viewpoint

Volume 4
Number 1

A Root Cause Analysis Strategy for

Improving Customer Satisfaction
“What Can Jethro Tull Teach Us
About Customer Service?"

Introduction
In the largely agrarian 17th century economy, In many ways, customer service operations
farmers struggled to improve centuries-old today are riddled with the same inefficiencies
inefficient processes. Traditionally, seeds that were faced by 17th century farmers. This
were thrown, or "broadcast," which made it paper examines the successful, innovative and
difficult to weed and harvest the crop. Finally, cost-effective solution one customer-centric
farmers used a "dibber," a board with holes company deployed to identify and address the
evenly spread apart, for planting crops. A causes of customer dissatisfaction.
stick would be pushed through the holes, and
a seed placed in the hole made by the stick.
This was effective and targeted but also The discussion includes:
tedious and time-consuming. It was during
this time that a farmer named Jethro Tull (in I. Need for Strategic Root Cause
addition to inspiring flute-playing rock-and- Analysis in Customer Service
rollers everywhere), invented the seed drill
using parts from the foot pedals of his local II. Challenges of Strategic Root
church organ. Tull's drill sowed seeds in Cause Analysis
uniform distance and the runners on the drill
III. Identifying Drivers of
made holes that allowed the seeds to be Dissatisfaction – Crafting the
sowed at uniform depths. It also enabled a Solution
consistent, precise method for harvesting
since the seeds would grow in predictable IV. Benefits
patterns. Ultimately, his invention enabled
V. Can Your Company Find the Root
mechanized farming and is recognized as one
Causes of Customer
of the driving forces of the industrial Dissatisfaction?
revolution.

© 2004 DiamondCluster International, Inc. All rights reserved.

This Viewpoint was prepared by Steve Rudolph, Amaresh Tripathy, and Michel DiCapua.

Contact: Mark Keeley OR Steve Rudolph

Managing Partner, Telecom & High Tech Practice Principal, Telecom & High Tech Practice
Strategy & Business Analytics Strategy & Business Analytics
312.255.5642 312.268.3752
mark.keeley@diamondcluster.com steve.rudolph@diamondcluster.com

Despite all of the money spent on customer
satisfaction and CRM systems, many
companies are no closer than they were 20
years ago in understanding the specific drivers
of customer dissatisfaction. With only 16% of
companies stating that CRM implementations
result in "measurably improved business
1
performance," the most basic questions still
remain unanswered:
! Why are customers dissatisfied?
! Why are customers calling care?
! Why do customers defect?
! And most importantly: What can we
do to increase customer satisfaction
cost-effectively?
Just as Tull's seed drill mated the range
afforded by the broadcasting process with the
targeted precision offered by the dibber,
answering customer service questions
requires a strategic approach that is at once
wide-ranging and targeted.
This paper outlines a root cause analysis
strategy developed by DiamondCluster in
collaboration with a national
telecommunications carrier to address
customer service issues.
viewpoint
Root cause analysis reveals the underlying
causes behind customer dissatisfaction and
leads to targeted actions to resolve them. It is
based on the understanding that strategic,
rather than merely operational, methods are
required if companies aim to be serious about
solving the challenges of customer
satisfaction.
The strategy follows the design and
implementation of "code-based intervention."
Code-based intervention enables targeted call
monitoring and analysis by employing a
coding schema for inbound calls that is then
matched to actual call recordings. In this way
the carrier can hypothesize about root causes
and subsequently validate, quantify, and
tactically respond to these problems. When
combined with existing primary and
secondary research tactics, code-based
intervention greatly increases a company’s
confidence in decisions that have far-reaching
impacts on customer satisfaction, retention,
and the cost of service.
Implemented for less than $1million, the
solution has allowed the carrier to identify
over $60 million in variable cost savings
within the first 6 months after
implementation.

1
Krass, Peter, "CRM: Once More, Without Reeling," CFO Magazine, March 17, 2003. Citing AMR Research, Krass notes
the following percentages of companies achieving various levels of success with CRM implementations: 12% - Failure:
started but failed to go live; 47% - Implemented: went live, succeeded in the technology aspects, but business change
and adoption failed; 25% - Adopted: Succeeded in both adoption and systems, but could not quantify business benefit;
16% - Improved performance: Reached the promised land. It measurably improved business performance.

2
 I
“Companies in many industries
need to be able to identify
drivers of dissatisfaction in order
to reduce costs, increase
customer satisfaction, and
prevent defection.”
Need for Strategic Root Cause
Analysis in Customer Service
Conventional approaches to customer
dissatisfaction have encountered the
weaknesses of either the broadcasting
technique or the dibber. Traditionally,
companies have used primary research tools
such as customer surveys and focus groups to
understand customer dissatisfaction. They
rely on third-party firms who are divorced
from the day-to-day business operations. A
broad analysis such as a closed-ended
customer satisfaction survey may capture
general feedback: customers are disgruntled
with the company's customer service; or
customers primarily choose products based on
price; or the company suffers from an overly-
conservative brand. But these types of results
are often already obvious or are not specific
enough to be actionable. Additionally, self-
selection or other biases to which surveys and
focus groups are prone may skew the results.
Similar to broadcasting, there is no efficient
and clear way of harvesting actionable
information from this process.
On the other hand, more rigorous hands-on
analysis, such as live monitoring of inbound
calls, suffers from the same issues as the
dibber. It is very time-consuming and
expensive to make the process effective and
actionable. A small sample of calls may give
the listener insightful detail into particular
customer concerns but it may not be
representative of the customer population as
3
a whole. Conversely, the call may be
representative of the customer population but
due to the broad range of issues covered in
the calls monitored, may not be sufficiently
detailed or actionable.
As the shortcomings of these methodologies
are exposed, the need for a strategic
approach to customer service becomes even
more important. Barriers to switching
between products or service providers are
constantly falling. The growth of the Internet
has empowered customers with access to a
wider range of consumer choices in an
increasingly competitive business
environment. Customers are becoming savvier
in their choices and would not give a second
thought to switching loyalties when faced
with a situation where their needs are not
consistently met. These current realities,
coupled with regulatory changes, such as
number portability in telecommunications and
HIPAA in the healthcare industry, make
dissatisfied customers even more likely to
defect. In short, companies in many industries
need to be able to identify drivers of
dissatisfaction in order to reduce costs,
increase customer satisfaction, and prevent
defection (churn). Moreover, companies need
to strike a careful balance between cost
reduction and the potential loss of customer
satisfaction. In most cases, this is easier said
than done.
 CASE STUDY
Keeping Customer Service a Key Competitive Lever

A wireless telecommunications operator was facing high call

volume in customer service operations and declining customer
satisfaction. The average call per subscriber was above the
industry benchmark. With the cost between $3-$5 per call,
customer service operations were a significant portion of their
general and administrative expense. Realizing that customer
service is a key competitive lever in an industry with declining
margins and high churn, the operator decided to elevate their
customer service operations from a tactical to a strategic level.

The carrier charted a three-step process:

1) Creating a coding schema for inbound calls, allowing the

operator to categorize the root cause prompting a customer call
and to obtain a "radar view" of the issues;

2) Developing a statistically significant tentative causal model

for the relationship between coded events and their value (i.e.
hypothesize and prioritize);

3) Intervening when the causal relationship is established

("deep-dive" analysis) – and creating strategies/tactics to
address and resolve the issues.

The solution integrated statistical process analysis with off-the-

shelf technology already in use by the call centers. It also
required staffing a specialized root cause analysis team to
support the ongoing process. The solution allowed the carrier to
conduct accurate, actionable, cost-effective root cause analysis
for the first time. This paper explores the challenges presented
by strategic root cause analysis, how the solution created by the
organization met their challenges, the benefits achieved, the
obstacles that were faced in implementation and execution, and
the applicability of this solution to identifying drivers of
dissatisfaction in other industries.

4
 II
Challenges of Strategic Root Cause Analysis
Do you ever wonder why you often hear the enabling call center managers to grade their satisfaction, it is extremely difficult to
message, "Your call may be monitored for specialists. Call monitoring for root cause validate and quantify the extent of customer
quality assurance purposes," but you seldom analysis purposes, on the other hand, satisfaction issues, forcing most companies to
hear, "This call may be monitored for the represents a strategic version of primary jump from hypothesis generation immediately
purpose of improving customer satisfaction?" analysis. Indeed, many companies are not to implementation. Often, problems are
Most likely, the reason is that many accustomed to leveraging a tool such as call identified through anecdotal information – the
companies perform primary analysis for purely monitoring for strategic purposes such as "problem of the moment" that catches the
operational reasons. The carrier in the case understanding and improving customer attention of a customer service supervisor or
study (p.4), for example, was already satisfaction. department VP.
performing call monitoring on a regular basis.
Nonetheless, when it did so, the monitoring Yet even for those companies that do use
was typically targeted at the agent level, primary analysis to address customer

Strategic Root Cause Analysis Overview

Objective Outputs Typical Issues
A ! A lightweight front-end to existing ! Summary of available data; determine ! Current data sources and collection
Analyze impact of results to determine future improvements

operational and transaction systems to level of statistical accuracy and methods require revision to ensure
Gather Data
allow a faster, more flexible application actionability accuracy and actionability

! Generate hypotheses as to the ! Brief articulation of several key ! Hypotheses often based on incomplete
B underlying causes of customer hypotheses that need to be validated or or anecdotal evidence (e.g. Executive
Generate interactions based on available data disproved complaints, one-off call monitoring)
Hypotheses sources

! Validate hypotheses through direct
C observation (call monitoring, market
Validate surveys) and statistical analysis
& Quantify
! Identify the “quick hits” and long-term
D changes required to optimize the
Develop targeted customer interaction
Action Plan
! Form teams to implement required
E actions across the organization
Implement
Actions
! Track the impact of the results and
F determine if the root cause has been
Track Results addressed
! Quantification of detailed reasons for
root causes of customer interactions
! Detailed workplan: timeline,
dependencies, and responsibilities
! Implementation of identified actions
! Resolution of problem or generation of
new hypotheses if not resolved
! Resources and methodology not
available to perform “deep dive” of
strategic root causes of dissatisfaction
! Determining proper action difficult
without understanding of specific,
actionable causes of dissatisfaction
! Implementation cannot be prioritized
correctly without validating scope or
scale of problem
! Data sources and tracing methodology
not available to track results and isolate
impact of actions

Many companies perform some type of root cause analysis to drive out the underlying reasons of
customer dissatisfaction; however, most do not validate and quantify their hypotheses prior to
implementing proposed solutions.

5
There are typically two problems encountered
by companies that attempt a systemic
validation and quantification of hypotheses
through primary analysis. The first problem is
that many forms of primary analysis have
basic statistical biases. An outbound survey
of sources of customer satisfaction and
dissatisfaction may evoke responses from
only the most frustrated customers with the
most reason to vent (or, it may be asymmetric
on the other side, drawing responses only
from the most pleased customers who are
happy to contribute a short amount of time to
their preferred service provider). If the first
problem with primary analysis conducted
through surveys and focus groups is the
slippery slope of bias, the second problem is
that primary analysis conducted too broadly
(e.g. through generalized call monitoring)
gives statistically valid and believable results
but which are often too obvious and
generalized to be actionable.
Based on our extensive work with
telecommunications carriers there are two
alternatives they typically consider in
executing primary analysis through call
monitoring that is at once broad enough to
give statistically valid, unbiased results as
well as detailed enough to provide actionable
conclusions. Either the company hires a large
team dedicated exclusively to monitoring and
analyzing large, random sets of calls, or the
company tries to implement sophisticated
automated tools to perform these functions.
Both solutions turn out to have drawbacks.
Hiring a team of call monitors is prohibitive
due to labor costs and the massive amount of
data that requires analysis. Automated call
monitoring tools have various strategic or
technological shortcomings. For example,
text-mining software (which combs through
notes typed in by specialists as they listen to
calls) is vulnerable to inaccuracy, sensitive to
user-defined key words, and prone to human
typing errors. Also, notes entered by
customer service reps often contain the
solution to the problem (e.g. "gave customer
$5 credit"), rather than the root cause of the “A winning solution for customer
trouble (e.g. "customer stated that they were satisfaction root cause analysis
misinformed of service fee"). On the more
technical side, voice recognition systems would deliver a complete,
would be useful but may not yet be ready for statistically valid picture of the
implementation.
issues...”
It is clear that sound root cause analysis is
required to strategically address customer
dissatisfaction, and that such analysis is
dependent on some form of primary analysis.
But it is also clear that conventional call
monitoring approaches either do not make
economic sense or fail to provide significant
and/or actionable value. Instead, a winning
solution for customer satisfaction root cause
analysis would deliver a complete,
statistically valid picture of the issues; it
would lead to actionable recommendations;
and it would be capable of being implemented
at a manageable cost.
6
Identifying Drivers of Dissatisfaction –
Crafting the Solution
The solution to identifying accurate, 1) A call reason tracker which presents a

III
actionable drivers of dissatisfaction is a
comprehensive methodology and underlying
system that begins at the level of reasons for
customer calls and culminates in detailed
customer experience-enhancing initiatives
with quantifiable ROI. The solution involves
statistically rigorous call reason tracking
matched to highly-targeted call monitoring
efforts and is structured on three components:
running "radar view" of the reasons behind
customer calls;
2) A call library of recorded customer calls
that enables rapid, efficient, targeted "deep-
dive" call monitoring;
3) A root cause analysis team to perform
"deep dives" into specific call reasons through
targeted call monitoring.

A Strategic Root Cause Analysis Solution

1 – Billing education Generate new hypotheses

2 – Network coverage
reason 1
Validate previous hypotheses
3 – Dispute charges reason 2
4 – Change plan Track impact of initiatives
5 – Other reason 3

Obtain “Radar View” of Perform “Deep Dive” Analysis

Call Drivers Create a Call Library to Identify Call Reasons

! Select random sample of CSRs to code
calls with standardized call reasons
Workstep
! Record 100% of these CSRs’ calls
! Store 3-6 months of recorded calls in ! Perform primary analysis on specific call
central database drivers through targeted call monitoring
! Match list of coded calls to the ! Perform more complex, secondary analyses
recordings of those calls using customer information databases

! “Radar view” providing directional
guidance as to call drivers
Output ! Ability to accurately track month-to-
month changes in call reasons
! Library of coded calls allowing primary
research team to select specific call
reasons to monitor
! Actionable, accurate insights into root cause
reasons of customer dissatisfaction
! Validation and quantification of root causes
prior to launching initiatives

! Sample of CSRs cannot contain bias
Issues ! Sample size of coded calls must be
sufficient to track changes over time
! Technical issues such as storage ! A mix of primary and secondary analysis
space for recordings need to be required to identify and validate call drivers
resolved early on and quantify their financial impact

Creating a call library of recorded calls coded by call reason allows a team of analysts first to
obtain a “radar view” of major call drivers and then to perform a “deep dive” analysis to identify
actionable underlying causes of customer dissatisfaction.

7
The combination of the "radar view" to detect
the major call drivers with the "deep dive"
analysis to pinpoint the underlying causes
behind these calls gave the carrier an
efficient, results-oriented strategy for tackling
customer service issues. From this strategy
emerged recommended actions the carrier
could adopt to increase customer satisfaction.
Examples of these actions included
improvements to the customer experience for
credit-challenged customers, resolution
management for the most frequent callers,
and evaluation of potential call savings that
could be achieved from specific IT
investments.
To see how these types of recommendations
could be driven from the strategic root cause
analysis solution, let us examine each of the
solution's components in more detail.
The first component is a call reason tracker,
which records call reason frequencies of a
random representative sample of calls each
month. The application is designed to detect
slight but statistically significant deviations
among these call reasons from month to
month. Data generated from this tool proffers
a "radar view" – current and historical – of
call reason patterns across the enterprise,
allowing the carrier to identify major reasons
for customer calls, anticipate growing
problems in the customer base, and quantify
the costs attributable to different call reasons.
For example, "10.9% of all calls in April were
billing inquiry calls" or "7.2% of calls were
from customers inquiring about their minute
balance.”
But while these results provide a statistically
sound view of the big picture, real root cause
insights can only be found in the details. It's
good to know that many customers are calling
with billing issues, but what particular aspect
of the billing process can be repaired to
dramatically lessen this pain point?
Here is where the strategic component of the
solution fits: highly targeted call monitoring.
Once executives have studied the "radar view"
of call reason results and identified issues or
customer segments of concern, a call
monitoring team performs "deep-dives" into
the issue, validating and quantifying
hypotheses for root causes. This team,
comprised of five full-time employees with
analytical expertise and operational
experience, is charged with driving root cause
insights from listening to calls, carrying out
statistical validation of results, and delivering
actionable recommendations. These
recommendations are uniquely tailored to
address specific root causes and come with
quantified projections of the impact that could
be expected from their implementation.
“Recommendations based on the
root cause analysis identified
$11 million in annualized cost
savings.”
The third component, a call library of recorded
calls, allows for targeted call monitoring and
thus fills the gap between the "radar view" of
the call reason tracker and the "deep dive" of
the call monitoring team. While it is easy to
gather a large set of previously recorded calls
that the call monitoring team could access to
perform the call monitoring deep-dive,
providing the user with a targeted call sample
is a trickier matter. Trying to locate among a
large set of randomly-recorded calls a valid-
sized sample of calls that fit the call reason or
customer segment under investigation is
simply too time-intensive and costly. The
solution to this challenge was a "call library,"
a catalogued inventory of recorded calls,
searchable by call reason or other target
specifications. This innovation has permitted
call monitoring projects with targets as
8
focused as callers requiring a second
activation call or customers from a specified
credit segment calling on holiday weekends.
Combining these three components to
produce a complete strategy for addressing
customer dissatisfaction yielded significant,
tangible value for the carrier. Findings
generated by the call monitoring team
allowed the carrier to identify critical root
cause themes. Among these themes were
problems in the customer experience for
credit-challenged customers that were
resulting in dissatisfaction and higher cash
cost per user (CCPU) for this segment.
Recommendations based on these findings
led to the development of business cases that
identified $11 million in annualized cost
savings. A separate call monitoring project
confirmed the hypothesis that a decisive
driver behind extraneous calls related to
balance inquiries was misleading or
inconsistent posting times being reported by
different payment channels.
Sometimes the targeted call monitoring can
reject an existing hypothesis. One example
looked at the call reasons for the most
frequent callers. It was assumed that there
were specific recurring issues that drove
these subscribers to call with such regularity,
and that therefore they would have a
substantially different call reason profile than
the rest of the base. In fact, the opposite was
true. While secondary analysis revealed that
less than 4% of callers were responsible for
more than 20% of calls, call-monitoring
efforts revealed that these customers were
calling for quite similar reasons as everyone
else. The findings indicated that many of
these frequent callers called out of personal
habit rather than for a particular reason. The
concomitant recommendation suggested that
the carrier single out, through a review flag on
the subscribers' accounts, those frequent
callers with legitimate issues (a small portion
call just to chat or simply to inundate the call
center) and resolve the problem, thus
improving the customer experience and
averting continued frequent calling in the
future.
Yet another project demonstrated the
importance of hypothesis validation and
quantification. As noted earlier, a flaw in
some forms of primary analysis is that
anecdotal evidence may bring to the forefront
problems that seem glaring but are actually
not as crucial as other root causes. Without
validation and quantification, the “problem of
the moment” can often lead to a knee-jerk
reaction that fails to consider the full
cost/benefit picture. One example of such a
problem at the company was balance and
billing information provided across automated
systems (e.g. web, IVR). Within the company,
there existed a perception that update lags or
unavailable balance/billing information were
prompting a high volume of calls.
To understand the extent of this problem, the
call monitoring team first measured the
amount of calls attributable to account
management, and the percent of those calls
that could have been avoided. The first graph
shows that for frequent callers calling about
account management, 76% of the calls
concern “Account Balance,” “Account
Information,” or “Minute Balance,” all of
which represent types of calls that could have
been avoided had the caller used automated
systems. The second graph quantifies the
root causes behind why the callers chose to
place a live call rather than use the
automated systems. The findings show that
callers are sometimes not aware that such
systems exist or have learned not to trust
these systems as they sometimes provide
delayed information.
Once the call monitoring analysis had given
an estimate of the call volume that was
attributable to problems with the produce less than $25,000 due to the low
synchronization of account balances across frequency with which they occurred, thereby
systems, a business case was constructed to not justifying a costly IT fix. Without targeted
weigh the savings generated from fixing the call monitoring to validate and quantify
problems versus the costs of these specific issues, problems were often
improvements. Since IT improvements often identified through anecdotal feedback,
involve large amounts of fixed and variable leading to expenditures that outweighed the
cost, this case serves to illustrate the resulting cost savings. The example illustrates
importance of targeted call monitoring how root cause analysis strategy not only
determining where to focus human and offers a clean, exact way of locating and
capital resources. Using inputs from the call validating call volume drivers but also
monitoring effort it was determined specific presents a method through which to quantify
fixes would generate cost savings in the the extent of the calling costs.
range of $8M-$10M, others would likely
Reasons for Account Management Calls from Frequent Callers
50%
40%
30%
20%
10%
0%
Account Account Minute Lost/Stolen Password
Balance Information Balance Phone
76% of account management calls from frequent callers could have been handled via
automated systems.
Root Causes Related to Automated Options
0% 5% 10% 15%
Trust/system
update issues
Prefer live rep
Tried but failed
Unaware of
self-serve option
11% of callers who could have used automated options chose to place a live call
instead because they have learned not to trust the systems.
9
Implementation Challenges
While the carrier's root cause analysis solution has been a quantified success
and is easy to understand in theory, execution posed various challenges.
From the program management perspective, establishing a standardized
process that filters, prioritizes, and schedules call-monitoring projects and
dictates the consistent methodology to be followed each time is critical. It is
necessary to employ a system for ensuring compliance among the advocates
that are responsible for tracking call reasons.
Technical challenges include development of a call-matching algorithm,
acquisition of sufficient storage space for the library of recorded calls
(approximately 1TB), and dependency on existing infrastructure capabilities
at a company or on the willingness of management to pursue requisite IT
expenditures. Justification of these expenditures hinges on clear
demonstrations of ROI.
Finally, there are numerous "people" challenges. One of the problems the
carrier encountered was the initial reluctance of executives to adopt a
strategic approach to customer satisfaction. Faced with limited resources,
extreme pressure to deliver results, and short timeframes, some executives
balked at what they viewed as an overly cautious methodology of validating
hypotheses. Others questioned the ability of primary analysis such as code-
based intervention to yield concrete results and significant returns on
investment. Overcoming opposition required building a "proof-of-concept"
prototype. The simplicity of the technical design allowed the team to create a
small-scale call library, storing a month's worth of calls using existing server
space. This low-cost, small-scale solution enabled several targeted call
monitoring projects before the full build-out was approved. The results of
these projects allayed executives' concerns and justified full-scale production
of the call library.
Choosing the right personnel for call monitoring team and getting them to
deliver consistently actionable analyses presented a different type of
challenge. The five members of the call monitoring team brought invaluable
internal know-how; they had excellent operational experience from prior
positions at the carrier that could be leveraged to gain an understanding of
specific problems with internal processes, systems, and service channels. On
the other hand, because their background was predominantly operational, it
was not second nature for them to perceive customer satisfaction issues
strategically and drive action-oriented tactics to resolve the problems.
Targeted training and frequent after-project reviews helped the team
increase its value.
10
Benefits
Code-based intervention to improve customer
satisfaction has produced substantial
benefits. Quantitatively, root cause analysis
enables the operator to optimize spending and
maximize the returns on investment. The call
library was used to make specific, actionable
recommendations for improvement in
processes and prioritizing and quantifying the
benefits of various technology projects.
Code-based intervention is another powerful
weapon in a company’s analytical arsenal. By
improving the precision of primary analysis
through code-based intervention and
combining it with existing secondary research,
the carrier has identified more than $60
million in variable cost savings in the first six
months after implementation for a cost of less
than $1 million to implement and operate.
Qualitatively, the solution has added precision
to primary research. The solution's
methodology and tools allow for ongoing
identification, verification, and measurement
of actionable drivers of dissatisfaction. The
methodology can be applied across the
organization (such as to understand network
problems and churn reasons).
IV
Can Your Company Find the Root Causes
of Customer Dissatisfaction?
Any company facing mounting customer
service costs and customer dissatisfaction
challenges could stand to benefit from such a
strategy. Within financial services, for
example, code-based intervention could be
employed to understand precisely why
customers are switching to other banks, or
why customers feel that product offerings are
not tailored to their investment needs.
Cable companies could seek to understand
why subscribers are unwilling to purchase
premium content or why broadband users are
migrating to DSL.
Companies such as software distributors or
appliance manufacturers that field technical
support questions could use this combination
of "radar view" and "deep dives" to draw
attention to the most frequent call drivers and
determine the underlying causes behind
recurring problems.
11
V
In fact, any organization with extensive
customer service operations, including
insurance companies, utilities, and some
governmental agencies, could potentially
decrease costs and increase customer
satisfaction by applying the principles of this
carrier's successful approach to customer
satisfaction root cause analysis.
By creating uniformity in the way that primary
customer information is categorized and
stored, code-based intervention can
revolutionize customer service in the same
way that Jethro Tull's seed drill changed the
face of farming. Harvesting primary
information becomes a secondary concern,
allowing companies to focus on what really
matters: identifying and addressing the root
causes of customer dissatisfaction.
Visit www.diamondcluster.com for more information.