【正文】 annum (including nonvalidated estimates) which could be achieved upon implementation. 5 169。 Fr a n k i n g 1 5 0 , 0 0 0A u t o m a t i o n T o t a l 1 , 4 5 6 , 0 0 0 1 , 0 5 0 , 0 0 0 2 , 5 0 6 , 0 0 0To t a l 2 , 8 7 8 , 0 0 0 3 , 9 7 5 , 0 0 0 6 , 8 5 3 , 0 0 0 ? Costs identified are primarily oneoff costs ? HR restructuring costs include redundancy, relocation, training, and recruitment costs ? Redundancy costs are based on average length of service and Canberra and Hobart experiences ? Recruitment costs are based on average agency, advertising, and testing costs as per FSG HR ? Existing costs associated with call termination and distributed operation data costs are currently being collected from ISD Infrastructure Group ? Savings from centralisation and costs associated with shopfronts currently include preliminary figures relating to acmodation and rent. Assumptions Note: Figures currently exclude further costs of transition such as: Project management Policies/procedures design Systems configuration/implementation (estimates are hardware/software only and leverage existing infrastructure) 6 169。 ?Less than1 year 38% of staff at 10% of salary ?13 years 38% of staff at 20% of salary ?Greater than 3 years 24% of staff at 30% of salary. ? A $2,000 bonus per employee was added as incentive for staying until office closure. It was assumed 50% of staff would earn the bonus. ? A cost of $3,500 per employee was included for outplacement. ? % of salary and extra costs based on Canberra and Hobart office closures. Relocation ? Of the staff required to be sourced for the new centralised site, it was assumed that 20% would relocate from the closed offices. ? Historical relocation costs have been requested from HR, however currently an estimated $10,000 per relocating employee has been calculated. Training ? Due to high number of new staff, 6 contractors would be required for one initial week and a second week a month later. ? Estimated costs based on a contractor rate of $80/hour. ? Assumed training of existing staff to be covered by current FSG training team. ? All figures supplied by FSG Training Team. 7 169。 2020 Arthur Andersen. All rights reserved. Call Centre Current Situation C a l l C e n t reC a l l C e n t reC a l l C e n t reC a l l C e n t reC a l l C e n t reT e l e p h o n ePo s t a l M a i lEm a i lM u l ti p l e Nu m b e r sM u l ti p l e A d d r e sse sF a xM u l ti p l e Nu m b e r sComplications ? Multiple phone numbers which are directed by product ? Different equipment used at each site ? Expensive growth model without economies of scale ? Inefficient call routing across available resources Our initial observations indicate a simpler customer centric contact centre architecture is required to simplify delivery and management of customer service. Our first step in process rationalisation was to review the current call centre structure to identify existing customer touch points. 9 169。 2020 Arthur Andersen. All rights reserved. Centralisation Design Principles … through which we will endeavor to maintain the current customer experience, as detailed in the appendix of Critical Service Activities. ? Customer relationship focus (across contacts, channels and time) ? Maintain marketplace perception of current service levels vis a vis petitors ? Maintain perception of state based presence ? Maximise percentage of calls resolved at first contact ? Improve cost effectiveness ? Same day processing of applications (CAM and Managed Funds) and redemptions Key design principles have been used to develop an alternate client contact management structure... 11 169。 2020 Arthur Andersen. All rights reserved. Contact Centre Architecture Timing of implementation is dependent on other issues under consideration. Benefits ? Uniform telephony/ web platform ? Single investment in skills based routing ? Simpler customer contact points ?Consistent web interaction/ architecture ? Integrated channel support ? More efficient load balancing ? Lower management overhead ?Uniform processing within tiering The proposed model will simplify the structure of the Contact Centre and client interface points. 13 169。 managed funds) to be scanned to a central location ?Limited servicing: restricted to walkins ?Product information/ marketing ?Limited cheque printing and collection ?Sales capability Service levels to be maintained: ?Same day applications processing ?Same day cheque redemptions ?Current reception waiting times of walkin clients to be maintained A work of Shopfronts is proposed to support the centralised Customer Contact centre... … through which maintaining existing service levels will be feasible while also achieving cost savings. 14 169。 2020 Arthur Andersen. All rights reserved. Proposed Team Structure Future ? Service alignment to customer/ adviser value ? Target “portfolio maximum concept” amp。 2020 Arthur Andersen. All rights reserved. Conclusions ? Cost savings required to meet FSG cost to ine goal cannot be supported by the current model ? Competitor analysis indicates that the customer expectations can be managed within a centralised structure ? Electronic data transportation costs will be lowered by a centralised model ? Differences in local employment markets support centralisation argument ? Smaller offices tend towards relationship based teams which appear to contribute to greater efficiencies Our preliminary analysis supports development of a centralised operating structure in one site, with consideration to be given to developing a second site to provide a disaster recovery plan... …while at the same time delivery c