【正文】 velopment to date has been focused on cost savings through process improvement and scale efficiencies. Our next step will be to analyse further efficiencies achievable through site selection and development of the operating model. Site Selection: ?Skills Availability ? Labour Pool ? Government location incentives ? Rent/ acmodation ? Technology ? Existing presence ? Links to head office/ munication costs Operating Model: ? Organisation structure what will it look like ? Timing of Benefits ROI/ Cash Flow We are confident of achieving further cost efficiencies in this next phase of analysis. 18 169。 migrate customers over time ? Customer profit threshold for “nonrelationship” exits ? Identify clients success factors which indicate potential ? Customer needs / behavioural analysis Preliminary Design ? Processing and Call Centre require separate management ? Initially preserve the sense of a state based operation which will migrate to customer value over time ? Teams in call centre assigned to preliminary tiers High Value for Advisers Geographic assignment to teams (initially) High Value/ Low Value for Direct Product Knowledge The call centre structure has been developed with a view to preserve the sense of a state based operation which will be migrated to customer value segmentation over time. Existing processing structure will be extrapolated to a centralised model at the current staff: supervisor ratio of :1 however with role migration to a team based relationship model we believe additional reduction in supervisors will be achievable. 16 169。 2020 Arthur Andersen. All rights reserved. Skill Based Routing ?Matching resources to customer needs/ segmentation ? Incremental to Interim ? Economics expensive Future A BRouting Preempt customer relationship/need Interim Query customers need A B C D Skill based routing ?Query customer need (IVR, people, speech recognition) ? Impact on Macquarie brand/ customer experience Current Customer decides product need Ph Ph Ph Ph ACD ACD ACD ACD ?Customer decides routing ? Economics cheap The call centre of the future assumes significant development of skill based routing beyond the present manual structure implicit in the telephony management. The architecture will have the flexibility to manage existing customer expectations of high touch while building a platform to facilitate telephony automation in the future. 15 169。 2020 Arthur Andersen. All rights reserved. Shopfronts Maintain Customer experience Functionality ?Mail drop/ scanner in each location ?All documents (CAM amp。 2020 Arthur Andersen. All rights reserved. Customer Contact Architecture Opportunities ? Single contact point for customers ? Maintain local presence ? Consistent service levels nationally ? Maintain proximity of processing to call centre ? Lower ongoing deployment plexity In migrating to the new architecture customer facing requirements will be translated into the model to ensure the needs of all user groups are met. Requirements ? Single site for all call centre and processing ? Shopfronts in each capital city ? Single PABX/ ACD ? Consolidated 13/1300/1800 numbers for IFAs, Direct and Super (Client service directs numbers) ? All mail inbound to each shopfront ? Cheque printer at each shopfront ? Scanner at each site ? All mail outbound from central contact centre via postal mail and fulfillment centre We have focused the design on a single site for cost effectiveness of investment, but need to consider disaster recovery benefits of a second site 12 169。 2020 Arthur Andersen. All rights reserved. Internal Best Practice What are the elements? ?Higher volumes of transactions per employee across CS ?Lower staff turnover rates ?Ability to resolve queries at first point of contact ? fewer handoffs ?Improved quality ? less rework How will we do this? ?Highly interactive management style ?Results oriented focus ?Hands on coaching ?Position specific training ?Crossskilling ?Emphasis on team approach Our initial analysis is based on the assumption that Internal Best Practice can be extrapolated into a larger location While we do not expect to translate 100% IBP efficiencies into a larger location, we foresee that significant improvements are achievable. We will undertake further analysis to test our assumptions. 10 169。 2020 Arthur Andersen. All rights reserved. Rationale Used for Calculating Implementation and Technology Costs Rationale Voice Design Costs ? Fixed Costs represents PABX, IVR, CTI/Call Routing, and Web/ Email Integration. ? New PABX is required, as well as new IVR colocated with the contact centre. ? Recurrent Costs relates to Infrastructure access and management, call termination costs, and data work bandwidth. ? The costs currently incurred by MBL are being collected ? Data analytics based on US$250,000. ? The estimates used are based on a scenario whereby the voice design infrastructure id built and owned by MBL. ? Technology costs associated with automation have been estimated based on Arthur Andersen financial services experience regarding implementation of document management and customer information systems. ? The estimated automation costs do not include ongoing internal MBL development costs. ? The functions that would occur at each shopfront are scanning, cheque printing and collection, and mail collection. It is assumed that FTE’s would be required at each shopfront location to plete these activities. ? Adelaide does not currently have a scanner, and therefore it is assumed a purchased of $5,000 would be made. ? 2 work stations per location would be required, at a costs of $3,000 each as set up costs. ? $5,000 per location has been