InPar References
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Galp Energia |
2009 |
Design of the Knowledge Portal to support Customer Service front-end Work Design of the information architecture to support Customer Service front-end work through a Knowledge Portal, and development of the procedures that guarantee its continuous update.
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We called on InPar to define our strategy of implementing customer service guides and scripts on Galp Energia’s “Client Relations Center” and I can state with satisfaction that the results exceeded our expectations. The team at InPar defined an integrated Knowledge Management platform to support customer service front-end work (which includes guides, scripts and all the complementary information needed by customer service agents), developing a very useful and excellent tool which was broadly accepted and immediately submitted for implementation. InPar is, undoubtedly, an outstanding Portuguese company in its field. |
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João Carlos Lopes (Director of Client Relations Management) |
JAN.2010 |
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Liberty Seguros |
2009 |
Diagnosis of Customer Service of Liberty Seguros Synopsis of this project is protected under a confidentiality agreement.
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3S Solvay Shared Services |
2008 |
Diagnosis of Customer Service of 3S Pre-assessment of Customer Service in terms of strategy and organization, as well as best practices adoption in processes and procedures regarding Customer service, IT, monitoring methods, operations control and Human Resources development.
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InPar was hired by 3S as a consulting partner related to our Contact Center Next Generation project. He was put in charge of a pre-assessment concerning the status quo and future requirements to ensure that our Contact Center follows the right strategy and is equipped with the right tools. InPar has succeeded in delivering this task on a very short time frame and to our utmost satisfaction. |
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Klaus Born (Operational Process Leader Contact Center) |
MAY.2009 |
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Agência Nacional para a Qualificação |
2008 |
Internal Communication Plan Design Proposal of a program of internal communication for ANQ, clearly indicating the communication’s purpose, its areas, the communication goals, its regularity, the most appropriated media channels according to the target, which involved the comprehensive survey of the various processes working procedures and end-to-end, including the interaction processes with various targets.
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UNILEVER / Jerónimo Martins
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SEP.2008 |
Diagnosis to the Market Management Information System
Evaluation of the market management information system of Unilever / Jerónimo Martins. Identification of the functional GAPs between the users’ needs and users’ expectations. Research opportunities of activities that would be able to be outsourced or subcontracted.
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I would like to thank InPar’s team by their professionalism demonstrated and ability to help us understanding better how to use wisely the information systems, in the process of generating business’ value.
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Fátima Aveiro (Business Unit Out of Home Director)
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DEC.2008 |
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Select / Vedior / NBS |
2008-2009 |
Selection and Implementation of Technology Platform to Support New Contact Center Requirements Analysis and Request for Proposal elaboration to suppliers. Tenders’ evaluation. Support of the negotiation. Monitoring the implementation of the technology platform to support the new contact center of the Select / Vedior / NBS, which includes inbound, outbound, multi-channel management, monitoring and recording of calls, document management and knowledge data base, information service, work force management, activity’s monitoring and reporting.
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Choosing InPar we could benefit from the experience, availability, creativity and objectivity of its proven methodology supported by their professionals. It has exceeded our initial expectations, by the will that our business model with its great complexity of requirements was seized and was simplified by a set of design and implementation processes. It was this combination of features that resulted in a successful project. |
| João Silva Martins (NBS CEO) |
DEC.2008 |
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LeYa |
2008 |
Support Services to Customers Development Operations’ reorganization. Business processes’ re-engineering. Development of a set of indicators to monitor the support activity. Development of a service manual. Specification of a portal / knowledge database service. Survey of business requirements for the CRM system. Identifying the needs of training of communicators. Development of a manual sales.
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InPar cooperating with LeYa in an exemplary fashion to the improvement of service quality and implementation of best practices at the level of customer care in a phase of high growth and integration of cultures of different companies. With a methodology "hands on", we’ve got the involvement of several areas for the reengineering of business processes essential to the performance of the company. |
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Pedro Pereira da Silva (Sales & Marketing Manager) |
SEP.2008 |
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REFERENCES PRIOR TO DECEMBER 2007
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PT Comunicações
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FEB.2003 a DEC.2007 |
Contact Centers’ Direction (Direcção de Contact Centers)
Management of contact centers of business fixed by Portugal Telecom (Operator’s Services, Customer Service PT, SAPO e TELEPAC), a total of 5 million incoming calls, average per month and an overall operating budget of 35 million euros per year. Since 2005, development of re-engineering of processes of interaction with clients, including the lifting of the business requirements for the draft CRM ToBe of PT Comunicações.
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Rui is clearly a rising star at Portugal Telecom. He has a wide ranging scope of responsibilities for operations and more recently has been leading a group of multi-functional professionals to devise the strategy and specify in detail the implementation roadmap for integrated interaction management which is clearly the greatest cost / quality of service equation for our company. |
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Manuel Rosa da Silva (Executive Board Member)
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AUG.2005 |
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ONI Way / V
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MAR.2001 a DEC.2002
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Customer Service’s Board (Direcção de Customer Service)
Design and implementation of all support services for the client company of the group to act in Oni UMTS mobile telecommunications market. Processes’ definition, organization, infrastructure and information systems to support multimedia and multichannel contact center of 3rd generation, as well as procedures for billing, collection, credit control, management of service quality and loyalty.
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The Customer Service of ONI Way, designed and implemented jointly by teams of Customer Service and IT, which has existed for more innovative available to date, with the aim of providing a strong differentiating the quality of service provided to clients in the mobile telecommunications market. It was a Contact Center designed from scratch to serve an operator of mobile communications for 3rd generation that would support voice, image, data, etc. It was the first multichannel Contact Centers in Portugal fully supported on VoIP, where each staff member had at its disposal two TFT displays synchronized to support the service. CC was also the first to have a first line of players supported by a Knowledge Base that allowed the "empowerment", with consequent improvement in response times, and resolved % of contacts in the first line. For both it been incorporated in the customer service’s area a Knowledge Management’ team.
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Vergilio Rocha (Executive Board Member - Chief Operations Officer)
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AUG.2008 |
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ONI Telecom
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JUN.1998 a FEV.2001 |
Customers Service’s Board (Direcção de Serviço a Clientes)
Design and implementation of support services to customers, necessary for commercial launch on 1 January 2000, the new alternative fixed network operator in Portugal.
In 2000, accumulation with Information Systems’ Direction. Planning, development and support of application systems for CRM, Billing, Mediation, Interconnect, Datawarehouse and SAP, integrated solution for Middleware. Technical platforms’ management, departmental computing and help desk.
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In 2001 ONI Telecom’s Call Center receives the prize of ‘The best Call Center of 2000', a competition to cross several sectors, promoted by PLURIMARKETING.
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TMN |
SEP.1991 a JUN.1998
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Customers Service’s Board
Restructuring of full service support to clients of TMN, which included the implementation of the first CRM system for the TMN and the construction of 2 new sites in Lisbon and Porto, which enabled the company to increase its volume of Customers to 1 million customers (1998).
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ADDITIONAL ACTIVITIES DEVELOPED BY PARTNER RUI SANTOS
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GIEM – ISCTE |
SINCE MAR.2008
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Coordination of Advanced Program in Customer Service, where he teaches the module Customer Service Strategy |
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FCEE – Universidade Católica Portuguesa
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SINCE APR.2007 |
Teaches the module's Management of Customer satisfaction and loyalty programs MIR - Marketing and Innovation in Retail and Distribution and PAGETTI - Management of Telecommunications and Information Technologies.
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The management of customer satisfaction and loyalty module’s was what I liked most of the program, particularly on the component models of partnership with clients and their critical factors for success, which I considered very useful for my work. |
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Maria Spínola (Crescimento Negócios Partner)
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APR.2008 |
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AproCS
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SINCE AUG.2007 |
AproCS' Board President - Association of Professional Customer Service (unpaid work), whose official launch was made in October 2007 (www.aprocs.org). The Association raised more than 100 members, 10 partners and 5 sponsors in 9 months. Promote initiatives aimed at developing the industry, such as: the organization of convivial dinners / seminars, providing the forum for discussion online, studies and benchmarks on the activities and management of the database on-line "Who's Who in the field of Customer Service".
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Extract from the Minutes of the General Assembly held on 26 March 2008: "Many present, including João Ruas and Hermínia Moutinho, wanted to witness the appreciation and recognition for the work done by the President of the Board, Rui Santos, proposing to all that accompany a rescue the palms, which was made with great enthusiasm .” |
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José Carlos Ribeiro (AproCS’ General Assembly President and EDP Customer’s Director)
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MAR.2008 |
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References
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