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TIME WARNER CABLE CINCINNATI

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TIME WARNER CABLE CINCINNATI. RAC PROGRAM. Environment: Need to ... TIME WARNER ... TIME WARNER CABLE CINCINNATI. RAC PROGRAM. Gravy Spillover Results: More ... – PowerPoint PPT presentation

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Title: TIME WARNER CABLE CINCINNATI


1
TIME WARNER CABLE CINCINNATI
  • RESIDENTIAL ACCOUNT COORDINATOR
  • (RAC)
  • PROGRAM

2
TIME WARNER CABLE CINCINNATIRAC PROGRAM
  • Environment
  • Need to Focus on Customer
  • Prep for Competition
  • New Products

3
TIME WARNER CABLE RAC PROGRAM
  • When the moments of truth go unmanaged, the
    Quality of Service regresses to Mediocrity.

4
TIME WARNER CABLE CINCINNATIRAC PROGRAM
  • Objectives
  • Do the RIGHT things
  • Eliminate all negatives in the connect flow
    interface with customersupgrades/new customer
  • Optimize the customers current aduio/video
    configuration to optimize the value of our
    products

5
TIME WARNER CABLE CINCINNATIRAC PROGRAM
  • Objectives
  • Do the
  • RIGHT
  • things
  • Educate members of household in benefits and
    operation of equipment
  • Project a positive, consistent image of company
  • Enable relationship building with skilled
    communicators

6
TIME WARNER CABLE CINCINNATIRAC PROGRAM
  • Objectives
  • Do the
  • RIGHT
  • things
  • Maximize initial and long-term takeout
  • Create, infuse marketing culture in technical
    operations
  • Get techs selling on service calls

7
TIME WARNER CABLE RAC PROGRAM
  • There is no way to ensure Quality or Uniformity
    in the absence of a detailed design.

8
TIME WARNER CABLE CINCINNATIRAC PROGRAM
  • Strategies
  • Service engineering design model
  • On Stage vs Behind the Scenes
  • On Stage
  • In-house Customer Interface
  • Back of the set
  • Audio/Video configuration
  • Backstage
  • Outside Wiring
  • Spec-up
  • Mud and Dirt, etc.

9
TIME WARNER CABLE CINCINNATIRAC PROGRAM
  • Strategies
  • The RIGHT people
  • Profiled, Recruited, and Trained Correct
    Personnel
  • Technically Proficient (Spec Tech)
  • wiring
  • signal
  • AOs
  • Sales/Service Oriented (RAC)
  • Customer Interface
  • Comfortable with people
  • Sales Proficient

10
TIME WARNER CABLE CINCINNATIRAC PROGRAM
  • Strategies
  • Processes to match design
  • Redesigned Dispatch
  • Accomodates duo
  • Increases efficiencies
  • 90 connects done by RAC
  • MDUs by solo RAC
  • Real-time dispatching

11
TIME WARNER CABLE CINCINNATIRAC PROGRAM
  • Strategies
  • Transfer skill-sets
  • Sales Supervisors hire and train
  • Sales supervisors and sales people
  • Train and support RACs and Techs
  • Incentives
  • Cross-functional integration
  • Campaigns, promotion training
  • Administration and execution

12
TIME WARNER CABLE CINCINNATIRAC PROGRAM
  • Tactics
  • Sharp and Motivated
  • Distinguishing Uniform
  • Polo shirts, khakis
  • Hourly employees
  • (11.00)
  • Commission structure layer
  • 3.00 to 5.00 per upsell
  • Drive Company Vehicles
  • Clean, new (not castaways)

13
TIME WARNER CABLE CINCINNATIRAC PROGRAM
  • Tactics
  • Resources and Tools
  • Equipped with box of tools
  • Offers to leverage trial
  • 45 minutes assigned for time
  • Supplemental training for alll audio/video
    configurations
  • Customer guard lowered
  • Tech look
  • Explanation of bill and prorates reduces call to
    3-4

14
TIME WARNER CABLE CINCINNATIRAC PROGRAM
  • Cost Assumptions
  • Customer Investments
  • Only six or seven additional headcount to deploy
  • Total time in home same between Spec/RAC
  • Recruited from trained conversion reps
  • Static supervisor headcount

15
TIME WARNER CABLE CINCINNATIRAC PROGRAM
  • Results
  • Average incremental Lift per total install
  • Pay to Basic 41
  • Digital lift 6.5
  • High speed data 2.1
  • Subscription on demand 13
  • Lift per work order 8.43

16
TIME WARNER CABLE CINCINNATIRAC PROGRAM
  • Gravy Spillover Results
  • Respect and understanding of marketplace dynamics
    and efforts
  • Enlightened
  • Rapid Growth of Sales/Marketing Culture in
    Technical Operations
  • 40.0 of technicians now actually sell
  • Greater technician retention
  • Greater RAC retention
  • Overall morale and total customer interface better

17
TIME WARNER CABLE CINCINNATIRAC PROGRAM
  • Gravy Spillover Results
  • More Wins than Expected
  • Creative Flexibility for Swat-Team Special
    Projects
  • New build/MDU turn on
  • Instant install field programs
  • Audit/sell sweeps
  • Additional Supervision Developed from Technical
    Ranks
  • Career path options for both sides
  • Attitude changes
  • RACs have non-union professional mentality and
    are major portion of technical base
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