Reinventing the CFO: How Financial Managers Can Transform Their Roles and Add Greater Value by Jeremy Hope

Author:Jeremy Hope
Language: eng
Format: mobi, pdf
Published: 0101-01-01T00:00:00+00:00

Consider what leaked confidential documents reveal about the effects of targets at a large U.K. energy company. Difficult customer inquiries, once dealt with by the sales staff, are now routed to a separate service department that is struggling to cope. Call length is a primary target. Over a five-week period, two call centers handled 750,000 calls at an average call length of 432 seconds and 450 seconds, respectively. Under new targets for the third quarter of 2005, the service center staff is expected to deal with calls 10 percent faster than before, with a target of 420 seconds. The "wrap" time-how long a staff member can deal with a customer's problem after the call has ended-is included in the 420-second target, and has been cut to a maximum of 230 seconds. To avoid missing these targets, the staff may not answer up to fifteen hundred customer calls on busy days. Instead, they send a letter saying they tried to call the customer back, and inviting the customer to return the call.

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