At a Glance
- After a period of rapid expansion, a telecommunications and digital services company in the Philippines faced declining service metrics and inconsistencies in customer resolution processes, which hampered customer experience.
- Renoir Consulting’s transformation programme focused on process redesign, vendor management and skills development. This led to a more than twofold increase in First Line Management resolution rates, from 22.7% to over 45%.
- This case study demonstrates how Renoir assisted client in adopting better and more effective management practices to boost call centre performance.
Key Results
- Doubled First Line resolution rate – Increased fault ticket resolution from 22.7% to over 45%.
- Boosted overall resolution by 10% – Transformed Second Line Management into an online helpdesk for faster support.
- Drove Second Line efficiency – Improved resolution rate from 11.5% to over 30%.
Background
In 2025, experts valued the Philippine telecommunication market at approximately $5.58 billion, and they project it to grow at a CAGR of about 3.28% through 2033. Growth is being driven by increasing smartphone penetration, rising internet usage, and the expanded adoption of digital services such as streaming and online gaming. A few major players dominate the sector. The client is one of these.
The client is one of Southeast Asia’s premier telecommunications and digital services organisations, boasting service revenues exceeding USD $3 billion. Originally established as a state-owned entity, it has evolved over the last century into a major industry leader with a complex operational footprint spanning multiple business units and service domains.
However, rapid growth and digital transformation brought new complexities to customer service and operational efficiency. Over the past few years, the company has experienced rapid growth. The client realised that it needed professional help to streamline and improve its call centre service indicators.
Analysis
Following a period of rapid expansion, the client observed a degradation in key performance metrics, especially those tied to customer service and resolution efficiency.
Among the most pressing concerns:
- Low first-contact resolution rates
- Inconsistent vendor management practices
- Insufficient standardisation of processes
- Limited real-time support capabilities
- Lack of structured, performance-oriented training
These issues were directly impacting customer satisfaction, operational costs, and service reliability. Hence, a structured, multi-dimensional transformation was deemed necessary.
Project Approach
Renoir Consulting was engaged for a multi-week period to deliver sustainable operational change. A joint task force was formed, comprising Renoir consultants and full-time operations staff members seconded from the client.
The task force operated under a Management Action Team, which reported to a senior Steering Committee bi-weekly. The initial phase consisted of Renoir’s Focus Process®, which spanned six weeks and included:
- “Day in the Life of…” analyses
- Process and system mapping
- Activity listing and time studies
- Data collection from four key locations
- Joint critique workshops with frontline staff and management
The diagnostic findings highlighted severe inefficiencies and misalignments in communication, leadership routines, and accountability frameworks. These insights guided the development of customised solutions for implementation.
Implementation
Three key focus areas structured the implementation phase:
System Enhancements
A central part of the transformation was the design and deployment of a new Management Control System. This system was developed with best-practice frameworks and included:
- Clearly defined key performance indicators (KPIs)
- Routine planning and review cycles
- Short-interval control mechanisms to drive real-time decision-making
- Dashboard reporting, shift management protocols, and role clarity at all operational levels
Supervisory routines were restructured, introducing shift huddles, handover procedures, and interval checks to enhance operational efficiency. These daily practices created a rhythm of performance that improved communication and responsiveness. To embed these behaviours, Renoir facilitated ongoing coaching, training sessions, and audits, ensuring consistent execution and continuous improvement.
The team also enhanced vendor governance, establishing a standardised reporting framework with synchronised weekly and monthly review cycles. These reviews provided full visibility into third-party performance, improving accountability and alignment with internal expectations.
Process Improvements
Operational processes were redesigned to eliminate inefficiencies and encourage real-time issue resolution. This included:
- Introducing an Internal Helpdesk model, enabling First Line teams to escalate and resolve customer issues with Second Line support during live calls
- Developing a misdiagnosis review process, which flagged incorrectly dispatched tickets and introduced a system of documentation and corrective feedback to prevent recurrence
- Implementing a dynamic manpower planning system based on accurate forecasting. This ensured optimal staffing and guaranteed that every team was supervised during operational hours
People Development
Recognising the pivotal role of frontline leadership, Renoir delivered a suite of capability-building programmes for team leads and supervisors. These focused on:
- The practical use of control tools embedded in the new management system
- Behavioural development, including leadership coaching, motivation techniques, and structured feedback
- Individual and team goal setting based on high-performing benchmarks from within the organisation
Training was not a one-off event; instead, it was supported by follow-up audits, mentoring, and structured problem-solving sessions to ensure sustained behavioral change.
“These are good results in critical areas of our business, we are seeing consistent improvements… very encouraging results.”
– First Vice President, Revenue Office Group Head
Results
Caption: This graph illustrates the increase in the percentage of fault tickets resolved by First Line Management.
Starting point: Approximately 22.7%
End point: Just over 45%
The partnership between the client and Renoir produced profound and sustainable operational improvements:
- The First Line fault resolution rate doubled, significantly reducing backlog and customer escalations.
- By converting Second Line Management into a real-time support desk, the First Line team became more self-sufficient and effective.
- Second Line resolution jumped to over 30%, a near-tripling of performance.
- Frontline supervisory staff became more confident and consistent, aided by continuous training, behavioural feedback, and structured problem-solving sessions.
The client was empowered to cascade these changes to other departments, embedding a culture of performance, accountability, and continuous improvement across the wider organisation.
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*In line with our client confidentiality policy, all identifying details have been removed.
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