Comcast New Billing Program
- Posted by Joe Crandall
- On November 9, 2015
- Solution: Implementation, Solution: Lean, Solution: MSO
Greencastle revitalizes Comcast billing support resulting in reduced call time and frequency, increased sales, and improved customer perception.
In 2006, Comcast sought to implement a Signature Series billing system to improve popular perception while decreasing customer service call volume related to billing inquiries. Greencastle Consulting was tasked with planning the roll-out of the new system, and to ensure its implementation with optimal customer satisfaction.
Development began by determining the ideal consumer billing experience. Collaborating with field and other corporate stakeholders, Greencastle poured over consumer criticism, identified resource leaks within the billing department and identified ways to springboard an updated billing system model into a new means of generating sales.
The first goal was to standardize the process and eliminate basic, avoidable mistakes, while simultaneously focusing on bill presentation and method of delivery. The successful twelve-month implementation of Signature Series billing demanded both consistency between customer invoicing and service implementation and continued effective communication between the marketing department and customers during the transitional period. Achieving these goal significantly reduced customer confusion and call center stress. By collecting data from field agents and billing department executives, the Greencastle team identified the fact that preventing consumer confusion up front significantly decreased volume at call centers and freed resources.
Utilizing “train the trainer” techniques, Comcast better prepared their call center managers to perform training assessments, develop training curriculums and to conduct follow-ups and evaluations based upon newly adopted metrics. These metrics were developed by the Greencastle team using established criteria such as call frequency, number of complaints, average resources spent resolving problems, as well as the efficacy of newly-implemented guidelines to improve post-interaction consumer satisfaction.
Because Greencastle’s team identified reusable assets, the new billing system also became a vehicle by which to drive sales. Seeing an inherent opportunity to maximize resources already spent, the team researched ways to simplify the billing experience and increase direct customer spending. Instead of customer service becoming bottlenecked with complaints, the department saw a smaller payload of unhappy customers and was well-prepared to convert the billing inquiries it did receive to sales inquiries. Not only did Comcast accomplish its primary objective to see a reduced call volume related to billing questions, it also managed to see improved customer satisfaction as reported by JD Power survey results.