The Challenge

RCDA was called in to help during a dramatic transition period that involved battling for market share. The organization was no longer a local franchise monopoly. It was in fierce competition with—and losing many subscribers to—some of the world’s largest telecom companies, as well as some of the industry’s most aggressive and well-funded satellite TV organizations.

The Solution

RCDA found that the key to retaining the existing subscriber base and adding more subscribers was to sell existing subscribers on the value of multi-product bundles, as well as having Quality Conversations with the thousands per year who had been calling in to cancel. By incorporating RCDA’s Quality Conversation approach and robust sales model into the company’s call flows, reps were able to discover the subscriber’s wants and needs, as well as the true reasons for cancellation requests on inbound calls. As a result, they solved issues and retained subscribers in a non-aggressive, subscriber-centric, mutually rewarding way.

Additionally, the company’s marketing department was doing an excellent job of driving sales calls into the call queues, making it easy for reps to act as order-takers. However, knowing that bundling products was a key to retaining subscribers, RCDA implemented a process of measuring dollars per call instead of RGUs. The process included incentives for reps based on dollars per call instead of RGUs and incorporated the Quality Conversation approach.

The Results

RCDA succeeded in changing the call center culture from one that was efficiency-driven to one that is effectiveness-driven. We measured and tracked the additional dollars generated from every inbound call. By learning and mastering the Quality Conversation approach, the company reps—supported by the proactive coaching methods that RCDA taught their supervisors—were able to save a dramatically higher number of subscribers from quitting, adding millions of dollars to the company’s bottom line.