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Delwarca Software Remote Support Unit Case Solution

Solution Id Length Case Author Case Publisher
1271 1184 Words (6 Pages) Roy D. Shapiro, Paul E. Morrison Harvard Business School : 913541
This solution includes: A Word File A Word File and An Excel File An Excel File

Rapid ID was introduced in order to reduce customer dissatisfaction related to long waiting hours within tight budgetary constraints. Despite significant efforts and technical competencies, Remote Support Unit was not able to curtail the long wait time for customer calling service. The procedures of Rapid ID conceded additional waiting time and lacked efficiency, leading to disgruntled customers as well as employees.

Following questions are answered in this case study solution

  1. Memo

  2. Recommendation

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Case Analysis for Delwarca Software Remote Support Unit

Following analysis highlight the inefficiencies of the Rapid ID process in serving the customer calls:

  • Classification and allocation error of calls on Directors’ behalf leading to additional overall call time of clients. Incorrect allotment of calls to associates and seniors not only increased the holding time for customers but also engaged additional resources which can be utilized in better prospects. This error also decreased the overall productivity of employees as call time with associates did not provide any prolific results.

  • Increased pressure and workload were directed towards senior associates, both on customers’ demand as well as from associates, which led to the high utilization of Senior Associate staff members in comparison to other employees. In Rapid ID, the holding time for Senior Associates have increased as the percentage of calls requesting for specific senior associate has also increased. Both, the total number of calls handled by a senior associate and holding time for senior associate, have increased after Rapid ID which is one of the main reasons for an overall increase in the total call time of customers and essentially for customer dissatisfaction.

  • Deviation in the response time of various associates is significant which shows a gap of either proper allocation of calls or the acquaintance of the employee to handle the calls. Lack of a standard time for the response to similar issues resulted in the decline of productivity and customers’ perception of the service being provided.

Recommendation

The procedure of Rapid ID lacks efficiency at different fronts like allocation of calls, workload division, standard response and response time. One of the main reasons for these deficiencies is that the resources applied to the Remote support unit, despite being technically resourceful, are not utilized properly. In order to utilize the available resources efficiently, these resources must be divided into groups / sub-departments with specific tasks assigned to each group. Remote Support Unit is responsible for less time critical supports such as intermittent failures to supply accurate reports, difficulties in writing custom reports, interpretation of manuals and other pieces of advice on workarounds. In order to bring in the efficiency in the processes of Rapid ID, employees can be categorized into different groups depending on the most frequent sort of queries received by the customers. For instance, groups related to the handling of reservations about system’s failure to supply accurate report or helping the client with service manuals can be created with employees of expertise in it. Associates can be divided among these groups based on the requirement and workload of the group along with at least one senior associate in each group. Once the employees are sorted, groups must be provided with their responsibilities and standard operating procedures as how to proceed with customer service. Each associate and senior associate must be provided with relevant training that is essential in fulfilling the customer requirements and solving their issues. Also, directors must be supplied with the knowledge of employee expertise in handling a certain type of queries for constructive allocation of customer queries.

Creation of different groups with defined responsibilities and expertise will help in providing customers with an appropriate and timely response as the associates will have proper knowledge of catering to similar issues. This method will assist in reducing the holding and response time of employees.

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