A national wholesale mortgage company, with operations in over 15 states, was challenged with staggering growth in a short timeframe in more than 55% of its key markets. With the realization that business had become extremely successful, the level of service delivered daily was internally inconsistent and, more importantly, it was externally poor to their large client base. One of the major concerns that arose was the need to develop a unified Client Relationship Management structure and training process that would produce an immediate and effective positive impact on each client.
The firm’s executive leadership team recognized that there was a lack of cohesiveness and consistency with their client services procedure. They were receiving excessive complaints from clients regarding each service experience and the internal service interaction was inefficient, rendering low morale and major service level gaps. KDR was brought in to holistically implement a service quality standard that would rival their industry mortgage expertise. The company had attempted annually to enlist the services of several training experts and incorporate new technology, which only resulted in minimal, short-term results.
Our first procedure in the service improvement process was to internally evaluate the goals and vision of the CEO and executive team, to ensure that our customized process mirrored the direction that the firm was organized and structured towards. We started our evaluation on the “cutting room floor”, by experiencing the service operation from the employee level tiers (i.e. seasoned successful, mid-level producers, dissatisfied team members) to effectively assess the issue.
This process uncovered that on all levels, many team members had been trained and orientated contrary to the goals and visions of the company and that no clear protocol or procedure had been implemented across the board for each department, leader, or sales team member. Once this problem was realized, we then constructed a service model that would provide an organizational support structure for service concerns and resolutions, team leaders, and a measurement matrix that would supply a system of evaluation.
Finally, to promote the implementation of the model, we developed a company-wide training day session, that would partner departments and team members in a setting of camaraderie, relationship building, and cohesive overall success.
Results and Rewards
The Service Strategy model that we created promoted a common company language, produced a system of best practices for clients and employees, produced a partner accountability system within each department, and provided financial incentives and competitive leverage amongst peers to provide stellar client service. This system stimulated a healthy partnership between the sales and service teams and produced an acquisition and retention strategy that increased production levels and revenue by 18% over the first five months of implementation.