38184745 HyperCITY Final

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“Launching and Managing Customer Care Center for HyperCITY ”

Prepared By: Manohar Takhtani

Roll No: PGDM-RMM 046

(NGO/Capstone/Summer)Project Report submitted to the Institute of Technology and Management,Navi Mumbai,410210In partial fulfillment of the requirements for the degree ofMBA-RMM

APPROVED BY:

Company Guide Faculty Guide: Pallavi Chhabra Prof. Sangeeta Trott

HyperCITY Retail India Pvt. Ltd

Institute For Technology And Management

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(COMPANY LETTER HEAD)

AUTHORIZATION LETTER/CERTIFICATE

This is to certify that Mr./Ms(Name of student) from the Institute Of

Technology and Management ,Navi Mumbai, has undertaken this project on

behalf of (name of Company) from (Date) to (Date) as part of his/her Summer

Internship project in partial fulfillment of the degree towards MBA -RMM.

He/She has completed the project successfully and his/her work has been

found to be (Good/Satisfactory)

Best Regards

(Name of Certifying Manager from the company)

designation

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Contents

1.0 Executive

Summary.................................................................................................. 06

2.0 Introduction...........................................................................................................

.. 08

3.0 Literature

Review..................................................................................................... 16

4.0 Research

Objectives................................................................................................. 18

5.0 Research

Proposal.....................................................................................................19

5.1 Problem definition

5.2 Research Objective

6.0 Research

Methodology...............................................................................................20

6.1 Instrument Development

6.2 Sample Design

6.3 Research Design

6.4 Data Collection and Data Analysis

6.5 Limitations

7.0 Process

Flowcharts...................................................................................................27

8.0 Findings ................................................................................................................

...28

9.0 Log

sheet...................................................................................................................

10.0 Recommendations..............................................................................................

...........

11.0Conclusion............................................................................................................

.........

REFERENCES ..............................................................................................................

...89

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APPENDIX.....................................................................................................................

....90

Questionnaire/s.....................................................................................................

..

DECLARATION

I HEREBY DECLARE THAT THIS PROJECT TITLED

HyperCITY Customer Service Center

IS SUBMITTED IN PARTIAL FULFILLMENT OF THE POST GRADUATE DIPLOMA

IN MANAGEMENT (PGDM) TO HyperCITY AS A FINAL PROJECT.

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Project Guide:

Company Guide: Ms Pallavi Chhabra

ACKNOWLEDGEMENT

1.0 EXECUTIVE SUMMARY

The project of this nature is a learning task which gave us exposure to

understand the value of customer service in retail sector in acute manners

and stretching over a period of time, for completing a project like this one

takes the effort and quality inbuilt.

Although this project report is being brought by the Management Trainees, it

bears an imprint of guidance and cooperation of many individuals. Several

persons with whom we integrated have contributed significantly to the

successful completion of the project study. In the successful & trouble free

completion of our term project titled “HyperCITY Customer Service Center”,

we are grateful to HyperCITY Retail India Limited and all the staff members

for giving us all kind of support that we needed .

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We extend our deepest and sincere thanks to our project guide, Ms. Pallavi

Chhabra for the unflinching support and guidance throughout the project by

which we could manage to enrich our skills and got benefited with the hard

core learnings.

We would also like to thank all the HyperCITY employees who shared their

precious time and experience with us.

Last but not the least, we extend our sincere thanks to our Faculty guides

and the Institute for providing the help that was needed.

1.0 EXECUTIVE SUMMARY

Customers are the only reason why we are in business, so satisfying

them will ultimately make our business more profitable. There is a need

to highlight the importance of a customer service climate in

Hypermarkets. A climate that emphasizes courtesy, competence and a

work environment that promotes strong working relationship and

empowerment.

Intention of this “HyperCITY Customer Service Center” is to not only

provide assistance to the customer but also identify problem areas

which will demonstrate to customers that we care and are proactive in

looking for ways to improve the service we provide.

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The project work includes collecting data as management trainees at

HyperCITY Retail India Limited. 4 Trainees were assigned for Customer

Service Operations Centre at Belapur, Navi Mumbai.

We went through different phrases of training which are as follows:

PHASE -1: In this phase an extensive training was given to us about

basic terminology use in retail work is to be done in any store, softwares

like MMS and CFS and how they are used.

PHASE-2: The next phase was to resolve customer complaints and

queries by attending calls and figure out areas of improvement thereby

providing customer satisfaction. There were four dedicated inbound

stations to attend customer calls and 2 outbound stations where we can

revert customers.

PHASE-3: This phase was more of streamlining the process and pulling

out reports on hourly basis and forwarding the same to the Manager.

Analysis was done on the basis of the data avail

able in CFS and the performance of the inbound agents.

On further analyzing we found the project named “HyperCITY Customer

Service Centre” was a continuous learning which made us understand

the HyperCITY retail chain system. We analysed performance of all the

stores to find out ways to control the deviations.

Approach:

The research method used here are

Questionnaire method where data is fed in Customer Feedback System.

2. Observation method

Findings:

The research suggests nthat the maximum no of complaints in hypercity is

related to home delivery. Also the calls received are majorly from Malad store.

Implication: This will help HyperCITY to improve its service standards.

2.0 INTRODUCTION

2.1 Significance of study

The biggest grievance of the hypercity customer was that their calls were left

unattended. The situation aggravated more. At times, there were cases when the

product was out of stock and the customer was waiting for the delivery of the

product as he was not informed about it.

The in store customer centre itself became a cause for customer grievance.

If we take an example of the hypercity malad store, the total number of calls were

not less than 80. Out of which only 15 calls were attended and recorded. The record

for the rest of the calls could never be tracked and those customers remained

unsatisfied.

This would lead to the loss of customers in the future. Hence in order to

differentiate its services from competitors centralised call centre was setup which

would help determine areas of concern. Our scope of study revolves around

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identifying the major areas or issues of concern that crop up in hypercity. Collection

of such data will helop them to further analyze their customer’s expectations and

improvise to attain customer delight.

2.2 Background of the study

To capture every customer feedback in a centralized pool, to ensure better

speed of response via multiple channels (suggestion form, e-mail, walk-ins,

telecom) & hence better customer satisfaction. Since action taken for each

customer feedback (complaint or suggestion) is dealt by 1 centralised unity

this will lead to uniformity in customer service across the organization.

Data comprehension should result into actionable plans to further impact on

CSI & resources for necessary personnel to evaluate customer satisfaction at

individual store/cluster/chain level.

Currently the call centres for Hypercity are being managed individually by all

stores. There was inconsistency in the handling of customer complaints and

service issues being faced at all stores hence, it was decided to have 1

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centralised agency to run the entire show for customer service and to address

customer complaints.

This led to the establishment of the customer care centre for HyperCITY and

the main objective was to manage and streamline the entire process.

2.3 Introduction to HyperCITY

Company Overview

HyperCITY is a part of the K Raheja Corp Group and was incepted in 2005.It offers an international shopping experience for customers to shop in the comfort of a large, modern, and exciting environment. It provides a wide range of innovative products, sourced from both local and international markets. Hypercity provides hassle free shopping, with clearer aisles & faster check-outs without queues. Hypercity is currently

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in 7 locations in Mumbai at Malad, Vashi and Thane and in Jaipur, Amritsar, Bengaluru, Cyderabad. Its future plan is to open stores in Bhopal, Pune and Ahmedabad.

Our VisionTo be an integral part of customer lives, by offering them a high quality shopping experience through great products at ever better prices

Our MissionTo sustain profitable growth by encouraging customers to discover a authoritative assortment of quality products with exciting promotions in a globally competitive retail environment and create through our company values an environment where our associates grow within the business.

What is HyperCITY?

It’s a Hypermarket format Ranging from 1,00,000 sq.ft. Onwards -– Best priced, full supermarket within.– Widest range of general merchandise.– Dominant assortments in chosen categories.– International shopping experience– ‘Leisuretainment’

Product Range

Food & Grocery

General Merchandise

Fashion

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Exclusive Brands

Food Home Fashion Sports Applianc

es

Fresh

Basket

Ebano Vive Raleigh Technix

Hypercity Avorio City

sense

Maxit

Waitrose City life

River inc

Speciality Areas

Exclusive imported products from

Waitrose, UK

In-store Restaurants

Meals To Go / Bakery Section

Kwality Walls Ice-cream

Demo Kitchens

Home Theatre Demo area

Features & Facilities

Consumer finance (Bajaj Finance)

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Customer Express checkout

Flower Shop

Sweets & Farsan counters

Free Gift Wrapping

Discovery Club Membership Program and Parking facility.

2.4 INTRODUCTION TO ENSER

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Overview of the firm

Enser is a customer interaction company which enables customer contact solutions.

They create platforms for acquisition of customers, growth of customer base,

sustaining and retaining the customer base.

Their experience in this domain coupled with infrastructure solutions for customer

contact creates a unique model for fulfilling enterprise needs. Maximizing return on

investment by approaching customer contact as a business opportunity is what

enables them to create a value proposition.

Relevant customer contact at the right time for the right product or service at the

right price for their partners is what defines their core proposition.

Focus areas

1. Analysis of outsourcing model2. Identification areas for process improvement or overhaul Customized

outsourcing solution3. Customization of technology4. Systems & Database security management 5. Campaign management6. Sales planning & management Training7. Lead Sourcing - Lists, web , mobile Database management

Management Team

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Enser's core team members have in-depth experience of the business from an

enterprise as well as from the service provider's end. This allows them to bring a

well rounded perspective to their work and therefore create programs that have

long-term, sustainable business relevance.

With reference to the technology, BPO & marketing space, Enser's management has

more than 15 years of hands-on experience in all facets ranging from infrastructure

creation to technology deployment, manpower management and overall operational

expertise management. As Indian companies move into the future, their growth and

success would be dictated by the strength and quality of their consumer

engagement and interaction processes. Enser’s aim is to facilitate this with an

unflinching commitment to excellence.

Enser Communications Limited is a growing organization serving clients across all

verticals. Enser has expanded its business and has experience in business

operations in the BPO space. It has a deep understanding of outsourcing market,

and has infrastructure supporting business at various levels in terms of technology

requirements. Enser is providing a Managed services model to some of its esteemed

customers which helps them take care of their business both on the productivity

and infrastructure & technology fronts.

Proposed solution by Enser aims at providing state of the art contact center set-up

with the following team structure

1. 6 Workstations (4 for Inbound and 2 for Outbound)

2. 1Team Leader

3. Shared Team Supervisor

4. In-house trainer

5. Shared Quality team

6. Shared IT Support team for IT, IT security, telecom & database management

7. Shared HR Support team

Operational Overview

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Inbound & Outbound lines with dedicated teams to be available. The operating

window will be from 10:00 a.m. to 10:00 p.m. - 7 days a week (Inbound) and 10.00

a.m. to 6 p.m. – 7 days a week (outbound).

The 12 hr shifts would be so planned to handle the call volume based on peaks and

troughs.

The Web-based interface & our systems to work in tandem to provide effectiveness

in terms of call management, recording , IVR & MIS solutions

During any shift at least one supervisor will be available.

A Few of Enser’s Clients

1) Tata AIG Life Insurance

2) Castrol India Limited

3) Shaadi.com

4) NIIT

5) HDFC Bank

6) Birla Wealth Management

7) Mahindra

8) Kotak Life Insurance

9) Which? Right Choice

10)LG Electronics

3.0 REVIEW OF LITERATURE

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Since it’s a pioneer project hence no previous research is available. It has a first

mover advantage.

Why are we doing it? - Current issues being faced at each Call Centre

1. Limited communication skills.

2. All calls not being attended to/ calls being dropped.

3. Calls not being returned to customers whose calls are dropped.

4. Wrong commitments being given to customers.

5. No way to performance manage the current call centre associates to

determine whether all calls are being attended to or not.

6. No way to determine the effectiveness and efficiency of the operations of the

call centre.

7. No consistency in the manner in which calls are being attended to by various

stores and the solution being provided to the customers for the same problem.

8. In some stores the volume of inbound call flow is very high (Malad – approx

60 calls a day). Some stores the volume of inbound call flow is very low (Vashi, Jaipur –

approx 20 calls a day). This leads to underutilization of manpower at some stores and

pressure on stores where there is high volume of calls.

9. 100% courtesy calls to all customers is not done after home delivery has

taken place/ demo installation has been done. Many a times only when the customer

calls to complain that the demo/ installation has not been done we get to know of the

case. This is because we have not been able to proactively call all customers and ask

them if the demo/ installation have been done or not.

10. Rather than being a means to redress customer complaints, the call centre

had now become a reason for customers to complain about.

How will it help us? Benefits of the centralised call centre

1. Agents with excellent communications skills.

There will be 4 inbound stations and 2 out bound stations. This will ensure

that all calls coming in are being attended to. Outbound agents will ensure that the

courtesy calls for delivery/ demo/ assembly are being made to check for any lapses.

3. All call logs for demo/ installation for stores will be done by the call center.

4. Any call dropped, agent would be able to track the number and call back the

customer.

5. Performance management/ quality management would be easy as on a

monthly basis we would be getting a recording of all the calls. The number of calls

dropped would also be recorded against each agent.

6. The manner in which calls will be answered and solutions provided to the

customers across stores will be identical leading to a uniformity and consistency in the

approach towards customers.

7. Since the call centre will be centralised, the agents will be able to utilise their

time optimally between all stores.

8. The call centre would be a means to provide excellent customer service as

our major responsibility towards the customer begins after we make the sale and not

during the sale.

9. It is a means to provide complete end to end solution to the customers. All

the complaints received even at the store via feedback form, complaint register, emails

etc will be handled by the call centre itself. Except for the walk in customer issues all

the issues will be tackled by the call centre. Any documented complaint, suggestion;

query will be handled by call centre. This will lead to a consistency and uniformity in

the manner in which customers are dealt with.

10. Separate agents for taking inbound calls and for making outbound calls. 2

agents dedicated to making only outbound calls. They would be making courtesy calls

to all customers to whom home delivery has been done/ demo installation has been

done to confirm whether the customer is satisfied with the services or not.

0 RESEARCH OBJECTIVE

Phase 1.

1) Successful roll out of customer service operations center for HyperCITY.

-Launching the customer service centre in three phases first the West stores i.e Thane, Vashi, Malad on 10th may 2010, then South stores i.e Bangalore and Cyderabad on 14th may 2010 and finally the North stores i.e Amritsar and Jaipur on 20th may 2010. 2) To manage the customer service operations centre for

HyperCITY.

-Solve the various issues related to the entire process like the IT issues, CFS and MMS issues , to plan and manage the day to day schedule.

Phase 2 1) To find the Areas of concern for the store.Determine store wise call flow, area-wise complaints so that these can be evaluated and improvised further.

Phase 3

1) To set and streamline the entire systems procedure.

-Make the process user friendly and hassle free , all calls hit in the customer service centre must give complete service to the customer.

5.0 RESEARCH PROPOSAL

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The research proposal for managing and streamlining the entire call center

process is done in the following steps:

1. Problem Definition: HyperCITY Retail India Pvt. Ltd has a huge customer base but wants to capture every customer feedback in a centralized pool, to ensure better speed of response & hence improved customer satisfaction.

2. Research Objective: 1. Successful roll out of customer service operations center for HyperCITY.2. To manage the customer service operations centre for HyperCITY.3. To identify areas of concern so as to improve service standards.4. To set and streamline the entire systems procedure.

.

6.0 RESEARCH METHODOLOGY

1.Instrument Development

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After analysing various complaints and queries with which customers walk-in

the stores a questionnaire was developed for the call center,Based on this

amendments were made in the CFS(software) which is also used by the

ShopperStop (both brands being from the same group( Raheja).

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Stages in Research Process

Process Stages:

1. Defining the research objectives

2. Planning a research design

3. Planning a sample

4. Collecting the data

5. Analyzing the data

6. Formulating the conclusions and preparing the report

Sample design

Target Population : HyperCITY customers.

Sample Size: For doing the research, sample of 1000 customers was taken Sampling Method : Since the customers called up at the customer care center thus the method used was convenience sampling method.

3. Sources of Data: There were two main sources of data during the project:Primary Data: the primary data was collected through the recorded inbound

calls that we received in the call center.

Secondary Data: The secondary data was collected through Internet, Journals

and magazines.

Observation Method: While streamlining the process I came across several

areas where there as scope of improvement. So recommendations on various

perspectives have also been put forward.

4. Time Period: The stipulated time period that we had decided wasTraining 5 days

Fill up the questionnaire 1.5 months

Generate Reports 1 month

Provide training and analysis 10 days

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Coverage

HyperCITY – Malad

Next to Inorbit Mall

Malad Link Road

Malad (West)

Mumbai 400 064

: +91 - 22 - 40078418/ 19/ 20

HyperCITY - Vashi

GR Floor, Inorbit Mall

Plot No. 39/1, Sector - 30/A

Vashi

Navi Mumbai 400 703

: +91 - 22 - 40501300

HyperCITY – Thane

Ground Floor, Big Thane Shopping Centre

Ghodbunder Road,

Behind Kasarvadawali Police Station,

Thane

: +91 - 22 - 25987777

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HyperCITY – Hyderabad

Inorbit Mall, Lower Ground Floor,

Opp. I-Labs, Hi-tech City,

Madhapur, Hyderabad

Andhra Pradesh

: +91 - 040 - 44882031

HyperCITY - Amritsar

Alpha One Mall, Upper basement,

MBM Farms,

Sultan Wind Suburban,

Main G. T. Road, Amritsar - 143 001

: +0183 - 661 5555

Research Design

HyperCITY - Bangalore

Embassy Paragon, Ground Floor,

Nr. Kundalahalli Gate,

ITPL Road, Near Brooke Field,

Bangalore - 560 037

: +91 - 080 - 4364 3333

HyperCITY – Jaipur

Triton – The Mega Mall, Lower Ground

Floor,

Nr. Jhotwara Pulia & Sikar Road Circle,

Jhotwara Road, Jaipur - 302 012

Rajasthan

: +91 - 141 - 4094660/

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The research will be descriptive in nature and survey is used as data collection technique will be conducted on already existing or prospective customers. Telephonic interview with different customers from various parts of the country was held in which Questionnaire was used as a data gathering tool. The survey has helped us to streamline the process and serve the customers in the best possible manner.

2. Data Collection and Data Analysis

Data Collection Since it is a customer care center, we received inbound calls

from the customers. These calls were recorded from 10th May to 15th July.

Data Analysis

Cross tab analysis, chi-test, frequencies, descriptive statistics in SPSS

3. Limitations

Interviewer Error: It can be considered here because whole of the data was

collected in the form of interview by the inbound agents.

Since the data entered was erroneous thus data processing error crept in.

Process Flow chart

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Phase 1

0 MILESTONES

1) Successful roll out of customer service operations center for HyperCITY.

Phas

e Milestone Date

1

Identification of agency

and sign off 6th April

2

Recruitment and process

documentation

7th -

12th

April

3 Process training

13th -

25th

April

4 CFS module & training

26th

April -

7th May

5 Mock calls

8th - 9th

May

6 Roll out 10th May

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-Launching the customer service centre in three phases first the West stores i.e Thane, Vashi, Malad on 10th may 2010, then South stores i.e Bangalore and Cyderabad on 14th may 2010 and finally the North stores i.e Amritsar and Jaipur on 20th may 2010.

PLAN OF ACTION

2.0 Pre – requisites for the call centre

3.0 The following information needs to be provided by stores to Call centre

for their smooth and effective functioning.

Requirement

Responsible

person Frequency When

Catalogue/ leaflets/ adverts information Marketing As required

1 day prior

to release

Assembly sheet

HD team of

stores Daily 11am

Despatch sheet

HD team of

stores Daily 11am

Demo/ installation sheet

HD team of

stores Daily 11am

Vehicle despatch status with driver name

& nos

HD team of

stores Daily 10:30am

Offers coming in POST

Store

coordinators Daily 10am

Complaints via complaint book, feedback

form to be updated in CFS SM - CSD Daily 10pm

Updated Management team at stores Hetal Weekly Monday

Wednesday offer leaflets Marketing Weekly Tuesday

Updated concessionaires list with nos Yakeen Monthly 1st of month

Store addresses with timings Pallavi Monthly 1st of month

Service center list with updated contacts Pallavi Monthly 1st of month

B&M offers for the month

Store

coordinators Monthly 1st of month

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Marketing activities planned in store

Store

Marketing Monthly 1st of month

4.0 The call centre will receive calls for all stores. They would be keying in

the data in the Customer Feedback system software and updating the

complaints in terms of action taken and status of complaints.

5.0 For any assistance they would require from the store, their 1st point of

contact would be the SOMs of the respective sections. In the store

hierarchy they would not contact any person below the SOM level. The

escalation matrix is designed in such a manner that if complaint is not

closed within 24 hours it immediately gets escalated to the DGM/ GM.

This will ensure that TAT comes down drastically and all customer issues

are resolved within 24 hours.

6.0

7.0

8.0

9.0

10.0

11.0

12.0

13.0

14.0

15.0

16.0

17.0

18.0 On a daily basis the data exchange between the stores and the call

center will take place in the following manner –

Sr. No Activity By when Responsibility

Customer feedback

received through

complaint books,

feedback forms and HD

team feedback form

along with a mail

containing excel sheet

giving ticket numbers

generated in CFS.

Format of excel sheet is

in Sheet 2. 12pm CSD team

2 Route plan

10:30a

m HD team

3 Despatch status 11am HD team

4

Demo sheet for logging

calls with service centers

to be sent to call center 11am HD team

5 OOS report 11am HD team

6 Assembly sheet 11am HD team

7 Offers in POST 10am Store team

8

Following reports to be

generated by CSD team

& signed off

8.a

Feedback aggregate

report (gives total

complaints/ queries/

compliments &

suggestions for the day) 1pm CSD team

8.b Complaint closure report

(gives ageing of

1pm CSD team

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complaints)

8.c

Feedback comments

report (gives case

details and action taken

of each complaint) 1pm CSD team

8.d

Statistics report (no. of

open/ closed cases) 1pm CSD team

9

Demo sheet - After

giving courtesy calls and

updating status to be

mailed to HD with cc to

SOM-GM 1pm Call center

10

Service/ HD tracker to

be completed and demo

close in system 2pm HD team

11

Demo sheet after

updating the demo

numbers & status to be

mailed to HD team. All

pending demos of

previous days also to be

added onto the sheet

and then mailed with

status to the call center. 10pm Call center

12

Same day deliveries to

be highlighted via mail - HD team

13

Total cases generated

for the day store wise

with number of Open/

Closed complaints.

10:30p

m Call Center

19.0

0

2) To manage the customer service operations centre for HyperCITY.

-Solve the various issues related to the entire process like the IT issues, CFS and MMS issues , to plan and manage the day to day schedule.

Observation

We observed following things:

1. Attrition was as high as 62.5%.

2. The qualification and the educational background of the

50% of employees was 10th

40% of employees was 12th

10% of employees was Graduation.

We also found that some of the agents were recruited without collecting the

qualification details.

21.0 Hence a grid-sheet was suggested so as to maintain call handling

quality.

22.0

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HyperCITY

AGENT: DATE : Opening Scor

edMarks

Has the CCE Adhered to the opening verbiage (Welcome to HyperCITY, How may I assist you?)

3

Clarity, Tone & Warmth (welcoming , warm, friendly, positive and enthusiastic yet professional.)

3

Pace of greeting (Greets with Liveliness & Enthusiasm also in English)

4

Relevant Information (Ask/confirm customers full name, Mobile No & Store Details)

4

Understanding of Query @ first instance & Giving Positive Response to Customers Query

4

Hold 0 18

Has CCE put customer on hold unneccesarily & cited reason

3

Has CCE apologised for delay in hold & Thanked for being on Hold

3

Use of customer's name when back from hold verbiage

3

Adhered to the hold procedure & Call control (Seek Permission)

4

Transfer, Escalation & Phone Etiquettes 0 13

Has the CCE put customer on mute unncessarily

3

Did the CCE seek permission while transferring (Seek Permission)

3

Soft Skills 0 6

Building relationship with the customer (Communication skills & Rapport Building) & Verbal cues(Active Listening) (O.K Sir,

4

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Alright, Right)Apologise (In case customer is complaining on HyperCITY Products) & Reassurance(for e.g. positive denials/phrases) (Definitely, Positively, Certainly, etc)

4

Professionalism & Personalization (Appropriate usage of name throughout the call / Correct Usage of Name atleast 4 times on call)

4

Phone etiquettes / Thanking the customer after gathering the required information

3

Politeness & Patience 3Framing of sentences / Grammar & Use of cust language

3

Non repetation of questions, Uninterruptive & Presence on the call

3

Smile in voice (CCE should ensure that he is very Pleasant, Smiling & Helpful on call)

2

Rate Of Speech (Did the CCE rushed on the call or handled the call Effectively)

2

Closing 0 28

Relevant Questions/appropriate probing 3Customer Acknowledgement on solution provided.

3

Effective Escalation Handling (CCE was confident on call)

3

Has the CCE Adhered to the Closing verbiage (Is there anything more i can assist you)

3

Did the experience make customer feel more valued?

3

Fatal Parameters 0 15

Correct CFS Tagging 5

Condescending(rude) Behaviour/Abusing customer

5

Disconnecting Line abruptly at any time on call

5

Providing/Soliciting personal information & Wrong Commitment

5

0 20

TOTAL SCORED 0 100

COMMENTS :

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Name of the Q.A : Sudhir Nair Scoring Rate:

Team Leader : Allwyn Barnabas Contact No :

Catogorization based on Productivity & Quality Score A + More Than 90%A 80% to 90%B 70% to 80%C 50% to 70%D Below 50%

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Phase 2

0 FINDINGS (SPSS ANALYSIS)

1. To find out the major areas of concern in different hypercity stores.

Which store has maximum number of calls from its customers?

42%

12%4%

14%

6%

13%

9%

1001-malad1002-vashi1005-jaipur1006-cyberabad1007-amritsar1008-bangalore1009-thane

Observation: It is observed that the maximum no of calls are received for the

Malad store.

Interpretation: Malad being the highest revenue generator and a flagship

store has the highest customer base. A sale in the store leads to calls

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pertaining complaints or queries which are either from existing or prospective

customers.

Which agent picks up the maximum no of calls in a day?

16%

13%

9%

8%15%

15%

10%

10% 0%3%

MonaBinduSunwinnerSagarParagOjasSachinRakeshMeetikshaAllwyn

Observation: Here we see that Mona has picked up maximum no of calls till

date.

Interpretation: This report shows that the agent who comes in the morning

shift answers customer complaints/queries at the maximum. This is because

the call flow is more in the first shift as compared to the second. Also the agent

had a typing speed of 40wpm which helped her wrap up customer calls at the

earliest.

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What is the reason for which the customer calls for?

47%

52%

1%

complaintqueryrequest

Observation: Here we see that maximum calls that the agents receive are for

queries. These queries might be pertaining

store merchandise promotion catalogue concessionaire loyalty programme store details Is is also observed that customers who do not get their points updated during

their purchase in the store call up at the service center requesting the same.

Interpretation:

We see that the 52% of customers have queries whereas 47% of customers

call because they have complaints which may be either related to

Merchandise

Page

Home delivery etc.

What is the category for which customer has called for?

29%

34%

1%2%

6%1%

0%

4%

24%

merchandisehome deliveryservice relatedpromotion/cataloguebilling/checkoutconcessionairestore personnelloyalty programmestore details

Observation: It is observed that customers have queries/complaints

pertaining merchandise and home delivery.

Interpretation:

Maximum calls for queries are for merchandise and complaints are for home

delivery. These can be areas of major concern for the stores.

Page

What is the reason for which the customers call for merchandise?

27%

57%

16%

qualityrangeservice issue

Observation: It is observed that 57% of queries are pertaining

range/variety/assortment of merchandise available in the store.

Interpretation: Also there are subsequent amount of complaints pertaining

quality of the merchandise. This is an alarming rate for the Buying and

Merchandising team. Range in the stores needs to be improved as well as it

can be a major area of dissatisfaction for the customers in the future.

Page

What is the reason for which the customers call for home delivery?

53%

18%

29%

deliveryassemblyservice cente related

Observation: Here delivery is the major area of concern as it constitutes more

than 50% of the home delivery complaints.

Interpretation: As we have already observed that the major chunk of

complaints is for home-delivery. Categorized under home delivery we find that

there are lot of service center related issues which is not under store’s control

and is managed by the brand itself. Assemblers for the furniture are HyperCITY

employees. So this area can be worked upon.

Page

Which is the service related area for which the customers call?

10%

80%

10%

valet parkingbaggage counteralterations

Observation: Here we observe that most of the service related calls are

related to baggage counter.

Interpretation: Most customer calls for baggage counter are requests/queries

for having forgotten their packages in the store.

Page

What are queries/complaints pertaining to promotions and offers?

25%

6%

13%

56%

attractiveness of saleoffer not reflectingcommunicationavailability of merchandise

Observation: It is observed that 56% of the times the customer calls is to

enquire about the availability of the merchandise.

Interpretation: Many times it is observed that the free merchandise has not

been provided to the customer or it is OOS. This is the cause for the calls

pertaining promotion/catalogue..

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What are queries/complaints pertaining billing/checkout?

13%

28%

59%

price issueexchangeaccuracy of billing

Observation: This shows that a lot of issues crop up related to the accuracy of

billing.

Interpretation: In retail during evening their might be a lot of rush at the

cash counters which leads to billing errors and thus is a cause for customer

grievance. Also busy hours, large no of SKUs aggravate the issue further.

Accuracy of billing is major area of concern as issues like overcharge can put

stores in serious trouble since they are legally binding.

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What are queries/complaints pertaining concessionaires in the store?

71%

29%

servicemiscellaneous

Observation: 71% of the calls are queries related to the services provided by

various concessionaires.

Interpretation:Keeping a track of these calls can help the store keep a check

of the service standards of the concessionaire. Here miscellaneous includes

booking an order, scheduling an appointment, concessionaire timings etc

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What are queries/complaints pertaining store personnel in the store?

50%50%helpfulnessproduct knowledge

Observation: It is observed that the complaints related to store personnel are

related to their helpfulness and product knowledge in the ratio 1:1.

Interpretation: There are not many complaints in the service center because

such issues are sorted in the store itself.

What are queries/complaints pertaining loyalty club card in the store?

%

3%

points relatedmember information

Observation: It is observed that majority of the calls for the loyalty

card(Discovery club card) are points related.

Interpretation: Most of the loyalty customers call for updation of points as

they do not want to stand in long queues in the store.

What are queries/complaints pertaining store details?

%

13%

3%

3%1% 5%

store timingaddresslost & foundhead office numberextended warrantymiscellaneous

Observation: It has been observed that majority of the calls are enquiries for

store timings whereas extended warranty attracts least number of calls.

Interpretation: The major call flow for store timings was during the Telangana

(Hyderabad) and India bandh issues. We also recorded highest no of calls on 5 th

July (India Bandh)

Which store did the customer call for? * What is the category for which the customer has called?

What is the category for which the

1001-malad

1002-vashi

1005-jaipu

1006-cyberabad

1007-amritsar

1008-bangalore

1009-than Total

Page

customer has called? r e

merchandiseCount

149.00 29.00

12.00 31.00 16.00 32.00

21.00 290

home deliveryCount

150.00 50.00

14.00 35.00 16.00 44.00

32.00 341

service relatedCount 2.00 2.00 0.00 4.00 2.00 0.00 0.00 10

promotion/catalogue

Count 5.00 3.00 2.00 1.00 0.00 3.00 1.00 15

billing/checkoutCount 24.00 8.00 3.00 7.00 1.00 5.00 8.00 56

concessionaireCount 2.00 1.00 0.00 2.00 0.00 2.00 0.00 7

store personnelCount 0.00 1.00 1.00 0.00 0.00 0.00 0.00 2

loyalty programme

Count 6.00 4.00 3.00 19.00 0.00 3.00 1.00 36

store detailsCount 81.00 25.00 8.00 39.00 23.00 41.00

24.00 241

TotalCount

419.00

123.00

43.00 138.00 58.00 130.00

87.00 998

malad1002-vashi

1005-jaipur1006-cyberabad

1007-amritsar1008-bangalore

1009-thane

Which store did the customer call for?

0

30

60

90

120

150

Co

un

t

What is the

category for which

the customer has

called?

merchandise

home delivery

service related

promotion/catalogue

billing/checkout

concessionaire

store personnel

loyalty programme

store details

Bar Chart

Analysis: Out of the total number of calls received, home delivery accounts to the maximum issues along with the merchandise issues. Most of the home delivery issues being compliants from the customer. And merchandise issues being queries. Apart from these two areas store details attracted a lot of queries. other areas constituted a very lesser percentage of the customer calls.

Which store did the customer call for? * What is the nature of the call?

malad1002-vashi



1009-thane


0

50

100

150

200

250

Co

un

t

What is the nature

of the call?

complaint

query

request

Bar Chart

Analysis: out of the total sample of 1000, their has been a maximum number of calls for malad as it is the flagship store(generates max revenue) .also this is reflected in the number of complaints (more the number of customers , more is the number of customer issues). the least number of calls has been registered for jaipur store as it is the newest of the lot and also the smallest. the stores like malad,vashi,jaipur and thane have more number of complaints whereas stores like hyderabad, amritsar and bangalore recieve more number of queries.

Page

Crosstab Which store did the customer call for?

Column1

Column2

Column3

Column4

What query/complaint does the customer has for merchandise?

quality range service issue

Total

1001-malad Count 38 86 25 149

% within Which store did the customer call for? 26 58 17 100% within What query/complaint does the customer has for merchandise? 49 51 54 51

1002-vashi Count 9 18 3 30


1005-jaipur Count 4 5 2 11


1006-cybd Count 6 19 5 30


1007-amritsar Count 6 11 0 17


1008-bangalore Count 10 19 4 33


1009-thane Count 5 9 7 21


Total Count 78 167 46 291

Page

Which store did the customer call for? * What query/complaint does the customer has for merchandise?

1001-malad1002-vashi



1009-thane


0

20

40

60

80

100

Co

un

t

What

query/complaint

does the customer

has for

merchandise?

quality

range

service issue

Bar Chart

Analysis: out of the 291 calls that were registered for merchandise issues, 86 were queries for availability of a particular product. The area of concern here were the issues related to the quality of merchandise as it highlighted the products which received maximum complaints like furniture.

Page

Which store did the customer call for? * What query/complaint does the customer has for home delivery?

Crosstab

What query/complaint does the customer has for home delivery?

Column1

Column2

Column3

Column4

Which store did the customer call for? deliveryassembly

service cente related Total

1001-malad Count 77 31 42 150

% within Which store did the customer call for? 51 21 28 100% within What query/complaint does the customer has for home delivery? 42 50 42 43

1002-vashi Count 24 11 17 52




1006-cybd Count 21 6 9 36




1008-bangalore Count 30 3 11 44


thane Count 18 6 8 32


Total Count 184 62 100 346

1001-malad1002-vashi



1009-thane


0

20

40

60

80

Co

un

t

What

query/complaint

does the customer

has for home

delivery?

delivery

assembly

service cente related

Bar Chart

Analysis: of the total no: of calls i.e., 346 registered for home delivery, maximum were for the delivery issues, the reason being the delays, or wrong commitment at the floor. Also the other issues which are service centre related

Page

are not under stores control as it is the brands responsibility, but retailers have to bear the brute as they are the ultimate point of interaction with the customer. also , one noteworthy point is that Bangalore store receives a lot of delivery complaints which needs to be checked.

Which store did the customer call for? * What query/complaint the customer has related to service?

Column1 Crosstab

Column3

Column4

Column5

Column6


What query/complaint the customer has related to service?

valet parking

baggage counter

alterations Total

1001-malad Count 0 2 0 2

% within Which store did the customer call for? 0 100 0 100

% within What query/complaint the customer has related to service? 0 25 0 20

1002-vashi Count 0 2 0 2



1006-cybd Count 1 2 1 4





Page


Total Count 1 8 1 10

1001-malad 1002-vashi 1006-cyberabad

1007-amritsar


0.0

0.5

1.0

1.5

2.0

Co

un

t

What

query/complaint the

customer has

related to service?

valet parking

baggage counter

alterations

Bar Chart

Analysis: There are a very few service related issues that crop up .because most of the issues are solved then in there in the store. Service center receives mostly calls related to baggage counter if the customers forget some stuff.

Page

Which store did the customer call for? * What query/complaint does the customer has related to promotion?

Crosstab

Which store did the customer call for? Column1

Column2 Column3 Column4

Column5

What query/complaint does the customer has related to promotion?

attractiveness of sale

offer not reflecting

communication

availability of merchandise Total

1001-malad Count 1 1 1 2 5

% within Which store did the customer call for? 20 20 20 40 100% within What query/complaint does the customer has related to promotion? 25 100 50 22 31

1002-vashi Count 2 0 0 1 3

% within Which store did the customer call for? 67 0 0 33 100% within What query/complaint does the customer has related

50 0 0 11 19

Page

to promotion?

1005-jaipur Count 0 0 0 3 3


1006-cybd Count 0 0 0 1 1


1008-bng Count 1 0 0 2 3


thane Count 0 0 1 0 1


Total Count 4 1 2 9 16

malad1002-vashi


1008-bangalore1009-thane


0.0

0.5

1.0

1.5

2.0

2.5

3.0

Co

un

t

What

query/complaint

does the customer

has related to

promotion?

attractiveness of sale

offer not reflecting

communication

availability of merchandise

Bar Chart

Analysis: calls related to offers are hardly received as hypercity is not into much of advertisements. It has recently started advertising, which attracts very few customer calls.

What query/complaint does the customer has for billing?Crosstab Which store did the customer call for?

Column1

Column2

Column3

Column4

What query/complaint does the customer has for billing?

price issue

exchange

accuracy of billing Total

1001-malad Count 4 5 15 24

Page

% within Which store did the customer call for? 17 21 63 100% within What query/complaint does the customer has for billing? 57 33 47 44

1002-vashi Count 1 1 5 7




1006-cybd Count 0 4 3 7




1008-bng Count 0 3 2 5


1009-thane Count 1 1 6 8


Count 7 15 32 54

malad1002-vashi



1009-thane


0

3

6

9

12

15

Co

un

t

What

query/complaint

does the customer

has for billing?

price issue

exchange

accuracy of billing

Bar Chart

Analysis: Billing and checkout is also a matter of concern for any retailer. As during weekends, there might be a lot of rush in the store which might lead to billing errors. Here, we can see that as malad is the most busy store. There have been 15 customer complaints related to the accuracy of billing.

Page

Which store did the customer call for? * What query/complaint does the customer have for concessionaire?

Crosstab

What query/complaint does the customer have for concessionaire?

Column1 Column2

Column3

Which store did the customer call for? servicemiscellaneous Total

1001-malad Count 1 1 2

% within Which store did the customer call for? 50 50 100

% within What query/complaint does the customer have for concessionaire? 20 50 29

1002-vashi Count 1 0 1



1006-cybd Count 1 1 2



1008-bng Count 2 0 2



Total Count 5 2 7

malad 1002-vashi 1006-cyberabad

1008-bangalore


0.0

0.5

1.0

1.5

2.0

Co

un

t

What

query/complaint

does the customer

have for

concessionaire?

service

miscellaneous

Bar Chart

Analysis: Hypercity has a lot of concessionaires in the store. These concessionaires have their own contact numbers, but we have received a few calls regarding their service and other issues.

Page

Which store did the customer call for? * What query/complaint does the customer has for loyalty program?

Crosstab Which store did the customer call for? Column1

Column2

Column3

What query/complaint does the customer has for loyalty program?

helpfulness

product knowledge Total



% within What query/complaint does the customer has for loyalty program? 0 100 50

1005-jaipur Count 1 0 1


% within What query/complaint does the customer has for loyalty program? 100 0 50

Total Count 1 1 2

vashi 1005-jaipur


0.0

0.2

0.4

0.6

0.8

1.0

Co

un

t

What

query/complaint

does the customer

has for loyalty

program?

helpfulness

product knowledge

Bar Chart

Analysis: Any grievances of the customer pertaining store personnel are

resolved in the store itself. Thus the calls received in the customer service

center are miniscule.

Page

Which store did the customer call for? * What query/complaint does the customer has for loyalty programme?

Crosstab

What query/complaint does the customer has for loyalty program?

Column1

Column2

Column3

Which store did the customer call for?points related

member information Total

1001-malad Count 5 1 6

% within Which store did the customer call for? 83 17 100% within What query/complaint does the customer has for loyalty program? 15 100 17



1005-jaipur Count 3 0 3


1006-cyberabad Count 18 0 18


1008-bangalore Count 3 0 3


1009-thane Count 1 0 1


Count 34 1 35

malad1002-vashi


1008-bangalore1009-thane


0

5

10

15

20

Co

un

t

What

query/complaint

does the customer

has for loyalty

program?

points related

member information

Bar Chart

Analysis: Hyderabad store receives the maximum number of customers calling for updating of dcc points. That might be because of the awareness among the customers that they can get the points updated over the phone instead of standing in queues in the store..

Page

Which store did the customer call for? * storedetailsColumn1 storedetails

Column2

Column3

Column4

Column5

Crosstab


store timing

address

lost & found Total

1001-malad Count 59 8 3 70

% within Which store did the customer call for? 74 10 4 88% within storedetails 32 26 43 101

1002-vashi Count 21 2 1 24




1006-cybd Count 28 9 0 37




1008-bng Count 34 4 1 39


1009-thane Count 18 4 1 23

% within Which store did the customer call for? 72 16 4 92% within storedetails 10 13 14 37% of Total 7 2 0 9Count 183 31 7 221

Page

Column1 storedetails

Column5

Column6

Column7

Column8

Crosstab


head office no

extended warranty misc. total

1001-malad Count 4 2 4 10


% within storedetails 50 100 33 1831002-vashi Count 1 0 0 1


% within storedetails 13 0 0 131005-jaipur Count 0 0 2 2


% within storedetails 0 0 17 171006-cybd Count 2 0 2 4


% within storedetails 25 0 17 421007-amritsar Count 0 0 1 1


% within storedetails 0 0 8 81008-bng Count 1 0 1 2


% within storedetails 13 0 8 211009-thane Count 0 0 2 2


% within storedetails 0 0 17 17 % of Total 0 0 1 1 Count 8 2 12 22

malad1002-vashi



1009-thane


0

10

20

30

40

50

60

Co

un

t

storedetails

store timing

address

lost & found

head office number

extended warranty

miscellaneous

Bar Chart

Analysis: 25% of the calls have been registered for queries related to store details. Here other than malad , Bangalore and Hyderabad also attract a lot of customer calls to inquire about the store timings, address and other related issues.

Page

Phase 32. To set and streamline the entire systems procedure.

-Make the process user friendly and hassle free , all calls hit in the customer service centre must give complete service to the customer.

Calls Attended Report

Page

Observation: Here the data that has been collected from 10th may ‘2010 to 15th

July ‘2010 has been divided into 9 weeks. This shows the percentage of calls that were attended out of the total no: calls that hit the server.

Interpretation: the upward rising curve clearly shows the increase in the attended calls percentage that occurred due to the streamlining of the whole process over a period of time. Initially around 30 % calls were only answered which increased up to 90% in the 9th week.

week 1 week 2 week 3 week 4 week 5 week 6 week 7 week 8 week 90.00%

10.00%

20.00%

30.00%

40.00%

50.00%

60.00%

70.00%

80.00%

90.00%

100.00%

atten

ded

call

%

Week Attended call %ge

week 1

36.57%

week 2

31.74%

week 3

61.63%

week 4

75.00%

week 5

83.93%

week 6

86.34%

week 7

86.23%

week 8

88.81%

week 9

89.79%

Page

Calls Abandoned Report

1 2 3 4 5 6 7 8 90.00%

10.00%

20.00%

30.00%

40.00%

50.00%

60.00%

70.00%

80.00%

Week

aban

done

d ca

ll pe

rcen

t


July ‘2010 has been divided into 9 weeks. This shows the percentage of calls that were abandoned out of the total no: calls that hit the server.

Interpretation: the downward sloping curve clearly shows the decrease in the abandoned calls percentage that occurred due to the streamlining of the whole process over a period of time. Initially around 70 % calls were only abandoned which decreased to 10% in the 9th week.

Week

Abandoned calls percent

week 1

63.43%

week 2

68.26%

week 3

38.37%

week 4

25.00%

Page

Call Report

Weekattended calls

abandoned calls total

week 1 951 1614 2565week 2 956 1740 2696week 3 1730 1115 2845week 4 2119 731 2850week 5 1992 390 2382week 6 1603 246 1849week 7 1699 271 1970week 8 1329 173 1502week 9 1775 200 1975

Total 14154.00 6480.0020634.00


July ‘2010 has been divided into 9 weeks. This shows the total number of calls that were attended and abandoned.

Interpretation: Here, total no; of attended calls are 14154 and the no: of abandoned calls are 6480. The total no: of calls that hit the server during this period were 20634. Out of the total calls that hit the server 70 % calls were attended and 30 % calls were abandoned.

Page

DAY 1

Sr

No.

Module Time Person

responsible

1 Induction to Hypercity (Over view of HyperCITY, mission,

vision, values, management philosophy, organization

structure)

10 - 11

2 Basics of Retailing (Types of retail formats, different

functions in a retail organization)

11 – 12

3 Orientation with Siddhu 12 – 1

LUNCH 1 – 2

4 Departmental Overview

a Food & non Food 2 – 2:30

b Perishables & Staples 2:30 – 3

c Floor walk – Ground floor 3 – 4:00

TEA 4 – 4:15

d Floor walk – Ground floor 4:15 – 5

5 Debrief 5 – 5:30

DAY 2

1 Review Day 1 10 – 10:30

2 Departmental overview – HAM 10:30 – 12:00

TEA 12:00 – 12:15

3 GM 12:15 – 1

LUNCH 1 - 2

4 Floor walk – Mezzanine floor 2 - 4

4 Home delivery (assembly & service center) 4 - 5

3 Customer service, complaints (CSD & Checkout policies,

accepted currencies etc)

11:30 – 1:00

LUNCH 1 - 2

4 Floor 2 - 5

Debrief 5 – 5:30

DAY 3

1 Review Day 2 10 – 10:30

Customer service, complaints (CSD & Checkout policies,

accepted currencies etc)

10:30 – 11:30

2 Types of Calls – Enquiries & Complaints – Process notes 11:30 – 1:00

LUNCH 1 - 2

3 Types of Calls – Enquiries & Complaints – Process notes 2 – 3

4 Team of 3 at call centre 2 - 5

5 Team of 4 at CSD 2 - 5

6 Debrief 5 – 5:30

DAY 4

1 Review Day 3 10 – 11

2 FAQs 11 - 12

3 To read despatch status, assembly sheet, demo sheet 12 - 1

LUNCH 1 - 2


4 Team of 4 at CSD 2 - 5

5 Debrief 5 – 5:30

DAY 5

1 Review of Day 4 10 - 11

2 MMS training 11 - 1

LUNCH 1 - 2


4 Team of 4 at CSD 2 – 5

5 Debrief 5 – 5:30

0 LIMITATIONS AND RECOMMENDATIONS

Drawbacks of home delivery and store -:

1. Limited number of vehicles to meet the requirement

2. Proper co-ordination between store and customer

3. Inappropriate delivery slots

4. Proper raising of STM

Recommendation for Home Delivery and store -:

1. Hire 3rd Party during festival season and week-ends- As the maximum number of footfalls in mall is in the weekends, and also during festive season, there are more number of home-delivery cases during these days, and the number of vehicles in companies possession is not sufficient to cater to the needs. It should consider hiring 3rd party for delivery during this period.

2. Stop over commitment at store level- The main motive of sales associates is to make sale and achieve target. Seldom they make over-commitment to customers and don’t convey the same to the home delivery department. For eg- a customer has been committed by sale-associate to get delivery next day by 12pm, but the same hasn’t been conveyed to the home-delivery department.

3. Bridge communication gap between store and customer- At times certain products booked by the customer becomes out of stock, and nothing is intimated to the customer. Its only when the customer calls up, that he comes to know that product is out of stock.

4. Delivery slots to be reworked- Current Delivery slots are from 11am-4pm and 4pm-9pm. The delivery vehicles leave the store around 11pm, so the time slot of 11am is quite difficult to abide by. Instead delivery slots should be reworked into 12pm-3pm, 3pm-6pm, 6pm-9pm.

5. Call flow is tremendous on Mondays and Tuesdays so stores should pick-up calls during meeting at the earliest

6. Hand pick-up cases should be intimated to call centre to launch demo call- The cases in which customer hand-picks up the product should be immediately intimated to the call centre, so as to launch demo and installation call.

STM for OOS products should not be raised on store requirement, but on customer requirement, as the warehouse gives higher priority to products raised on customer’s requirements and dispatches it more quickly.

8. At the time of sale, the associate should communicate to the customer that it takes 48hrs from the brand’s end to visit the customer’s place for demo and installation.

Page

Drawbacks of IT & Infrastructure

1. Calls Not landing:-Calls get hit on the Interdialog but due to technical error they could not be received.

2. Calls not diverting: - Initially calls were not diverting from the stores to the Customer Care Centre.

3. Calls waiting:- As initially Inbound and Outbound stations were same, calls were being shown as waiting, as outbound calls were being made.

4. Enser’s Server issues:-This is because of the Service provider(Tata Indicom)

5. Call hunting was difficult

Recommendation for IT & Infrastructure-:

One dedicated system for call monitoring- One system and quality agents should be allotted to monitor/barge the calls of the agents and provide them with feedback and suggestions, which in turn will enhance quality of agent.

Power back-up (Issue resolved)- Constant servicing of the generator should be ensured.

Call back the customers whose calls have been abandoned (Issue resolved)- To find out from system and give call back to the numbers those have been abandoned.

Self closure for several stores was difficult (Issue resolved).

Page

Drawbacks of Marketing and Promotion -:

1. Improper communication in adverts.(wrong Customer Service Center no)

2. HyperCITY does not spend much on adverts. Thus there is no hype created.

Recommendation for Marketing and Promotion -:

1. Updates of the upcoming promotions should be informed at least 2 days prior

2. Promotions in the store can be a part of closing script for the agents

) To fill the gaps and make the centre process dependent and not people dependent.

Drawbacks of cfs as a system-

1. Customer Details should be editable

2. Issues wrongly escalated to HyperCITY Services Office or any of the stores should be editable.

3. Session expire time should be reworked.

4. Speed is slow

5. Redundant data should be editable or highlighted by the system.

6. FTR cases should be closed at one time. CFS cases are first opened and then closed which means each case has to be accessed twice irrespective that the issue is resolved during the first interaction with the customer.

7. Subject line should give a brief about the case.

8. If the case is an existing case it should directly open the case with the hyperlink on the case id directing to the case.

9. Case details disappear if you press Search Profile.

10.Work In Progress cases should be separately categorized like open and closed cases are. (Issue resolved)

11.Contact number should also be a mandatory field.

12.View/Reply case should contain mobile number/telephone number as a search field.

13.Case details appear multiple times, which should be worked upon.Customer details appearing on the Right hand side do not appear at times when we open the case through View/Reply case.

14.All cases related to the same customer should appear on the screen.

Page

Drawbacks of MMS as a system-:

1) Expiry Time- The default time for expiry of the system is usually 30mins, but at times the system expires in 5-10mins, without any notification. This compels the agent to go through the entire process of signing-in into the system, which is quite time consuming.

2) Case Sensitivity- The product description provided in the system is case sensitive, which acts as an obstacle in giving customers quick resolution. For example- if agent wants to search for a Reebok Bat, and types ‘reebok” i.e in small cases, the system doesn’t show any result as in the system its fed as ‘Reebok’ i.e in capital cases.

3) Price Issues- When the agents hunts for the price of a particular product, the price for particular product shown beside the product description is different to that from the price shown on the page when we press F7 button, which shows different prices for different stores.

4) Product Availability- The system still shows the products that are not stored any more at Hypercity. This creates confusion for the agents, as inventory level shows ‘0’, which is the same in case of products that are ‘out of stock’. The system needs to reflect a warning message showing that the product ‘does not exist.’

) To profile centre agents behaviour and their performance record

-Make the agents aware of their day to day performance by monitoring their

calls and giving relevant feedback, giving the agents briefing and boosting

their self confidence by motivating them in order to reduce the attrition rate.

DRAWBACKS FOR AGENTS:

1. Most of staff recruited by Enser Communications Pvt Ltd. for this process are

on an average 10th-12th pass with or without past work ex of call center

2. So understanding the process takes time as the process includes

understanding of the software CFS and MMS.

3. Agents have little or sometimes no knowledge of using Microsoft office.

4. Training for soft skills for taking inbound calls. Since the Hypercity process is

inbound so the agents lack soft skills required for taking inbound calls

5. Even after proper training agents give wrong commitments to the customers

which results in bad quality of service.

Page

Recommendation for Agents-:

1. Store-personnel should come to give training to the agents- A well-informed and experienced person from the store should be appointed to give training to agents who join the process.

2. Conduct daily assessment during training program- Daily assessment and demo cases should be given to the agents during their training program, so as to enhance their knowledge and their self-confidence while handling live calls. It would also help to analyze the quality of the agent.

3. Dedicated store personnel to monitor the agents at the store- While the agents are at store for their training, a store-personnel should monitor the agents.

4. In every call center the attrition rate is very high as the agents come to work

part time, or are waiting for their commitments that need to be fulfilled.

5. So the employees in the process must be motivated and briefed every day,all

should work as one team and satisfy each and every customer problem that

comes in through calls.

0 APPENDIX

Questionnaire

Agent’s Name_____________________-

1. Store1. Malad 2. Vashi 3. Jaipur 4. Cyberabad 5. Amritsar 6. Bangalore 7.

Thane

2. Nature1. Complaint 2. Query 3. Request 4. Suggestions

3. Source1. Telephone 2. E-mail 3. Complaint book

4. Area1. Merchandise 2. Home Delivery 3. Service related 4. Promotion/catalogue 5. Billing/checkout 6. Concessionaire 7. Store/personnel 8. Loyalty programme

9. Store details

5. If Merchandise

1. Quality 2. Range 3. Service Issue 4. Finance schemes

6. If Home Delivery

1. Delivery 2. Assembly 3. Service center related

7. If Service

1. Hygiene 2.Lighting 3. Air-conditioning 4. Valet parking

5. Baggage Counter 6. Alterations

8. If Promotion

1. Attractiveness of sale 2. Offer not reflecting 3. Communication

4. Availability of merchandise 5. Marketing event in store

If Billing

1. Price issues 2. Exchange3. Ease of billing 4. Speed of billing

5. Accuracy of Billing 6. Refund

10. If Concessionaire

1. Quality 2.Price 3. Service 4. Ambience 5. Miscellaneous

11. If Store Personnel

1. Helpfulness 2. Product knowledge 3. Availability of staff 4. Courteousness of staff

12. If Loyalty

1. Points related 2.Member Information 3. Catalogue

13. If Store details

1. Store timings 2. Address 3. Lost & Found 4. Head Office no

5. Extended Warranty6. Miscellaneous

14. Priority

1. Normal 2. High 3. Very High

15. Status

1. Closed 2. Open 3. Work –in-progress

16. Impact

1. Satisfied 2. Dissatisfied 3. N/A

38184745 HyperCITY Final

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