A telecommunications company sought to stand up a new chat-oriented sales channel across several geographies. Previously, chat was only available for product support and online shopping cart support. This is a new effort to address consumer preferences by providing consultative selling conversations via chat.
Standing up a new chat sales channel required new processes, tool development, business rule optimization, training and program oversight.
RevGen provided project leadership to align roles, drive communications, and manage issue tracking. Weekly meetings allowed stakeholders from different geographies to align on process, share best practices, and communicate training techniques. RevGen facilitated the creation of the business rules as to when chat is offered, and which chats get routed to employee sales agent vs. business partners.
The new chat sales channel launched on time and has been expanded nationally to support all new and existing customers on all marketing and buy-flow web pages.
To expedite the staff ramp-up, the divisions diverted several employees from the phone sales team to become a part of the new chat sales organization.
Since research is showing a growing consumer preference for digital interactions, the client is now much better positioned to meet that demand via their new digital workforce that started out as a chat center.
Due to team consolidation in anticipation of a new technology launch, our client’s Agile backlog was a mix of competing priorities from several departments that often had conflicting goals.
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RevGen helped our client design, develop, and deploy a customized performance management platform with the goal of improving overall customer experience through better feedback.
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