Please assist with the Greyhound Frequent Flyer Call Center Case Study questions 1-4.

Please assist with the Greyhound Frequent Flyer Call Center Case Study questions 1-4

 

Please assist with the Greyhound Frequent Flyer Call Center Case Study questions 1-4. Please help with question 3 if nothing else, because that is the one I am having the most trouble with. Thank you.

Greyhound Frequent Flyer Call Center Case Study Im an accounting major, n tions expert, yelled just-promoted Bob Barthrow, the executive vice president of the Greyhound Frequent Flyer Call Center, during a senior-level manage- n opera ent mecting. Bob, Horizon Airlines HAJis going to stop doing business witlh us if we dont provide better call center ervice. We need to maximize service and minimize costs! So, find a solution to HAs service problems or we are all out of a job, stated Adam Bishop, the CEO of Greyhound Call Center Ser vices (GCCS) Bob retreated to his office and losed the door. As he sat in his chair, he thought about the many meetings he had participated in where managers promised great customer service but could not deliver it. Upon fur categories as follows ther reflection, he came to the conclusion that to promise great customer service you first must know how to analyze resource capacity and develop good schedules. He pulled out his old college operations management textbook and began reading. He also did a Google search on the topic and found several articles to read. He planned on building an electronic spread sheet analysis of the situation. HA and GCCS categorized incoming calls into four 1. Redeem calls: The customer wants to redeem frequent flyer points for future airline flights 2. Problem resolution: The customer wants to correct point debits and credits, flights, personal information, and so on. Manage accounts: The customer wants to split, combine, transfer, delete, rename, andor update the frequent flyer accountls) 3. Small and mid-sized airlines outsourced a va riety of peripheral services to GCCS, such as billing 4. Travel advice: The customer asks for travel advice. and credit card management, baggage and customer fl ight claims management, reservations, loyalty pro- grams, and call center management. HA accounted for 9 percent of GCCs revenues. HA customers had no CCCS and HA provide limited travel consulting service and advice. GCCS CSRs are trained to be nice yet tell the customer they do not provide full travel service, and refer customers to other travel agencies dea the HA frequent flyer program was outsourced to GCCS. CCCS managed separate call centers for several airlines, each with its own dedicated staff and offic Average standard times for HAs call mix is shown ice space. GCCS customer service representatives CSRs) who worked in the HA call center were trained by both CCCS and individual airlines such as 4. CCCS provided all CSRs with service manage- ent training and mentors, and CSR performance was electronically monitored. HA trained the CSRs y including airline tours and free flights so the CSRs would know the airline and its culture, and especially in Exhibit 14.9. Bob wanted to get a standard service EXHIBIT 14.9 Type of HA Call E Greyhound Frequent Flyer Call Mix Standard Time Per Call (Seconds) Percentage of Total Call (96) In Redeern Problem Resolution yer program. HA CSRs were trained to kely to be described Manage Accounts Trave ice handl e 20 service upsets most li by incoming customer calls Greyhound case data is also available in an Excel spreadsheet at OM Online. 309 CHAPTER 14:0perations Scheduling and Sequencing

 

Please assist with the Greyhound Frequent Flyer Call Center Case Study questions 1-4

Please assist with the Greyhound Frequent Flyer Call Center Case Study questions 1-4

Please assist with the Greyhound Frequent Flyer Call Center Case Study questions 1-4

 

 

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