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Wells Fargo Treasury Management - Customer Service Team of the Year

 

Gold Stevie Award Winner 2016, Click to Enter The 2017 Stevie Awards for Sales and Customer service

Company: Wells Fargo Treasury Management, San Francisco, CA
Company Description: Wells Fargo & Company (NYSE: WFC) is a nationwide, diversified financial services company with $1.8 trillion in assets. Founded in 1852, Wells Fargo provides banking, insurance, investments, mortgage, and consumer and commercial financial services through 8,700 locations, 12,800 ATMs, online (wellsfargo.com), and mobile devices.
Nomination Category: Customer Service Categories
Nomination Sub Category: Customer Service Team of the Year

Nomination Title: WellsOne® Service Center – Customer Service Team of the Year

Tell the story about what this nominated team has achieved since January 1, 2016 year (up to 650 words). Focus on specific accomplishments, and relate these accomplishments to past performance or industry norms.

Around the clock, from initial setup through the first transaction and across the life of a program, our dedicated team members at the WellsOne® Service Center support WellsOne Commercial Card customers with exceptional service and expertise that’s tailored to the unique demands of their organizations.
Located in San Francisco, Winston-Salem and Salt Lake City, the team has a goal to be the best in class commercial card service provider in the industry, delivering on time, every time, while increasing first touch resolution. As a customer partner and advocate, the team is committed to owning the customer’s experience with Wells Fargo from end to end. Striving for continuous improvements, we expect to exceed customer expectations by being accessible, anticipating their needs, minimizing impacts and delivering right fit solutions.

After an end to end review of the Commercial Card services and processes in 2015, TMCD identified new areas of focus that would enhance the customer experience. The call center was renamed to the WellsOne Service Center on March 7, 2016, a name that more accurately aligns with the products and services the center supports, while also reflecting on the renewed focus on elevating the customer experience. Beyond a new name, the contact center worked diligently to foster a new attitude, requiring a tremendous amount of planning, communication, partnership, and implementation efforts. After communicating the change (and reasoning) internally, the team:

• Updated the segmentation of Commercial Card customers into three tiers using product mix and revenue as the determination for tier assignments.
• Reached agreement on which customers will be assigned an account manager to allow for further focus in growing the customers’ card portfolio, and identified customers to be managed by the contact center.
• Consolidated production support into the TMCD team, leveraging best practices.
• Created a tool that helps create consistent customer communications for Client Service Officers (CSOs) and ensures critical content is not missed when communicating to customers.
• Completed the transition to the WellsOne Service Center name, replacing any reference to the previous names (Business Purchase Service Center and PCARD) in phone menus, greetings, voicemail messages, email addresses, correspondences, reports, user guides, communications, printed materials, and online messages. Over 1,800 items were rebranded.
• Evaluated roles and responsibility metrics to ensure the customer is being serviced holistically and at the highest experience level possible.
• Re-established servicing models for the customer base to ensure they are assisted by skilled CSOs focused on the associated disciplines (Dedicated CSOs, Non-Dedicated CSOs, Cardholder representatives).
• Completed the customer service model offering and training of the CSOs.
• Transitioned targeted customers from their current account managers to the WellsOne Service Center.
• Leveraged the existing Customer for Life curriculum for additional internal training, keeping customers central to all that was done.
• Streamlined processes to improve resolution timeliness for customers.
• Reviewed paperwork requirements (including required customer signatures) in order to simplify the execution of customer requests.
• Created an internal messaging motto to help rally the group to work toward elevating the customer experience and continuing to accelerate Commercial Card growth.

Over the course of several months, over 1,300 customers were moved to the new model. New team members were hired, meaning every CSO can now provide extra attention and focus on their customers. Feedback and metrics have been overwhelmingly positively, with customers and team members alike enjoying the restructure.

In 2016, the WellsOne Service Center team completely changed how they work and serve customers each day. Through strategic planning, implementation, rebranding, realigning, and through a time of critical public opinion of other areas of the bank, team members kept one thing in mind as they faced the day’s challenges: their customers. Their dedication produced tangible results, with service levels at an all-time high and hold times for customers calling in being drastically reduced. (See supplemental documents for more data.) With this renewed focus on the customer, team members continue to raise the bar on service standards in the industry.

In bullet-list form, briefly summarize up to ten (10) accomplishments of the nominated team since the beginning of 2016 (up to 150 words).

• Year-to-date overall satisfaction scores of the service provided by the CSO are averaging 98%. Additionally, 98% of those survey responses scored the interaction a 5 or 4 on a scale of 5, and 84% of responses were the given the highest score of 5.
• Added quality monitoring to the team, currently averaging 98% accuracy in reports.
• Improved Service Level Agreement (SLA) from an average of 57% to an average of 97%.
• Decreased customer hold time from almost two minutes to an average of 28 seconds, while maintaining average talk time with customers.
• Dropped the call abandonment rate from 5.41% to 0.2%