DDC OS was able to quickly transition from no staff to over 100 GBES dedicated members, something that would have been costly and time consuming for GBES. Coming in at the start of the project allowed DDC OS to create a close partnership, using regular communication to handle the scalability and rapid growth.
Starting with a small team, DDC OS listened to the customers, analysing the data in order to anticipate the next steps required. Feeding this back, DDC OS began to suggest new communication streams for GBES to move into. This meant gradually incorporating new areas of customer experience as and when needed. The project started as outbound customer acquisition but quickly became a full customer contact centre, spanning across the web, social, email, telecoms and back office administration.
Any actions GBES made affected their customers, which in turn affected DDC OS’ interactions with the customers; to best manage this, a transparent partnership was necessary. However, the relationship went beyond a partnership, DDC OS became an integral part of the GBES team.
The account management structure was developed, creating a clear line of ownership across the project; starting with the Managing Director, the structure included a Service Centre Director, Client Relationship Manager, Project Manager, Operations Manager and Business Services Manager.
Utilising three locations, the UK, Philippines and Europe, DDC OS was able to supply central services, business lines (customer acquisition, customer service, specialist support), analytics, and infrastructure and information technology. In slightly more detail, most services are listed under two service lines:
Business as Usual; inbound/outbound sales, email, social media, back office processes, complaints, customer services.
New Lines; billing, account review, print and fulfillment service, payment management, web chat services, smart meter, smart mobile app, prepayment, and fuel poverty innovation.
GBES had to invest little by way of capital expenditure, operating with only 16 direct employees; this was due to the joint risk approach taken with this project. DDC OS invested heavily in technology, people and infrastructure to allow GBES to use their own funds in business-critical areas.