BBQs Galore redesigned operations resulted in 40,000 hours of time saved

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In this case study discover how a customer remediation model:

Decreased customer complaints by 20%
Reduced case management activity by 70%
Improved average handling times by 22%
Increase net promoter score (NPS) by 53%
Reduced customer transfer rates by 83%
Exceeded sales performance targets by up to 103%.

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THE SOLUTION

Probe CX was engaged to complete a full assessment of digitization opportunities across several departments. At the end of this assessment, the following recommendations were made across four key operational areas:

IN-STORE OPERATIONS

Re-routing of all inbound calls from in-store to their contact center to allow for more time to be spent improving the in-store customer experience. It also enables warranty claims and product enquiries to be managed in a standardized way.
In-store receipting automation for goods coming from their distribution center to allow for immediate communication with internal systems to increase inventory management accuracy.
Automation of communication for customer lay-by products to provide customers with an option to arrange home delivery services to decrease lay-by stock held in store.
Implementation of automation for customer payment installments to decrease the chance of products not getting paid for and picked up after their initial deposit.

FULFILLMENT OPERATIONS

Deployment of an inventory management system for all franchisees to make their inventory reliable and available online to ensure real-time inventory analysis
Providing checks within internal interfaces to increase the reliability of inventory and reduce the chances of missed sales due to incorrect stock levels.

CONTACT CENTER OPERATIONS

Incorporating a sales channel for their contact center to increase revenue.
Implementing an order and parts tracking system to reduce cancellations.
Creation of an online technical information forum to decrease contacts about technical issues or product use.

SHARED SERVICES OPERATIONS

Documented accounts payable and receivable processes and implemented image scanning technology with predefined rules for invoice processing.
Established an offshore shared service center covering finance and accounting, IT, finance, marketing and content support.
Reduced labor costs by transitioning onshore roles to offshore positions: three accounts payable officers, one accounts receivable officer and a team leader.