The United States’ largest cable company provides several core consumer and business services, including high-speed internet access, digital cable, and digital telephony services. Each product line had its own separate and unique groups of customer service agents, divided further into subgroups based on interaction channel and with its own systems, processes, and channels. This structure not only created operational and financial inefficiencies, but worse, customer dissatisfaction due to inconsistent and time-consuming service.

Through a combination of measured operational savings including a dramatic reduction in average handle time, FTEs, and training time, the organization was able realize a return on investment in less than 90 days after implementation.