case solution
Solution: Moving from “make do” to “can do”
Meeting SUBWAY’s expectations meant IPC needed topnotch management of key issues:
Card programs: A newly implemented Gift card program – and management of an existing loyalty card program – brought high customer demand for IPC to handle card issues and placed a serious burden on them to respond efficiently. Customer service: Efforts to address issues were being duplicated and the process was managed manually. There was no real control of customer service, so issues were falling through the cracks.
Centralization: IPC needed a system to centralize customer issues and eliminate redundancies. IPC had no way to know or track if multiple resources were working independently to resolve the same customer issue.
With a holiday season quickly approaching, IPC expected higher volume demands, which meant they more support resources. They decided the timing was right for CRM Solution: Moving from “make do” to “can do”
Meeting SUBWAY’s expectations meant IPC needed topnotch management of key issues:
Card programs: A newly implemented Gift card program – and management of an existing loyalty card program – brought high customer demand for IPC to handle card issues and placed a serious burden on them to respond efficiently. Customer service: Efforts to address issues were being duplicated and the process was managed manually. There was no real control of customer service, so issues were falling through the cracks.
Centralization: IPC needed a system to centralize customer issues and eliminate redundancies. IPC had no way to know or track if multiple resources were working independently to resolve the same customer issue.
With a holiday season quickly approaching, IPC expected higher volume demands, which meant they more support resources. They decided the timing was right for CRM
Meeting SUBWAY’s expectations meant IPC needed topnotch management of key issues:
Card programs: A newly implemented Gift card program – and management of an existing loyalty card program – brought high customer demand for IPC to handle card issues and placed a serious burden on them to respond efficiently. Customer service: Efforts to address issues were being duplicated and the process was managed manually. There was no real control of customer service, so issues were falling through the cracks.
Centralization: IPC needed a system to centralize customer issues and eliminate redundancies. IPC had no way to know or track if multiple resources were working independently to resolve the same customer issue.
With a holiday season quickly approaching, IPC expected higher volume demands, which meant they more support resources. They decided the timing was right for CRM Solution: Moving from “make do” to “can do”
Meeting SUBWAY’s expectations meant IPC needed topnotch management of key issues:
Card programs: A newly implemented Gift card program – and management of an existing loyalty card program – brought high customer demand for IPC to handle card issues and placed a serious burden on them to respond efficiently. Customer service: Efforts to address issues were being duplicated and the process was managed manually. There was no real control of customer service, so issues were falling through the cracks.
Centralization: IPC needed a system to centralize customer issues and eliminate redundancies. IPC had no way to know or track if multiple resources were working independently to resolve the same customer issue.
With a holiday season quickly approaching, IPC expected higher volume demands, which meant they more support resources. They decided the timing was right for CRM