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dc.contributor.advisorDeborah Nightingale and John Sterman.en_US
dc.contributor.authorSen, Avijiten_US
dc.contributor.otherLeaders for Manufacturing Program.en_US
dc.date.accessioned2009-11-06T16:35:54Z
dc.date.available2009-11-06T16:35:54Z
dc.date.copyright2009en_US
dc.date.issued2009en_US
dc.identifier.urihttp://hdl.handle.net/1721.1/49791
dc.descriptionThesis (M.B.A.)--Massachusetts Institute of Technology, Sloan School of Management; and, (S.M.)--Massachusetts Institute of Technology, Dept. of Civil and Environmental Engineering; in conjunction with the Leaders for Manufacturing Program at MIT, 2009.en_US
dc.descriptionIncludes bibliographical references (p. 71-72).en_US
dc.description.abstractDell's long-term success depends on its customers' future buying patterns. These patterns are largely determined by customers' satisfaction with the after-sales service they receive. Previously, Dell has been able to deliver high customer satisfaction but has done so at a high expense, further reducing the low margins on their consumer product line. Dell's Global Consumer Services and Support organization (GCSS) is constantly innovating to lower its operating costs while maintaining customer satisfaction. Their task is difficult to achieve in part because of the broad scope of problems that Dell's customer service agents (CSAs) tackle and the grey areas of support boundaries. In order to identify and correct the root-causes of these contact-center costs, Dell needs the ability to measure the specific cost of supporting individual customers. Yet, no such customer-centric data framework exists at Dell, or indeed in the contact center industry. However, it is possible to create just such a customer focused data framework by applying an automated value stream mapping (VSM) analysis to a large sample of contact-center activity data from Dell's data warehouse. The resulting data set is a collection of digital value stream maps representing the end-to-end customer service experience of each contact-center customer. After performing the proposed data transformations, these customer-focused metrics (CustFM) are shown to yield significant insights into previously unidentifiable cost reduction opportunities available across Dell's global contact-center network.en_US
dc.description.statementofresponsibilityby Avijit Sen.en_US
dc.format.extent72 p.en_US
dc.language.isoengen_US
dc.publisherMassachusetts Institute of Technologyen_US
dc.rightsM.I.T. theses are protected by copyright. They may be viewed from this source for any purpose, but reproduction or distribution in any format is prohibited without written permission. See provided URL for inquiries about permission.en_US
dc.rights.urihttp://dspace.mit.edu/handle/1721.1/7582en_US
dc.subjectSloan School of Management.en_US
dc.subjectCivil and Environmental Engineering.en_US
dc.subjectLeaders for Manufacturing Program.en_US
dc.titleIdentifying system-wide contact center cost reduction opportunities through lean, customer-focused IT metricsen_US
dc.typeThesisen_US
dc.description.degreeS.M.en_US
dc.description.degreeM.B.A.en_US
dc.contributor.departmentSloan School of Management.en_US
dc.contributor.departmentMassachusetts Institute of Technology. Dept. of Civil and Environmental Engineering.en_US
dc.contributor.departmentLeaders for Manufacturing Program.en_US
dc.identifier.oclc457232511en_US


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