Omni channel strategy performance improvement

Omni channel strategy performance improvement

Most companies across sectors are progressing towards a customer centric strategy, looking for providing a successful service experience to their customers and consumers throughout the entire procurement cycle. From seeking for offers, comparing value proposing, acquiring the product/service or receiving aftersales support/service.

The ability to offer multiple and agile sales channels is key to capture and retain customers at any procurement decision point.

Core to unlocking the competitive advantage underlying the omni-channel strategy, is a proper management of the complexity added to the commercial strategy and the operations execution.

everis has worked with multiple clients in designing predictive analytical models that evaluate, compare and predict return on investment of each distribution channel measuring:

  • Effectiveness on conversion rates.
  • Cannibalization effects.
  • Costs associated to operate.

Omni channel strategy

Omni channel strategy Workload modeling leading to service improvement & resources allocation Dynamic modeling to streamline the cost to serve structureSales forecasting promoting revenue uplift

1. Online

Some business questions to be answered

  • How many sales orders will I receive through the Online Channel and what will my customers order?
  • What drives my customer's decisions and will to purchase and what makes my demand fluctuate?
  • Which is the cost and how can I organize my resources to take full advantage of my Online Channel?
  • How can I increase the online channel performance and revenue generation?
  • How can I avoid losing competitive advantage from my online and offline competitors?

Some elements of the solution - Sales forecasting promoting revenue uplift

Sales Forecasting promoting revenue uplift

Benefits achieved

Sales forecasting promoting revenue uplift

2. Retail Point of Sales

Some business questions to be answered

  • How many customers will come to my offices next week, month, year? At what time?
  • Are my resources appropriately assigned to deliver designed quality services?
  • Do I need the same skills/employees every day and every hour?
  • How can I optimize my offices’ footprint and network whilst providing designed quality services to my customers?

Some elements of the solution – Dynamic modeling to streamline the cost to serve structure

Dynamic modeling to streamline the cost to serve structure​

Benefits achieved

Dynamic modeling to streamline the cost to serve structure

3. Call Center

Some business questions to be answered

  • How many calls will I receive next week? The next month? And in the following 90 days?
  • Which is the average time of each typology of call?
  • How many calls does the customer need to resolve his/her query?
  • How many operators do I need for the following month considering the potential incoming calls? How should they be distributed by call typology?

Some elements of the solution - Workload modeling leading to service improvement & resources allocation

workload modeling leading to service improvement & resources allocation

Benefits achieved

Workload modeling leading to service improvement & resources allocation

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