The Customer Factor
Case studies

Client

One of the largest mining companies in South Africa.

The challenge

To develop a strategy and implementation plan that would incorporate SMEs into a tendering and contracting procurement model, in line with new Government requirements.

The project

Contracts due for renewal over a 3 year period were evaluated based on ‘Contract risk -v- Contract value’. The results were assessed based on thorough research of the existing contracting process and discussions with suppliers.

The result was an innovative, low-risk implementation plan that required existing suppliers to sub-contract a percentage of their work to SMEs, as a condition of their own contract renewal. This gave SME’s the opportunity to provide their services/products as well as receive mentoring (from the main supplier) on how to improve their performance and autonomy in the future.

Outcome

The model was adopted and implemented in full. This resulted in opening up their procurement strategy and having a tool to enable small emerging businesses to take up opportunities to grow and develop. This put the mining company in a strong position of compliance with government strategy without compromising their operations

Client

Private medical practice

The challenge

To find ways of making their specialist Diabetic Clinic more profitable.

The project

The financials, IT systems and working practices were researched and staff consulted.

As a result we suggested ways of contracting staff rather than employing them, with incentives to encourage loyalty to the practice whilst also enabling them to developing their own individual practices. The staff included physiotherapists, dieticians and exercise coaches.

Outcome

The physician asked us to introduce this new model to staff and gain their ‘buy in’ and then put it into practice over a two month period.

2 years on the model was working extremely well and continuing to generate the expected profits.

Client

Insurance company.

The challenge

To prevent call centre closure due to poor staff retention and service delivery problems via a young, largely inexperienced staff.

The project

We were asked to deliver our ‘Exceptional Customer Service’ programme, with staff attending two one day sessions on a Saturday - with no time off in lieu or extra pay.

Because our program is interactive and fun we were able to quickly overcome the young people’s resentment, and by lunchtime on Day 1 delegates were already asking for advice and were willingly buying into the process. By the end of Day 1, they didn’t want the session to end. By Day 2, they were able to move ahead with the material at a greater pace.

The outcome

As a direct result, the call centre began to turn around so they were able to remain open. In a follow up meeting with the insurance company, we discussed putting incentives in place to help keep the staff motivated. This involved the call centre team meeting on a regular basis, setting targets for themselves and rewards were offered by the company if the targets were met. As a direct result of the success of this programme, the largest communication systems company in South Africa asked us to train their trainers in delivering the programme country-wide.

Many large hotel chains have engaged in Dorothy’s program in the past and the feedback has always been one of an attitude change from the delegates (staff). Management reported back greater enthusiasm, reduced staff turnover and far fewer complaints by customers

Client

Hotel

The challenge

To resolve staff behavioural issues (such as personality clashes) that were hindering team work and resulting in poor customer relationships and a high level of complaints.

The project

We introduced a 2-day program focusing on how different people relate in an everyday situation and when under pressure. We spent time on the importance of positive attitudes towards customers and the resultant benefits, and gave the employees tools to improve their communication, deal with stressful situations and handle difficult people.

Outcome

The hotel reported a significant difference in the attitudes of their staff towards their work and each other. The atmosphere was more positive, individuals more settled and customer complaints had fallen significantly. Regular feedback from management and meetings with the staff ensured positive attitudes were sustained and continued to make a difference in service quality.