Big Bucks is a US-based bank which is facing an increased pressure from its competition. Based on customer surveys and analysis, Big Bucks’ biggest pain point has been identified as the help desk service.

The help desk was created to be a convenient 24x7 alternative to an in-branch visit, where a customer could dial in and ask questions. However, the help desk quickly became more of a headache than a “convenient alternative”. The help desk receives around 15,000 calls per day and the callers lucky enough to get through can expect an average wait time of 40 minutes before speaking to a customer service agent. Additionally, the help desk does not have the capability to track who called, when, or why, so every interaction with Big Bucks feels like the first time all over again.

The bank has hired Deloitte to help assess and potentially implement a CRM (Customer Relationship Management) system for managing their interactions with current and future customers (including helping to track and prioritize customer issues).

Big Bucks understands that in order to improve customer service, they need to create/implement a CRM system.  Big Bucks’ board has given the IT department a one month window to make a “build vs. buy” decision. The CIO (Chief Information Officer) has hired Deloitte to serve as an advisor throughout the analysis. Deloitte quickly ruled out the feasibility of a custom built solution, considering Big Bucks’ unprepared and inexperienced IT department. 

Deloitte and Big Bucks must now choose between Hero CRM and CRM Action as the help desk solution. Hero CRM is more expensive, but comes with a variety of features necessary to improve the call center and deliver a full, 360 degree profile of a customer. CRM Action is a cheaper option with all the core functionality necessary to track call center activity. In addition to vendor selection, Deloitte is hoping to continue with Big Bucks and help with the implementation.

CCPB has tasked Deloitte to perform a current state analysis to identify and address risks in the current cargo security screening processes, as well as the present hiring practices for security screeners. Along with the current state analysis, Deloitte must also create a human capital strategy that identifies cost-effective and streamlined approaches to security screener recruitment, training, and employee engagement initiatives. This strategy should include insights for CCPB senior leadership about how to create a cohesive and unified culture of security awareness.

Key considerations:

• Current CCPB field officers undergo only 6 weeks of on-the-job training and are not required any hours of continuing education.
• CPB currently has limited access to a counterterrisom database managed by another agency due to current interagency data-sharing policies.
• The Chief Administrator has only previously worked in military agencies and thus has no experience with civil service organizations; most CCPB field officers are not former military members and are civil servants.
• The Chief Human Resources Officer (CHRO) is excited about upcoming changes while the Chief Information Officer (CIO) is hesitant to make any changes.