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Success Stories

Success Stories
# Company Description Issues What was Done Metrics Affected Before After
1 Large Diversified BPO: Tech-Support
  • First call resolution (FCR) very low
  • Unable to increase capacity
  • Implemented Games to teach soft skills to manage customers
  • Set up learning and
    coaching-management systems
  • FCR
  • FCR: 72%
  • FCR: 88%
2 Large Global Tech company: Inside Sales of Hardware Products for B2B
  • Inside sales professionals had low appointment-setting metrics
  • Implemented Games to teach associates how to overcome objections and set appointments
  • Set up sales, learning, coaching and performance-metrics management systems
  • Taught salespeople how to better target and research calls
  • Appointments made
  • 1 out of 20 contacts became appointments
  • 2.75 out of 20 contacts became appointments
3 Large Labor Survey Organization (University and Research): Survey and Interviewing Techniques, Phone and Face-to-Face
  • Data-integrity issues with interviewers not understanding computerized instrument
  • Inappropriate use of probing, clarifying and repeat techniques to elicit responses from respondents
  • High levels of disengagement of respondents
  • Implemented Games to train employees how to interview, address issues and practice entering data on survey instrument
  • Data integrity
  • 45% of data collected required cleaning post-interview
  • 15% of data collected required cleaning post-interview
4 Large Collection Agency: Tier 1 Consumer Credit Collection
  • 5% of collectors had compliance issues
  • Huge variation among collectors in amount collected
  • Personnel-retention issues
  • Used Six Sigma projects to recruit collectors and reinforce compliance training
  • Implemented Games to recruit and train collectors
  • Implemented human capital management system and learning communication management system to hold recruiters, trainers and operations accountable for collector performance
  • Monthly amount collected
  • Variation among average monthly amount collected by collectors was $80,000
  • Variation among average monthly amount collected by collectors was $150,000
5 Large Regional Retail Banking: Customer Service and Cross-Sell
  • Agent retention
  • Poor cross-selling
  • High learning curve
  • Implemented Games for applicant screening, on-boarding and learning
  • Set up human capital management system and learning communication management system
  • Avoidable personnel turnover
  • Upselling conversion
  • % of associates asking more probing questions
  • Learning curve
  • Avoidable Turnover: 36%
  • Cross-selling conversion: 35%
  • Associates asking probing questions: 68%
  • Learning curve: 6 months from date of hire
  • Avoidable Turnover: 23%
  • Cross-selling conversion: 58%
  • Associates asking probing questions: 92%
  • Learning curve: 2.5 months from date of hire
6 Large Private-Label Credit Card Outsourcer
  • Agent retention
  • Too many talking point memos sent each month
  • High learning curve
  • Implemented Games for candidate screening, on-boarding and refresher learning
  • Set up human capital management system, learning communication management system and memo-tracking system
  • Agent turnover
  • Average number of memos sent to associates
  • Learning curve
  • Agent turnover: 56%
  • Average number of memos sent to associates: 72 per month
  • Learning curve: 5.5 months from date of hire
  • Agent turnover: 36%
  • Average number of memos sent to associates: 15 per month (more targeted training with fewer changes)
  • Learning curve: 2 months from date of hire
7 Large Health Insurance Company: Membership Support
  • Poor customer satisfaction (CSAT)
  • Low first call resolution (FCR)
  • Implemented Games for customer service
  • Set up human capital management system
  • CSAT score
  • FCR
  • CSAT score: 58%
  • FCR: 77%
  • CSAT score: 78%
  • FCR: 82%
8 Large Diversified BPO: Telecom Sector Chat Support
  • Poor Customer satisfaction (CSAT) from chat sessions
  • High variation among associates
  • Lack of awareness about customer's environment
  • Implemented Games to teach critical-thinking skills
  • Set up people and learning management systems
  • CSAT score
  • Average handle time (AHT)
  • CSAT score: 49%
  • AHT: 17.5 minutes
  • CSAT score: 76%
  • AHT: 14.3 minutes
9 Tech Company: Inside Sales Using Social Media
  • Poor return on brand marketing and traditional lead-generation channels
  • Sale associates did not know how to leverage social media channels
  • Implemented Games to teach sales associates how to leverage information while contacting B2B prospects
  • Implemented better targeting techniques
  • Contacts qualified as leads
  • Number of days from first contact to product demo
  • 10% qualified and 60 days to product demo
  • 75% qualified and 21 days to product demo
10 Large BPO: Call Center Help Desk
  • Poor customer satisfaction (CSAT)
  • Low first call resolution (FCR)
  • High learning curve
  • Implemented Games to teach associates to understand customer concerns
  • Reconfigured on-the-job training (OJT) practice
  • CSAT
  • FCR
  • Learning curve: days to maximum performance from date of hire
  • CSAT score: 72%
  • FCR: 78%
  • Learning curve: 240 days from date of hire
  • CSAT score: 80%
  • FCR: 91%
  • Learning curve: 110 days from date of hire
11 Large BPO: Call Center Retail Order Process
  • Poor Customer satisfaction (CSAT)
  • Low first call resolution (FCR)
  • High learning curve
  • Implemented Games to teach associates to understand customer concerns
  • Reconfigured on-the-job training (OJT) practice
  • CSAT
  • Learning curve: days to maximum performance from date of hire
  • CSAT score: 71%
  • Learning curve: 185 days from date of hire
  • CSAT score: 78%
  • Learning curve: 90 days from date of hire
  • Increased CSAT led to increased FCR
12 Large BPO: Call Center Financial Services Support
  • Poor sales conversion
  • High learning curve
  • Low throughput after completion of new-hire training
  • Implemented Games to teach sales reps to understand customer concerns and cross-sell appropriately
  • Reconfigured on-the-job training (OJT) practice
  • Sales conversion
  • Learning curve: days to maximum performance from date of hire
  • Throughput of graduation
  • Sales conversion: 1 out of 8
  • Learning curve: 140 days from date of hire
  • Throughput: 35% of the batch hired made it to production at first attempt post-training
  • Sales conversion: 1 out of 4
  • Learning curve: 90 days from date of hire
  • Throughput: 75% of the batch hired made it to production at first attempt post-training
13 Large Diversified Industry: Supervisor Training, Teaching Coaching Skills
  • Poor coaching practice after leadership training
  • Implemented Games to practice coaching techniques taught in classroom training
  • Visible accountability system to ensure supervisors are coaching appropriately with reinforcement from trainer online
  • User-adoption of techniques taught in class
  • 60% never used
  • 40% who used took 90 days to adopt
  • 90% adoption
14 Large BPO: Call Center Travel Reservations
  • Poor sales conversion
  • High learning curve
  • Implemented Games to teach associates to understand customer concerns and cross-sell appropriately
  • Reconfigured on-the-job training (OJT) practice
  • Sales conversion
  • Learning curve: days to maximum performance from date of hire
  • Sales conversion: 1 out of 12
  • Learning curve: 120 days from date of hire
  • Sales conversion: 1 out of 6
  • Learning curve: 75 days from date of hire
15 Large Telecom: Cross-Selling New Products to Small and Medium Businesses
  • Poor sales conversion
  • High learning curve
  • Implemented Games to teach associates to understand customer concerns and cross-sell appropriately
  • Reconfigured on-the-job (OJT) practice
  • Sales conversion
  • Learning curve: days to maximum performance from date of hire
  • Sales conversion: 1 out of 10
  • Learning curve: 150 days from date of hire
  • Sales conversion: 1 out of 5
  • Learning curve: 90 days from date of hire
16 Insurance Company: Claims Processing Using Internal Legacy CRM
  • Wrong process steps and data entered
  • Lack of critical thinking in the way policies and thresholds were applied to claims
  • The X's for the incorrect resolution were identified
  • New process and decision flow charts were made via Six Sigma projects
  • During new-process implementation, case studies to teach processors to understand implications were implemented, followed by coaching and learning interventions
  • Correct issues resolution
  • 10% review in SLA-based sampling and policies
  • 90% of these reviews led to changes in decision
  • 10% review stayed the same but was limited to automatic review and sampling plans
  • Decision-making skills were improved to limit changes to 5% of those reviewed
17 Defense Contractor: New Corporate Real-Estate Process to Reduce Footprint
  • Very long lease renewal and new-lease signing processes
  • Redesigned entire process using Lean principles
  • Created custom Game to teach new process
  • Implemented handoffs and metrics measurements
  • Implemented process-management system as part of control plan
  • Lease closing time
  • 75% of leases took 120 days longer than threshold set via policy
  • 5% of leases took longer than prescribed goal
18 Large Pharma Company: Field Sales
  • Too many messages to prospective physicians
  • Six Sigma project to reduce the number of messages
  • Implemented Games to change behaviors of sales associates to deliver 2 to 3 messages to physicians and meet immediate goal
  • Number of meds prescribed
  • 9 months before first prescribed
  • 3 months before first prescribed
19 Large Agro-Company: New SAP CRM process
  • New process adoption
  • Implemented Games to teach users to adapt to new process handoffs and data templates
  • Days to adoption from first day of training
  • New process
  • 95% user adoption within 7 days of first training
Please note: Some of these cases were past clients of PAKRA's founders.
 
 
 
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