Agenda Roger’s Customer Service Competitor Analysis Alternative Solutions Why xxx is the best solution |||||||||||||| PROBLEM IDENTIFICATION PROBLEM ANALYSIS ANALYSIS METHOD(S) STRATEGIC ALTERNATIVES CONCLUSION STRATEGIC APPROACH Q+A

PROBLEM IDENTIFICATION CUSTOMER SERVICE Spending between $5-12 per customer call – $30 for more in depth calls Handles over 30 million calls and 300,000 requests yearly Scored 655 on customer service. – Bell scored 758 – Telus scored 755

PROBLEM ANALYSIS THE PROBLEM ROGERS – Only 5 call centers and all located in Canada – Has an extensive CSC training program, yet CSC still has to refer customer up hierarchy chain – Has 2,100 service vehicles – Wirelines products replaced within 3 days – Customers complain inconsistent customer service experience between in-store, online, and at the call centers

THE COMPETITIOR Bell and Telus – Call centers located throughout North America – Outsourcing customer service initiatives internationally – Only has 2,000 vehicles – More efficient with less resources.

ANALYSIS METHODS (NEED A CATCHY TITLE) Use resources to their full extent Analyze competitors’ resources Customer’s biggest complaint is inconsistency

STRATEGIC ALTERNATIVES ALTERNATIVE 1 |||||||||||||| RESTRUCTING CALL CENTERS Space out call centers – Throughout North America – Outsourcing internationally

STRATEGIC ALTERNATIVES ALTERNATIVE 2 |||||||||||||| RETRAINING CUSTOMER SERVICE CONSULTANTS Train all CSC (retail, call centers and online) on the same level Appoint a CSC manager at each retail store Grant CSC authority to make managerial decisions “Genius” bar in retail stores

STRATEGIC ALTERNATIVES ALTERNATIVE 3 |||||||||||||| REDUCING TURN-AROUND TIME From 3 days to 24 hours Allowing in-store pick-ups for replacements

STRATEGIC ALTERNATIVES ALTERNATIVE 2 ALTERNATIVE 1 COMPARE + CONTRAST ALTERNATIVE 3

STRATEGIC ALTERNATIVES LIMITS + CONTINGENCES ALTERNATIVE 2 ALTERNATIVE 1 ALTERNATIVE 3

STRATEGIC APPROACH BEST ALTERNATIVE 1 WHY  XXX  XX  XXX

CONCLUSION