2.WHENEVER CUSTOMER TELEPHONED THE DA WOULD RESPOND WITH EITHER ASTANDARD OR EXPRESS FULFILLMENT PACKAGE.3.
For a standard fulfillment package, a DA
would answer the call and take down thecustomer's name, address, postal code and telephone number. Twice daily, an electronic file of customer requests was
generated and sent to a letter house subcontracted by ING Direct tomail out
standard fulfillment packages to prospective clients. Each client was requested to
complete an enclosed application form and return it with an initial deposit.4. About 20 per cent of all new clients called the 24-hour hotline to open an account immediatelyusing an express fulfillment package. In order to be sent this package, these clients also supplied theDA with their date of birth and SIN, in addition to the information noted earlier. The DA wouldimmediately assign a client number, which created a customer information file (CIF), and instructthe customer to mail their initial deposit cheque to ING Direct. The account would be opened whenthe cheque was received, and interest would begin accruing at that time. Legal regulations alsorequired a client to send in an
application form; upon receipt by ING Direct, the client couldwithdraw funds
from the account.5. Periodically, direct mail was sent to potential clients to attract new customers. In 1999, twomillion ISA application forms were sent to potential clients as part of five direct mail campaigns.The direct mail requested clients to send in an application form along with a cheque for their firstdeposit.THE OPERATIONS GROUP:THE OG CONSISTS OF 41 ASSOCIATES AND MANAGERS HEADED BY MR BELL.
Theprime task of
operations group was to provide back office support to the call centre and the other
functions in the bank. The group was responsible for various processing activities
such as newaccounts, deposits on existing accounts, service requests, client
statements and tax receipts, andautomated outbound correspondence.STAFFING CHALLENGE;1.BELL FOUNDED THE CHALLENGE OF COPING WITH THE GROWTHWITHOUT INCREASING THE STAFF LEVELS.2.SPACE LIMITATIONS PREVENTED A MASSIVE GROWTH INOPERATIONAL PERSONAL.
Bell and MacDonald decided to focus their initial efforts on the processes
associated with new clients. New client applications currently received the highest
priority for processing in the mailroom.