Strategic Implementation of Shared Customer Service Center

The assignment content discusses the importance of selling products effectively and efficiently. It highlights the issue of multiple bills being issued to one customer, which can be resolved by having a centralized service center. The strategy proposed is based on a three-pronged framework that addresses financial, risk mitigation, and compliance with regulations perspectives. This approach aims to set a positive tone for the shared customer service center and ensure support from divisional presidents. The implementation plan includes exhibiting key benefits of the framework, showcasing financial savings, reducing IT needs by decreasing overhead expenses, and mitigating risk through basic security engineering and arrangements. Additionally, it emphasizes the importance of compliance with regulations and creating standardized procedures to streamline processes for consistency across the company.

CASE STUDY : BUILDING SHARED SERVICES AT RR COMMUNICATIONS
STUDENT’S NAME
STUDENT’S COLLEGE

Contents
Synopsis...........................................................................................................................................2
Key Issues........................................................................................................................................3
Discussion Questions.......................................................................................................................4
List the advantages of a single customer service center for RR Communications......................4
Devise an implementation strategy that would guarantee the support of the divisional
presidents for the shared customer service center........................................................................6
Is it possible to achieve an enterprise vision with a decentralized IT function?..........................9
What business and IT problems can be caused by lack of common information and enterprise
IM strategy?.................................................................................................................................9
What governance mechanisms need to be put in place to ensure common customer data and a
shared customer service center? What metrics might be useful?..............................................10
Bibliography..................................................................................................................................11

Synopsis
The case study of RR Communications refers to the decision of the Vice President of the IT
Department of the company. It speaks about the past situations of the company which led to the
present IT structure of the company; from divisional level to endorsement of enterprise
architecture - all the software and hardware of the company now being based on standardized
platform fighting the conflicts presented by pre-existing IT heads, leading to unification as well
as consolidation along with focus on enterprise. The Vice President has now the task of pursuing
the division heads to merge customer database for creating a shared customer service center.
This case describes a classic example of an organization which is heavily decentralized into
distinct lines of business – each with its own IT group – suddenly recognizing the need for a
flexible and responsive IT function, a common view of the customer and the elimination of
redundant systems
Key Issues
 RR is in trouble with telecommunications regulators and with its software vendors
because it can’t provide the integrated information about the company’s activities to
which they are legally entitled. The lack of integration, common systems, and
standardized information is seriously contributing to the company’s compliance
problems.
 The enterprise goal is to be able to introduce new products more quickly and have a
flexible and responsive IT organization. This is extremely difficult to accomplish with the
multiple systems and technologies used in each business unit.

 Common IT infrastructure supports several business goals: consistent branding and a
single call center for improved customer support and cross-selling. However, business
leaders do not always see this. Roman takes Patton’s plan “on faith”.
 RR has divisional data and divisional data bases, which are inhibiting many things that
the CEO wants to do, such as deliver one integrated bill to RR’s customers. It also
inhibits the company’s ability to respond to its regulators and vendors.
 RR illustrates the necessity of a close working relationship between the business and IT
in order to deliver on a business’ strategy and how many elements in the business can
inhibit an organization’s ability to deliver effective IT strategy and value.
 It shows the role that IT can play in ensuring that IT as a whole can deliver value to
the enterprise as a whole, as opposed to business unit specific projects and the importance
of IT’s horizontal role of seeing across the organization to deliver value.
Discussion Questions
List the advantages of a single customer service center for RR Communications.
 It would provide an improved customer experience where there will be only one number
to call for any RR product or any other kind of services. This will lessen the difficulty on
the part of the customer while getting any assistance from the customer care services of
the organization. If the customer service and information centers can work together, it
would provide a very good approach to reduce risk and would set a standard framework
that would ensure safety and reliability of information.

 If we have individual audits for each department, it would mean an extra financial
pressure for the company. They can think for streamlining processes for regulatory
compliances after enterprise architecture was established. A singular customer service
center can ensure best practices making audit durations shorter. By bringing down the
departmental data audits to one place, the company will need fewer independent auditors
coordinating more effectively.
 It would improve the branding of RR Communication as a whole, as an enterprise.
 Data consolidation through a single center would allow data to be mined for generating
new gateways. Security techniques administered by one centre would bring out a lot of
cost and IT requirements, translating into cost savings by overhead reduction. Further
cost savings can be done by not having individual divisional responsibility for storage
and backup of data as well as maintenance of related customer service center hardware.
Risk mitigation can be moved to the central authority. Newer processes will bear less
expense to test. Removing data redundancy will ensure efficient document retention and
reduced enterprise costs.
 It would help in cross selling of products.
 The information being strictly kept secured by the individual divisions, hence customer’s
requirements and their relation to data is hardly recognized. There is a billing issue as
multiple bills are issues for one particular customer. With a centralized service centre,
only one bill can be produced which would improve the reputation and perception of the
company.

Devise an implementation strategy that would guarantee the support of the divisional
presidents for the shared customer service center.
The initial move toward implementation is to change the discernment the presidents have about
the merger of focuses and information. The technique I would propose it exhibiting a three
pronged methodology. These three key favorable circumstances (Russell S. Boyd, 2012) of the
framework will set a positive tone for the thought.
1. Financial Perspective
2. Mitigation of Risk
3. Compliance of Regulations
Financial Perspective
 Removing the focuses from the departmental levels will spare them expenses, that would
have incurred has they gone for individual divisional audits.
 With information solidification, through a solitary focus, information can be mined to
create new opportunities for business. An illustration could be a pattern that 80% of
clients with mobile services also use internet services. We can utilize centered advertising
on the 20% and make income.
 Security practices can be observed by one single entity and bring down the divisional
level IT needs by decreasing overhead expenses. Further cost reserve funds will be
acknowledged by not having divisional obligation regarding capacity and reinforcement
of data.
Mitigation of Risk

 By shifting the mitigation of risk to the central level from departmental, having basic
security engineering and arrangements, it can be investigated at a frequent interval and
kept updated. The basic security methodology and conventions will keep the danger of
data rupture low (Randone, 2002).
 The data must be organized in particular and standardized format and with increasing
legitimate attentiveness toward responsibility, this kind of procedure is vital. The basis of
any shared customer system would be shared data, put inside a typical system.
Compliance of Regulations
 Having individual departmental IT focuses implies singular reviews of their procedures
and financials. With big business engineering set up, we can now investigate the
collective procedures and streamline processes for consistency over the company. This
can upgrade business forms and guarantee that best practices are acknowledged and
executed. By uniting the divisional information, reviewers will just need to look in one
spot and the organization will require less autonomous evaluators.
 New frameworks and procedures will be less costly to test and produced with consistence
as a key metric.
 In reference to partition of obligations direction in the event that we have one
administration focus we will just need two individuals for specific undertakings however
with divisional repetitive administration focuses one shared errand may require eight
individuals complete (Matthias Lange, 2012).
In the wake of laying out the points of interest, a visioning activity would happen to ensure the
association vision was comprehended; thus the divisions could perceive how they fit into the

procedure. The objective is to make everyone aware of their stake in the client administration
focus and any new activities will require documentation and preparing from the specialty units.
After the vision is settled upon, some standardized standards for how data sharing will impact the
business, ought to be drafted up. All these will definitely improve the relationship between
business and IT.
Is it possible to achieve an enterprise vision with a decentralized IT function?
If the IT capacities function within a divided framework, the vision and center can never have a
focus on the enterprise as a whole. The departmental level issues and concerns will continue
coming up (Joseph Bobinis, 2012). Other than that, all the appraisal and productivity metrics will
concentrate on only individual achievement. The overall departmental recognitions won't be
reliable while business associations will stay at local levels.
What business and IT problems can be caused by lack of common information and
enterprise IM strategy?
There are many numerous concerns that impact the organization when all the departments don't
share data and procedures with each other. In the case of RR Communications, we notice that the
organization's notoriety is being defamed by having separate bills for related lines of business. In
spite of the fact that there is no hard information exhibited, it is conceivable that clients have

been sufficiently disappointed to leave the organization without getting the expected service and
spread negative perspectives. Increased income channel are blocked due to the non usability of
responsiveness and adaptabilities. In a focused enterprise architecture, this readiness is very
critical capability that would help the organization to stand out. The association works less
effectively. The expenses keep on flying high at divisional levels. The data and other information
are not shared among all departments leading to repetition and bad data. Even when a department
is reached to overhaul client data, they will need to waste time and assets on educating alternate
specialty units. Moreover business possibilities that expanded data communication can create
will be unthinkable. The administrative consistence trouble will remain high, pointlessly. On the
off chance that rather data is shared and utilized by all offices, the auditors will have the capacity
to lessen down overall review spans and many-sided quality. The biggest issue is the absence of
vision the organization will have; if the company has their entire focus concentrating on
divisional level, then collaborations and development opportunities turn out to be enormously
lessened.
What governance mechanisms need to be put in place to ensure common customer data
and a shared customer service center? What metrics might be useful?
The organization that out to be established with be an action of centralized IT with forte units;
there will be straightforwardness of activities as well as estimations, a dual commitment of IT
along with business coupled with shared enterprise model. It should join all workplaces,
departments required, with a strong focus on risk easing, managerial issues, and business open

entryways. Something compared to the leading body of trustees should be sufficient to direct the
position and continued fundamental operations. Trusted change along with customer
organization focus ought to be used as a part of the advancement of metric. It’s not a simple
technique to present these segments so putting in estimations that join particularly to the
objectives is required. Specific estimations get all departmental data into an enterprise structure
and focus on data authenticity as well as speed.
Bibliography

Joseph Bobinis, T. E. (2012). An Enterprise Framework for Operationally Effective System of
Systems Design . Journal of Enterprise Architecture .
Matthias Lange, J. M. (2012). Measuring the Realization of Benefits from Enterprise
Architecture Management. Journal of Enterprise Architecture .
Randone, C. (2002). Enterprise Architecture, IT Service Management, and Service-Oriented
Architecture: Relationships, Approaches, and Operative Guidelines (Part 1) . Journal of
Enterprise Architecture .
Russell S. Boyd, B. B. (2012). Making use of a Target Technical Architecture to Support
Acquisition Business Decisions. Journal of Enterprise Architecture .