Challenge:<\/p>\n
Better than bottled: focus on quality<\/strong> Household contracts are registered when someone moves into a new home. Vitens also supplies water used in the production process to manufacturing organisations in the provinces in which it operates. Both private and business clients contact Vitens\u2019 customer service department to open and close accounts when moving home or premises, to query their bills, and to report any incidents relating to the quality or supply of water.<\/p>\n A publicly owned company, Vitens is committed to providing its customers with the best quality water, at the lowest cost. Vitens aims for a customer satisfaction score of 8\/10 \u2013 an important indication that the organisation is fulfilling its promise and is on track to achieving its strategic goals. To help achieve this score, the organisation launched a project called Vitens 2.0 which focused on ways of improving customer service. \u2018At the time, it was difficult to resolve a query in one call,\u2019 explains Geuje van Dijk, Transition Manager \u2013 Customer and Billing at Vitens. \u2018We had a customer- facing contact centre to take calls relating to accounts, billing, and fault reporting.\u2019 Vitens also ran a separate, internal contact centre for its maintenance engineers.<\/p>\n ‘Our front-office and back-office operations were segmented and largely activity-based,\u2019 says van Dijk, \u2018so a customer query, even a process as simple as registering a new account, could sometimes involve many departments … and result in a backlog of work.’<\/p>\n Vitens wanted more customers to make use of its Internet self-service facility for simple requests and queries, for example to log a fault, or activate an account when moving house. \u2018We also wanted to increase our \u201cfirst-time fix\u201d rate for customer queries,\u2019 says van Dijk.<\/p>\n Closing the gap between front-and back-office<\/strong><\/p>\n To close the gap between its front-office operations which included the contact centre \u2013 and back-office functions, Vitens decided to move to a process-based, matrixed operating model. The front and back office were therefore merged into a single, customer services department. The department would manage three processes: transfers (opening and closing water accounts when customers moved home\/premises); customer relations; and billing and collections. Employees were trained to perform a number of activities in each process.<\/p>\n A business process management system and workforce management tool supported this new structure, allowing for better planning, monitoring, and management of resources and workflow. Vitens needed to integrate its customer contact centre system, which at the time ran on a dedicated platform, with this new, process-based model and workforce management system. \u2018We needed to determine the best solution for our requirements, at the right cost,\u2019 says van Dijk. \u2018Our existing system was nearing end-of-life and was complex and costly to maintain. It would also be expensive to upgrade, especially considering that we weren\u2019t making use of all the functionality it offered.\u2019 says van Dijk. \u2018We wanted a solution that would match costs with benefits.\u2019<\/p>\n Solution:<\/p>\n Single platform integrated with workforce management system<\/strong><\/p>\n Dimension Data proposed upgrading the telephony system and integrating it with the contact centre system used for maintenance contractors. This consolidated platform would link the contact centre system with the workforce management system, giving Vitens the functionality it required, at a lower cost: the organisation would not have to pay for upgrading to a system that had excess functionality, and it would need fewer resources to support the single platform.<\/p>\n Dimension Data advised Vitens to select the Avaya Aura\u00ae Contact Center. The integration with Avaya Aura\u00ae Workforce Optimisation to support Vitens\u2019s back-office processes was key to the success of this project.<\/p>\n Result: <\/p>\n H2OK<\/p>\n 60\u201370 percent reduction in operating costs, ROI in one year<\/strong><\/p>\n Vitens now has a single, Avaya platform for its contact centre and office telephony systems, which are linked to the organisation\u2019s workforce management tool. They\u2019re able to use the same workforce management system for all processes, which means they can plan better and allocate resources more efficiently. This has also enabled them to reduce the number of teams in the business from 14 to eight.<\/p>\n Call volumes down 23 percent, customer satisfaction up to 8\/10<\/strong><\/p>\n \u2018There\u2019s been a great improvement in our first-call resolution rate,\u2019 says van Dijk, \u2018and with IVR (interactive voice response) we\u2019re able to direct more customers to the Internet self-service facility. We\u2019ve seen a 23 percent reduction in calls so far, from about 697,000 a year to about 539,000.\u2019<\/p>\n Most importantly, customer service has improved since the new system was launched. The organisation\u2019s customer satisfaction score increased to 8\/10. Van Dijk states that the biggest benefit of the Vitens 2.0 programme has been the ability to plan activities using the business process management system.<\/p>\n \u2018Integrating the contact centre platform with our workforce management system has been crucial in enabling our process-based model,\u2019 he concludes, \u2018and delivering the benefits we\u2019re seeing as a result.\u2019 \t<\/p>\n","protected":false},"excerpt":{"rendered":" Challenge: Better than bottled: focus on quality With a 31 percent market share and 5.4 million customers in the Netherlands, Vitens is the country\u2019s largest supplier of drinking water. The organisation extracts, purifies, and delivers drinking water to public taps, private households, and businesses in six provinces. Household contracts are registered when someone moves into […]<\/p>\n","protected":false},"author":21,"featured_media":16963,"comment_status":"open","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"footnotes":""},"categories":[205,15],"tags":[203,204,180,207,208,209,210],"class_list":["post-16962","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-case-studies","category-netherlands","tag-avaya-aura-workforce-optimisation","tag-business-process-management-system","tag-dimension-data","tag-vitens","tag-vitens-2-0","tag-water-supply","tag-workforce-management-system"],"acf":[],"publishpress_future_workflow_manual_trigger":{"enabledWorkflows":[]},"_links":{"self":[{"href":"https:\/\/www.intelligentcio.com\/eu\/wp-json\/wp\/v2\/posts\/16962","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/www.intelligentcio.com\/eu\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/www.intelligentcio.com\/eu\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/www.intelligentcio.com\/eu\/wp-json\/wp\/v2\/users\/21"}],"replies":[{"embeddable":true,"href":"https:\/\/www.intelligentcio.com\/eu\/wp-json\/wp\/v2\/comments?post=16962"}],"version-history":[{"count":0,"href":"https:\/\/www.intelligentcio.com\/eu\/wp-json\/wp\/v2\/posts\/16962\/revisions"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/www.intelligentcio.com\/eu\/wp-json\/wp\/v2\/media\/16963"}],"wp:attachment":[{"href":"https:\/\/www.intelligentcio.com\/eu\/wp-json\/wp\/v2\/media?parent=16962"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/www.intelligentcio.com\/eu\/wp-json\/wp\/v2\/categories?post=16962"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/www.intelligentcio.com\/eu\/wp-json\/wp\/v2\/tags?post=16962"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}
\nWith a 31 percent market share and 5.4 million customers in the Netherlands, Vitens is the country\u2019s largest supplier of drinking water. The organisation extracts, purifies, and delivers drinking water to public taps, private households, and businesses in six provinces.<\/p>\n
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\nVitens 2.0 programme to improve customer satisfaction<\/strong><\/p>\n
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\nExisting technology doesn\u2019t support new operating mode<\/strong>l<\/p>\n