Hawaiian Telcom

Call Center BI Story

COMPUTERWORLD
September 19 - 21, 2010

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Jason Fujita Introduction

Contact Center Operations Director
Operations Overview
Consumer
Business SMB & Enterprise
Owns the five retail operations
Supports the corporations off line
processing organization
230 Agents
2500 daily sales and service calls
$18M annual operational budget
Sales channel supports approximately
$135M in annual revenue
Personal
Over 10 years in the sales and service
arena
Previously VP Sales and Operations,
Hawaiian Tel Federal Credit Union; Sr
Account Exec with Verizon
Bachelors degree in Civil Engineering Santa
Clara University
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Agenda
HT Background
Challenges
Business Objectives
What To Look For In A Partner
Solution
Timeline
Benefits
Lessons Learned
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Hawaiian Telcom Background

Products and Services

Key Milestones

1883:

King David Kalakaua grants Mutual

Telephone Company a charter to provide
telephone service to the kingdom of Hawaii.

1954:

Name changed to Hawaiian Telephone

Company.

1967:

GTE Corporation acquires the Company, which

becomes known as GTE Hawaiian Tel.

2000:

GTE merges with Bell Atlantic to form Verizon

Communications. Company name changed to
Verizon Hawaii.

2005:

The Carlyle Group acquires the Company and

the name is changed to Hawaiian Telcom.

2008:

Hawaiian Telcom enters Chapter 11 Bankruptcy

Protection to restructure debt and better position
the Company for the future.

2009:

Hawaiian Telcoms Plan of Reorganization is

approved by Bankruptcy Court. The Plan, which
is subject to regulatory approval, reduces debt
from $1.15 billion to $300 million.

Local Phone Service

High Speed Internet
myChoice Bundles
Long Distance
Wireless Service
Call Choice Visual Voicemail
Business Services for Small, Medium
and Wholesale Customers
Managed Services
Pay Phones
Directory Assistance

Size / Customers / Employees

Approximately $500M in revenue

Approximately 600K lines

Over 54,000 businesses served
statewide
Nearly 1500 employees
230 contact center specialists

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Since The Spin Off, IT Has Been Stressed To Keep Up With The
HT Business Demands
Ill help fund it if
we can use it too.

I have no idea, on a real time

basis, how well my agents are
performing.

Billing
Systems

Sales Force
Results

Internal
Portals

Operational
Systems

Financial
Reporting

Marketing
Campaign

Product
Performance
Data

Order
Volume &
Cycle Time

3rd Party
Systems

Fulfillment

Customer
Service
Support

ACD

How do I have time to manage my business, when I spend so

much of my day manually compiling results and reports. And
once done, they are already out of date.

IT
Manager
IVR

CRM

Billing

Trouble Mgmt

Middleware

???

Partners &
Customers
Concerto
Software

IVR
Systems

Siebel CRM

Kenan
Arbor BP

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Remedy

Bus

???

HT Call Center
Operational Challenges
Impacts

Limited Visibility
Minimal Automation

Inconsistent Process Create Inconsistent

Data
Front Line Agent Coaching

Manual administration reduces

timeliness of data

Lack of visibility into

interdependency of key metrics

Difficult root cause analysis

Significant effort involved to

perform ad-hoc reporting

Difficult forecasting

Reduced agent efficiency

Minimal empirical individual

performance data for off-line
agents

Revenue timing is delayed due to

incomplete understanding of offline order workload and status of
WIP off-line orders

Soaring Support Costs

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HT Objectives
Integration of the 4 key call center focus
areas: operations; sales; marketing; off
line work loads
Identify high performing agents whose best
practices could be shared with other
colleagues
Conduct root cause analysis to improve
operations
Identify trends and forecast call center
traffic

Balance cost and customer service

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What We Looked For In Our Partner

Significant experience in telecom systems
and processes
Real life call center operations experience
Cross industry experience from other
verticals
Proven methodology and approach

A track record of successful execution at

HT
Understanding of HT culture and values

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HT Contact Center Intelligence

Centralized our Sales, Marketing, Contact Center Performance and Off Line Work activities and
trends into a single dashboard
Provided us with holistic monitoring of product Actuals versus Plan performance
Correlated data from numerous data sources to uncover never before seen business trends

Transform
Call
Center
Call
Center

Call
Center

Federated
Warehouse

OAK

DC

IRE

AUS

APAC

LON

ACD, IVR, PBX, Billing, CSR, Inbound,

Payroll, Voice, Wireless, Cable, VoIP
Multi-Dimensional Cubes

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Hawaiian Telecom Solution Approach

Solution Proposal Includes
ACD data
CRM order data
CRM case data
Off-line Order data
IVR data

Benefits
Establishes foundation for largest
portion of call center operational
metrics
Enables ability to manage and
report on off-line order workload
Automates the preparation of the
call center operational metrics

Supports call center segmentation

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HT Overall BI Program Approach

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Benefits
Automated data loads from our Source Systems - zero touch

Real time view of the complete call center operation

Operational improvements

Abandon rates dropped 30%

Bridge to sale improved to 85% one month post implementation

Data loads can run as often as we need ranges from 30 mins

to next day

Shorter for call center ops; longer for attendance

Integrated data from our key data source

ACD, IVR, PBX, Tibco, CSR, Staffing

The ability to share dashboard information among groups for

greater collaboration and more effective management

Pre-aggregates queries for instant response

Navigate data using our pre-built Groupings looking top down
SVP Director Mgr/Sup Agent

A higher level of accuracy and consistency of data

Correlate multiple data sources to identify cause & effect scenarios

Our data cube contains metrics for multiple business scenarios (enterprise;
SMB; residential; cost vs service; service level metrics, skill-based routing,
staffing vs workforce management, projections vs forecasts)

Key Performance Indicator Support

Customizable thresholds and alerts on any of our key metrics being captured
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Metrics Workbook
In addition to getting near real time
visibility into the interdependencies
across marketing, sales, and call center
operations, we also deployed a Metrics
Workbook out to the Managers / Coaches

Metrics definitions

Metrics calculations

Importance of the metrics to HT

What If scenarios

Primary and secondary owners

Metric impacts to the business revenue,

expense, customer satisfaction, learning
organization

Recommendations on which metrics should

be for appraisals and which are to be used for
development purposes

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Lessons Learned
Do not try to boil the ocean
o Understand your most pressing needs
o Build the metric set to address the short comings
o Start building with the systems that support your metric set

Engage the users

o Success breeds success and if the users (agents and
management) understand what is being built and how it can assist
them, the adoption rate increases significantly

Build a partnership with IT

o Even though EMC built our tool, we had
IT program management involved from
the beginning
o Focus on knowledge transfer to IT
from the beginning

Understand awareness has its

own set of challenges
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Any Questions?

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