BSBCUE604: Developing and Maintaining a Service Level Strategy Report

This document presents a comprehensive solution to the BSBCUE604 assignment, focusing on developing and maintaining a service level strategy. The assignment addresses key aspects such as determining business requirements, implications of recruitment practices, and reporting requirements for measuring service effectiveness. It explores the required technology for customer service data, regulatory compliance, and industry best practices. The solution also delves into the potential consequences of not meeting industry benchmarks, the role of benchmarking principles in developing customer service strategies, and methods to determine customer satisfaction. Furthermore, it discusses improvements to the data collection process, principles of financial planning in relation to customer service strategies, and diagnostic measures for monitoring services. The analysis includes a comparison of service performance against competitors and provides suggestions for improving service levels, including top-down customer commitment, hiring customer advocates, and tracking customer-related metrics. The assignment covers various topics including workforce planning, customer data, industry benchmarks, and financial planning.

BSBCUE604 DEVELOP AND MAINTAIN A SERVICE LEVEL STRATEGY 1
BSBCUE604 DEVELOP AND MAINTAIN A SERVICE LEVEL STRATEGY
Name
Student ID
Institutional Affiliation

BSBCUE604 DEVELOP AND MAINTAIN A SERVICE LEVEL STRATEGY 2
Knowledge-Based Assessment Questions – Project 1
Developing service level strategies (P2)
PQ1. What needs to be considered when determining the business requirements to
meet the agreed service level performance?
To determine the requirements of the business in meeting the agreed performance of the service level,
organizations should ensure that they have experienced and skilled human resource personnel to enhance the
hiring of the best talent. Additionally, the company should invest in the best technology through proper
budgeting to ensure that the organization’s financial plan is dedicated to the provision of the best customer
service. An organization should also set goals and targets and ensure that employees work towards achieving
the goals. Furthermore, customers should be served efficiently by establishing support services to maintain
happy customers, while ensuring that the customers can access the services at their own convenience (Seo,
Ranganathan, & Babad, 2008).
PQ2 Describe the implications of the businesses recruitment practices in relation to
workforce planning to meet service level strategies for the following categories
If a business has a lower hourly rate and staff are employed fulltime then it becomes easier for the human
resource to plan and strategize on the time needed to clear a workload, and also helps in the determination of
the resources needed for managing staff. Furthermore, the low hourly rate with the implication of annual and
sick leaves acts as a way of providing job security and motivating employees to be committed to the business
full time hence the business becomes in a position of meeting service level strategies (Appelbaum & Schmitt,
2009).
Although the business incurs huge costs due to the huge benefits and compensation in
order to retain skilled workers, employees should be trained and made accountable, as they
always remain empowered and their productivity is increased. The implication of causal
worker increases the flexibility of operations as all duties are delegated to unprofessional
tasks which occur in the organization. Part-time employees incur a high cost due to the
training of organization technologies used and operations and assist the organization on
workload clearance although it might be costly to an organization as a result of high hourly
rate. Agency and shift work or weekends results to the organization incurring more costs as

BSBCUE604 DEVELOP AND MAINTAIN A SERVICE LEVEL STRATEGY 3
hourly rates differ and some employees earn more than others.
PQ3 Describe the reporting requirements that you would require from your information
management system to measure the effectiveness of the services level strategy.
The response time will determine the speed by which the interactions of customers are handled. Basically,
vital metrics are measured by hours, days, or minutes which determines the number of resources required to
field calls effectively. In addition, the accessibility of self-service which the customers have embraced and
which are used often are important when measuring the efficiency of the services level strategy. The number
of times the calls are abandoned and how long they wait on line. Moreover, satisfaction surveys reflect how
customers have been satisfied with the services (Joachim, 2008).
PQ4. What technology is required to support the gathering and timely reporting of customer service
data?
Real-time analytics tracking and reporting mobile data collection system technology is
used in reporting on the team, customers and individual employees.
Websites technologies are also used to collect customer service efficiency rates as the
majority of them have feedback systems and also gathers and reports data automatic.
Automatic call distributor technology is used to check call resolution timelines and logging of contact times.
Roadmap technology is used to check to the log of weight and real-time activity reporting.
Time-to-reply technology is used for tracking email responsive times.
PQ5. What regulatory requirements need to be addressed through the service level strategy? (If you do
not have a specific industry body, research requirements for telecommunications carriers.)
According to Gerpott (2011) regulatory requirements which need to be addressed include complying with
access regulations which the telecommunications access regime has imposed, and ensuring that reporting has
been handled accordingly. Additionally, where a service provider supplies standard telephone services,
obligations for the provision of itemized billing, operator services, and directory assistance must be
addressed. Furthermore, the ease of access to telecommunication services by the sick and elderly is a vital
requirement which needs to be taken into account.
PQ6. Describe the industry best practice standards for your service?
The best practice standards for service determines the competition threat of a business.

BSBCUE604 DEVELOP AND MAINTAIN A SERVICE LEVEL STRATEGY 4
Competitors consist of existing and new firms in the market which enters with new marketing strategies of
attracting loyal customers from other firms. Availability of substitutes in the market has also enabled the
company to practice effective customer care, product improvement, and business expansion so as attract
more customers. Furthermore, through assessment of competitor’s strengths and weakness, the industry has
provided opportunities for benchmarking and developed professionalism as consultations from expert’s
results to innovation hence leading to customer satisfaction (Bergek et al., 2008).
PQ7 What are the potential consequences of not establishing and/or meeting accepted
industry benchmarks?
By not meeting the benchmarks accepted within the industry, telecommunication companies may lose
customers due to the availability of more established organizations with better services. In addition, clients
may view the services provided by the company to be inferior, while at the same time the organization may
fail to retain the customers due to the reduced impact on the market. Customers are always going after the
best product and service in the market hence not meeting industry benchmarks may lead to the organization
losing customers (Gershon, 2009).
PQ8. Explain how benchmarking principles assist businesses to develop customer
service strategies.
Benchmarking principles assist in understanding the expectations of customers by assessing the position of
the company in the product cycle (Ajelabi & Tang, 2010). If sales are declining it means the products do not
meet the expectations of customers. Market shares and sizes assist in performance comparison between
business and targets as the organization becomes aware of the environment it is operating hence setting goals
and surveys to determine customer satisfaction rates. Indicators also assist the company to establish KPI’s for
staff as they level of customer service is derived easily. Through assessment of the business growth and
determining areas that need improvement benchmarking principles assists in the development of business
functionality and improvement of existing strategies for customer delivery and satisfaction (Ruggie, 2011).
PQ9. Describe potential methods that can be used to determine if customer service
expectations are being met and overall service level satisfaction
To determine the level of satisfaction of customers by the services, organizations should get feedback from
the customers to weigh on their experiences while using the services, through the use of questionnaires, and
satisfaction surveys after the customer have ended the call. To encourage customers to participate in the
surveys, some rewards should be offered after the completion of the surveys which may lead to the

BSBCUE604 DEVELOP AND MAINTAIN A SERVICE LEVEL STRATEGY 5
organization getting more feedback after every call (Jyh-Fu & Bailey, 2012).
PQ10. What changes could you make to the data collection process to improve the
collection and accuracy of survey data?
I will set monitoring tools to monitor data which is collected online. For example, if there is duplicate data it
can be retrieved hence the final data will be the actual data. Other technologies like recaptcha are also used to
detect data from robots and human beings. I will also make sure data from mobile phones and apps is
monitored using an IP address to make sure the final data comes from the same user destination. Through
rewarding bonuses, vouchers and redeemable points into commodities more people will be influenced to
participate in the data collection process and surveys (Casimir, Lee & Loon, 2012).
PQ11. Describe the principles of financial planning in relation to implementing
customer service strategies
According to Wong (2010) effectively implement the best strategies so as to ensure
efficient customer service, telecommunication organizations should understand and make
plans on the level of investment required for the process, then establish a budget to cater
for the financial needs. Additionally, the time period to be taken for the strategies to be
implemented should also be considered, while at the same time determining the cash flow
and measuring the return on investment. Effective implementation of financial plans will
ensure that customer service strategies have been successfully implemented in accordance
with the organization’s financial plans.
Analysis of service level data (P3)
PQ12. List other diagnostic measures that you could use to monitor services at
PCBT?
Using appropriate data tracking tools
Frequently Measuring of reliability and validity of data collection tools
Case Study

BSBCUE604 DEVELOP AND MAINTAIN A SERVICE LEVEL STRATEGY 6
Service Level Analysis (C)
Comparison of BNB Service Performance to Other Benchmark Companies in the
Industry
The higher rate of call abandonment, call wait and call abandonment rates indicates
that an organization has low-level standards of data transmission as compared to Proptus,
Texla, and Vocall. From the case study, it is clear that from 2014 to 2017 BNB had higher
contact-wait abandonment rates as compared to all the competitors meaning that its standards
service level data is low and customers are not satisfied. The breakdown of waiting time acts
as a determinant to the average speed of answering calls that the service level data has and if
data is not automated it can be corrupted or become inconsistent. The rate of call transfer is
also high at 78% in 2016 as compared to Proptus at 14%, Texla at 16%, and Vocall at 22%.
Therefore, BNB should aim to minimize the need for call transfers and improve the general
customer service so as to stay on a competitive edge in the industry.
Defining Service Level Targets for BNB to Meet Competitor Standards
BNB should target to hit a call volume of over 100 in order to stay on a good
competitive edge. Since the company is a medium organization, the number of staff per shift
should be increased from 8 to around 12 staffs so as to ensure that there is enough staff to
handle all incoming calls. The availability of more staff will reduce the number of times calls
are abandoned due to lack of contact, and the number of time calls takes before being
answered. Furthermore, the percentage of call duration taken to resolve customer complaints
should be reduced to the range below 20 minutes per call so as to attend to more customers
and improve efficiency. The aspect will also reflect the effectiveness of the customer service
employees, hence the company should hire highly experienced employees to minimize the
need for call transfers to second-tier service assistants. BNB should also target to have a
conversion of customers to survey of more than 1% in order to keep up with the competition
prevalent in the industry.

BSBCUE604 DEVELOP AND MAINTAIN A SERVICE LEVEL STRATEGY 7
Provide Suggestions on How Efficiencies Could Be Made To Improve Service Levels
To meet the standards of competitors, BNB should have a target of making a top-
down commitment which is centered on customers so as to ensure that subscribers’
satisfaction and loyalty has been maintained. The company should consider hiring an
advocate for customers into the C-suite, for example, a Customer Experience Officer (CXO)
or a Chief Customer Officer (CCO). The executives have the power to oversee the efforts of
customers’ experience throughout the business lines. To make the achievement, the
executives need full visibility across business units and departmental silos as it’s an aspect
which is short in supply in competitor organizations like Proptus, Texla, and Vocall.
Additionally, BNB should track customer-related metrics which are emerging so as to have a
high Quality of Experience (QoE) which is a measure of the KPI dashboard. Furthermore,
services should be personalized with Omni channel experiences which are true since today’s
telecom customers are digitally fluent and expect to change communication channels
seamlessly on a single engagement.
Moreover, service issues including rates of call abandonment, wait and duration
should be resolved faster by enhancing that the first and second tier support personnel are
informed. By effectively harnessing customer data customer service can be improved through
customer centricity. As a result, the number of times calls are transferred will be reduced
which will increase the satisfaction of customers and place the company on a competitive
edge among its competitors.
Research and Identify Potential Technology That Could Be Used To Help Automate
Call Centre Activities and Improve Their Reporting Functionality
Ameyo's FusionCX Customer Experience Platform is a potential technology which
can improve BNB’s reporting functionality and assist in the automation of call center
activities. Benefits of the technology can offer to the company include a 360-degree view of
customers, smart insights, and artificial intelligence power hence improving customer service

BSBCUE604 DEVELOP AND MAINTAIN A SERVICE LEVEL STRATEGY 8
effectiveness through the automation of call center activities.
Provide a Summary of the Key Function That a New IT Platform Could Offer
Improved features where customers can get online support including online chats,
immediate email responses. Additionally, recent company’s activities can be accessible
covering geographical areas which are diverse, and most customer issues can be solved from
the website, for example, through frequently asked questions. Furthermore, billing issues
which customers raise regarding rates, mobile money transfers, and payment methods can
also be solved through the implementation of a new IT platform and reduce the need for
human contact.
The Relationship between Contact-Wait Characteristics and Service Level Data
The relationship that exists within contact-waited characteristics and service level data
has developed data abandonment rates as the data may be skewed based on recording
methods. Call-wait consists of indicators of caller responses to the waiting period, and service
level data contains percentages of all calls answered within a defined waiting period. This
makes both contact wait and service level to depend on each other and in case the indicators
and percentages differ then it means there were incorrectly defined call wait profiles that
resulted in incorrect data. Additionally, service level data adheres to contact escalation
policy.
Event
Likelihoo
d of event
occurring
Impact
on
busines
s
Priorit
y
Solution
to deal
with the
event How Who
By
whe
n
Hacking of
Student
Manageme
Low High 2 System
Hardening
Ensuring
the
system is
Student
manageme
nt system
23-
Sept
-

BSBCUE604 DEVELOP AND MAINTAIN A SERVICE LEVEL STRATEGY 9
nt Database
IT system
tested by
hiring
‘white
hat’
hackers.
2018
Power
failure
affecting
the online
training
platform
Medium High 3 Power
back-up
Installing
a backup
generator
Online
training
platform
22-
Oct-
2018
Errors with
the finance
system
leading to
data loss
Medium Very
high
1 Data
back-up
Backup
data into a
remotely
handled
and
encrypted
hard disk
Finance
system
17-
Sept
-
2018
Floods
damaging
computer
hardware
hence
corrupting
the email
system
Low High 4 Reinforcin
g the
building
Ensuring
the
building
is stable
and
reinforcin
g the
eaves and
roofs to
avoid
water
leakage
Email
system
27-
Dec-
2018
Contingency Plan
References
Ajelabi, I., & Tang, Y. (2010). The adoption of benchmarking principles for project
management performance improvement. International Journal of Managing Public
Sector Information and Communication Techniques, 1(2), 1-8.

BSBCUE604 DEVELOP AND MAINTAIN A SERVICE LEVEL STRATEGY 10
Appelbaum, E., & Schmitt, J. (2009). Low-wage work in high-income countries: Labor-
market institutions and business strategy in the US and Europe. Human Relations,
62(12), 1907-1934.
Bergek, A., Jacobsson, S., Carlsson, B., Lindmark, S., & Rickne, A. (2008). Analyzing the
functional dynamics of technological innovation systems: A scheme of analysis.
Research policy, 37(3), 407-429.
Casimir, G., Lee, K., & Loon, M. (2012). Knowledge sharing: influences of trust,
commitment and cost. Journal of knowledge management, 16(5), 740-753.
Gerpott, T. J. (2011). Tariff-type suitability's impact on satisfaction of Mobile Internet
customers in Germany. International Journal of Mobile Communications, 9(3), 243-
260.
Gershon, R. A. (2009). Telecommunications and business strategy. Routledge.
Joachim, A. A. (2008). Customer service in the retention of mobile phone users in Nigeria.
African Journal of Business Management, 2(2), 026-031.
Jyh-Fu Jeng, D., & Bailey, T. (2012). Assessing customer retention strategies in mobile
telecommunications: Hybrid MCDM approach. Management Decision, 50(9), 1570-
1595.
Ruggie, J. (2011). Report of the special representative of the secretary-general on the issue of
human rights and transnational corporations and other business enterprises: Guiding
principles on business and human rights: implementing the United Nations ‘protect,
respect and remedy’framework. Netherlands Quarterly of Human Rights, 29(2), 224-
253.
Seo, D., Ranganathan, C., & Babad, Y. (2008). Two-level model of customer retention in the
US mobile telecommunications service market. Telecommunications Policy, 32(3-4),
182-196.

BSBCUE604 DEVELOP AND MAINTAIN A SERVICE LEVEL STRATEGY 11
Wong, K. K. K. (2010). Fighting churn with rate plan right-sizing: A customer retention
strategy for the wireless telecommunications industry. The Service Industries Journal,
30(13), 2261-2271.