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Fuji Dream Airlines

Establishment of a call center in 1.5 months.
Succeeded in improving customer satisfaction with a tremendous increase in response rate.

Challenge

Plan to improve the response rate after a decrease due to the increase in calls related to boarding and reservations

Results

  • Proposed an improvement using our call center knowhow, by analyzing the number of calls and call times
  • Improved response quality through personnel expansion and by implementing skills development trainings based on operational levels
  • Improved customer satisfaction through a rapid increase in calls answered

Fuji Dream Airlines Co.,Ltd. Jun Yamada

Fuji Dream Airlines Co.,Ltd.
Web Sales and Markething Department
Manager
Jun Yamada

A reliable partner that follows through on all requests.

The problem was the number of calls answered and securing adequate personnel. I thought that the timeliness of the proposals in relation to this problem were very good. For the Nagoya center, securing adequate personnel is comparatively easy, so being able to hedge our risks in such events as power outages, with a 2 center system became a deciding factor in our delegation. Further, it being cheaper than operating on our own was a big point.

There are a lot of things that you need to memorize in the airline industry and, especially because our company has new operations and a specific type of response, I think our operators may really have had a hard time, however, I really feel that through impressive study many have come to love the airline industry. Personally, I view transcosmos as an extension of our organization as opposed to simply a partner company. I hope that our relationship continues as one in which we do not simply delegate but think about issues together, improve them together and develop together.

Planning an improvement in response rate through operational categorization and prioritized placement of personnel

Fuji Dream Airlines Co.,Ltd. (hereinafter, FDA) is an original airline offering flights using regional aircraft connecting 10 domestic cities to Mt. Fuji-Shizuoka Airport and Nagoya Komaki Airport.

FDA had, in order to prepare for flights beginning in July of 2009, undertaken independently, the launch of a reservations and support call center, and the hiring, training, education and operation of operators. However, due to a large increase in passengers resulting from an increase in flights and expansion in lines served, the number of calls relating to boarding and reservations rapidly increased. The number of operators at that time could not respond adequately, and the percentage of calls answered had been decreasing. The skill level of FDA’s operators was very high, however a situation in which calls cannot be connected undoubtedly effected the quality of service offered to our customers. FDA required an immediate improvement and therefore decided on call center outsourcing to solve the problem.

transcosmos performed a CPC (Cost-per-call) accounting after carefully analyzing the number of calls and call times in order to improve on this issue. Based on these results, transcosmos was able to support FDA in solving their problem through the adequate deployment of personnel and categorizing operations in accordance with difficulty level.

Skill-development training in relation to operational difficulty level

First, transcosmos used its Nagoya center to expand operator personnel on a priority basis. In a short period of time we created a dual front operations system with FDA’s Shizuoka center. Further, to ensure that an increase in personnel did not decrease call quality, each customer interaction was divided into three phases based on the difficult level of the content. The system was operated on a model that started with basic calls and a short training period, and then progressively as learned, increased in operational intensity.

Further, skill-development trainings were implemented for operators based on each phase. We not only worked on basic question and answers in accordance with the operations manual, but also strove for increased quality by planning for skill-development and strengthening education in the use of language and intonation in order to bring about appropriate responses based on FDA’s service guidelines.

The importance of communication between contact points is indispensible to responding flexibly to the moment by moment changes in FDA’s service. We are taking steps to make progress on healthy operational improvements through close relationships, shared folders and shared information.

Improvement in customer satisfaction through a large improvement in response rate

Since beginning operations in September of 2011, the percentage of calls answered has rapidly increased. As a result customers’ complaints about “calls not being connected” have dissipated and customer satisfaction has increased greatly. Also, due to plans that have increased the efficiency of operations as well as the procurement of human resources, lower costs have been brought about which are better than those from the time everything was handled in-house.

However, rather than being satisfied with the current situation as some sort of goal that has been achieved, we aim for an ever better level of performance as we form a strong, complete team with the transcosmos partnership. Further, we are considering providing opportunities for operators to meet face to face un order to deepen relations and strengthen cross contact center communication.

In the future, FDA is hoping to strengthen its website usability as well as web marketing. transcosmos would like to support FDA’s sales expansion by providing web marketing solutions linked to its call centers so that it can provide an even greater level of support.

Services provided to Fuji Dream Airlines

Services provided to Fuji Dream Airlines

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