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Published by:
MIT Sloan's LearningEdge (2017)
Version:
1 May 2017
Length:
17 pages
Data source:
Published sources
Notes:
This item is part of a free case collection. For terms & conditions go to www.thecasecentre.org/freecaseterms
Abstract:
This is part of a case series. In July 2015, MaryAnn Camacho joined Quest Diagnostics’s National Customer Service (NCS) organization as its Executive Director. Quest was the leading provider of diagnostic services and solutions in the United States. Camacho was hired to turn around an organization that had gone through a complex consolidation process the year before, in which its 20 customer service call centers had been pared down to two. Labor costs were high as was absenteeism and turnover. Customers were dissatisfied with the quality of service and some were taking their business to Quest’s chief competitor. There was a lot to fix, and Camacho wondered whether to focus first on people or operations? This case is part of the MIT Sloan free case collection (visit www.thecasecentre.org/mitsloanfreecases for more information on the collection).
Learning objectives:
1. To understand the drivers of poor performance in a customer service operation and identify what needs to be done to improve performance.
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