analysing extensive customer feedback data from students across various courses, age groups, and geographies. We benchmarked existing operations against industry standards.

• Operational Site Review: In-depth site reviews were conducted in 10 representative countries to map existing customer journeys. This validated findings from the data analysis phase.

• Ideation and Operating Model Scoping: Our team collaborated with global business unit leaders to explore operating model options. Assumptions were stress-tested, optimized, and tailored to local markets.

• Detailed Implementation Plan: Once an agreed-upon model was approved, we developed a detailed implementation plan and built a robust business case.

• Agile Pilot Approach: We launched a pilot to test outcomes against the business case. An agile customer lab pilot fine-tuned the solution iteratively.

• The transformed operating model is now fully rolled out, delivering improved customer experiences globally.
• The organization’s CX strategy is aligned with digital transformation, benefiting over 400,000 students across 5 regions.

• We improved day-to-day scrutiny of the incumbent supplier’s performance.
• Established appropriate governance and communication expectations for managing the new supplier.
• Created a robust plan for phased migration, emphasizing shared ownership and commercial incentives for successful achievement.
• Redefined performance targets and processes to align with a homeworking delivery model.
• Collaborated to understand the newspaper brand’s fluctuating demand profile, enabling better anticipation of fluctuations on both client and supplier sides.
• Used this understanding to define the new supplier’s business requirements for their workforce management (WFM) solution.

• A smooth migration between suppliers, maintaining service levels and improving first contact resolution.
• Lower costs and a significant six-figure reduction in contact centre and fulfilment services’ Total Cost of Ownership, achieved through more accurate and efficient demand forecasting.