Rogers Communications Inc.To succeed in a competitive market Rogers must differentiate itself by improving customer service quality

•“The only value your company will ever create is the value that comes from customers”• “Businesses succeed by getting, keeping, and growing customers “•“Customers are the only reason you build factories, hire employees, schedule meetings, lay fiber-optic lines, or engage in any business activity”• “Without customers, you don’t have a business”- Don Peppers and Martha Rogers

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PROBLEM IDENTIFICATION

PROBLEM ANALYSIS

ANALYSIS METHOD(S) STRATEGIC

ALTERNATIVES CONCLUSIONSTRATEGIC

APPROACH Q+A

Analysis Method

SWOT Analysis

• Strengths– Most international roaming partnerships– Highest Average Revenue per User (ARPU)– Lowest Churn %

• Weaknesses– Highest acquisition cost per subscriber– Lowest overall customer service ratings

Analysis Method

SWOT Analysis

• Opportunities– Growing wireless industry– Increasing VOD

• Threats– Customers not satisfied with the customer service – Decreasing demand for traditional television and telephone

services.

PROBLEM IDENTIFICATION

CUSTOMER SERVICE

• Spending between $5-12 per customer call– $30 for more in depth calls

• Handles over 30 million calls and 300,000 email requests yearly

• Scored 655 on customer service.– Bell scored 758– Telus scored 755

Operating Expenses Company (FY 2009)

Rogers Bell Telus0

1000

2000

3000

4000

5000

6000

7000

Operating, General, and AdminstrativeSales and Marketing

PROBLEM ANALYSIS

THE PROBLEM• ROGERS– Only 5 call centers and all located in Canada– Has an extensive CSC training program, yet CSC still

has to refer customer up hierarchy chain– Has 2,100 service vehicles– Wirelines products replaced within 3 days– Customers complain inconsistent customer service

experience between in-store, online, and at the call centers

Competitors

• Bell and Telus– Call centers located throughout North America– Outsourcing customer service initiatives

internationally– Only has 2,000 vehicles– More efficient with less resources.

STRATEGIC ALTERNATIVES

ALTERNATIVE 1

|||||||||||||| RESTRUCTING CALL CENTERS• Space out call centers– Throughout North America– Outsourcing internationally

STRATEGIC ALTERNATIVES

ALTERNATIVE 2

|||||||||||||| RETRAINING CUSTOMER SERVICE CONSULTANTS

• Train all CSC (retail, call centers and online) on the same level

• Appoint a CSC manager at each retail store• Grant CSC authority to make managerial

decisions• “Genius” bar in retail stores

STRATEGIC ALTERNATIVES

ALTERNATIVE 3

|||||||||||||| REDUCING TURN-AROUND TIME

• From 3 days to 24 hours• Allowing in-store pick-ups for replacements

STRATEGIC ALTERNATIVES

ALTERNATIVE 2

ALTERNATIVE 1

COMPARE + CONTRAST

ALTERNATIVE 3

STRATEGIC ALTERNATIVES

LIMITS + CONTINGENCES

ALTERNATIVE 2ALTERNATIVE 1

ALTERNATIVE 3

STRATEGIC APPROACH

B E S T ALTERNATIVE …. ALTERNATIVE 2 – CONCENTRATING ON RE-TRAINING CSC

W H Y LESS COSTLY THAN MOVING/OPENING NEW FACILITIES

TARGETS CORE PROBLEM

ENHANCES CUSTOMER SERVICE

UTILIZES CURRENT RESOURCES MORE THROUGHLY

REDUCE LENGTH, THEREFORE COST OF CALLS BY ALLOWING CSC TO MAKE EXCUTIVE DECISIONS

CONCLUSION

“Quality is free”-Philip Crosby

•Delivery of ever-improving value to customers•Employee engagement, teamwork, & accountability •Continuous improvement and learning by entire organization at all levels