CVS Caremark is the only fully integrated pharmacy health care company in the United States with over 2300 Customer Care Reps. CVS has instituted several processes to enhance the member experience. CVS has made significant investments in technology so that reps are able to support our participants in more creative ways and not just be "order takers," while also implementing a new model that shifts from a transaction-based approach to one that is more proactive and consultative. Now they are able to offer participants several channels of contact so that they can choose the one that fits best for them. They have changed the model to assure they are recruiting people who have been Caregivers, or who are able to demonstrate that they have high “Empathic Intelligence” and really enjoy working with the sick, elderly, and those who are trying to proactively manage their health.

The NYL Contact Center has a 4-part strategy that forms the foundation of their Value Proposition. The operation focuses on Customer Feedback, Technology, Culture and Leadership. Service is the key differentiator in the Life Insurance and Annuity business. Hearing customer’s voices, NYL continues to implement processes and engage in practices that help us connect to it's customer. Their strategy is to invest in the technology required to operate a Best in Class operation. Full employee engagement and clear articulation of the Vision Statement creates the culture within their Service Center. The contact center strategy is key to maintaining an effective inbound and outbound operation. It has helped NYL manage a 28% annual growth rate while maintaining high customer satisfaction, strong conservation results, and an effective and highly motivated staff.

The overall strategy behind the contact centre is to address the ever changing needs of Scotiabank customers by providing oportunities to do their banking anytime anywhere. By creating centres of expertise Scotiabank ensures consistent delivery of customer excellence in every interation. The primary focus is to respond to inbound customer inquiries, find resoltion and provide solutions to their current and future financial needs. The contact centre complements our branch partners by allowing them to devote more time to the face to face customer interactions. The customer service strategy is to be the best at helping customers become financially better off by providing relevant solutions to their unique and individual needs. The mission at the Atlantic Customer Contact Centre is to give world class care to every customer every time they have contact with them.

Zurich HelpPoint Claims Care Center focuses on delivering when it matters most to their customers. That means being available when customers call in their claims. They also provide our customers with awesome customer service. This service philosophy is evidenced in our recent Customer Satisfaction Survey results of score 100% in 2009. Also, they utilize multi-channels for claims intake which allows their customers with the flexibility of sending in their claims via whichever channel is best for them; phone, fax, email, web, FTP and street mail. Their customer centric focus allows Zurich to continuously review processes with the customer at the center of every process. W

The first center was established in 1997. ING Direct are a virtual bank therefore having a contact centre was a necessary requirement to promote accesability to their customers whenever they needed us 24/7. Their customer service strategy It is as simple as providing the best client experience on every call. When mistakes are made, they require their associates to resolve them in a speedy fashion, preferrably within the initial call when the client brings it to their attention. Associates are all empowered to provide reimbursements / good will gestures through dollar values whenever they feel there is a need to do so inorder to provide a pleasant client experience. Furthermore, the corporate bonus plan also includes customer satisfaction as a bonusable goal.

The first call center was established in 1982 in an effort to centralize support services. Subsequently, additional call centers, modeled after the original, were added to support each business unit. The overall strategy for the call center is to consistently exceed customer expectations. Customer Service Representatives are trained to help customers realize their dreams whether it be protecting their families financially or retiring comfortably. The call centers are seen as a competitive differentiator for the business lines they support and in many cases, drive referral business and cash flow.

The Contact Center is an inbound and outbound customer service center providing real estate information services to Fortune 500 in the financial and real estate markets. Hear how, after introducing the incentive plan, the average center quality improved by 8 percent, reaching an all time high in the 4th quarter of 2009 (time of entry into the awards). In addition to improving, quality and other service metrics, it also greatly improved the overall moral of the center by giving associates fair and obtainable incentives and recognition for their efforts. Today the program is a popular topic of conversation and has instilled a greater sense of accomplishment for their employees.

20-20 Technologies Inc. is a provider of computer-aided design, sales and manufacturing software solutions for the interior design industry. The center provides technical assistance to approximately 20,000 users worldwide in 7 20-20 applications. Customers contact them via toll-free number, email, live chat or web forms. Their support department does more than just "technical" support - they are the first line of marketing for 20-20. They handle issues anywhere from how to attach a file to an email, to setting up complex networks to ensure proper installation and performance of 20-20 products. Hear how the support contributes to the overall success of 20-20 by increasing customer LOYALTY.

Founded in 1977, Credit Protection Association was the first company to specialize in low-balance, high-volume collections in the cable and home video markets. The overall strategy behind this contact center is to encourage debtors to satisfy their cable, video and utility debt and to encourage former subscribers to return cable converters, DVRs and modems after accounts are closed. When CPA expanded their contact center operations, the goal was to increase payments by offering debtors more opportunities to pay. They saw immediate results, and the positive impact the contact center contributes has grown every year. In 2009, CPA recorded a 32% increase in efficiency over the prior year.

This center serves as a key element in our overall collection and recovery strategies and has become an integral part of our business model and the success of this company.

As the customer base grew and the application they use became more sophisticated the user base needed a support team they could rely on to help them understand how to use it best so the center was established in 2007. The support team receives both calls and emails from a user base on over 80,000 users. These users questions can range from getting started questions to very sophisticated programming problems. Customers are billing on an uncontracted monthly subscription basis so keeping them happy is vital to continued revenue growth.

Advanced TeleSolutions have created a private and secure cloud environment allowing for the complete desktop and server virtualization of their contact center. This innovative approach has created tremendous operational efficiencies from software deployment to reduced power consumption. It allows agents to more seamlessly interact with a range of client billing systems and provides improved data and system security.
With their new operational environment they deliver software applications and client data online, which are accessed by agents via web browser.

For entities seeking to optimize existing and enable new distribution channels, the proprietary technology product and platform is a CRM, lead generation and sales transaction solution that delivers best-in-class conversion rates and close ratios.

The product and platform is a purpose-built, total solution that includes value-add contact services and an open, extensible and scalable technology platform.

The technology innovation they are presenting is an in-house, call-tracking solution that systematically produces system of record notes based on the tracking selections made, and the type of inbound call received. This solution replaced the process of manual notes entry and the lack of scenario tracking of our calls. Our solution reduced the overall costs associated with handling time and poor quality by $300,00.00.

The Results Companies Call Guide is a desktop knowledge and call flow tool that provides the structure, verbiage, guidance, and optimal call handling processes that are often not available to Agents handling inbound customer service programs. This well-tested system allows Agents to reduce handle time, improve customer satisfaction, increase first call resolution, decrease hold times, and improve conversion, up-sell, retention or other applicable performance measurement results. Agents are provided with optimal questions to ask at appropriate points of every call, enabling them to unearth all the essential information needed to get to the root of a problem and ultimately solve it in the shortest time.

Kaiser Permanente Individual and Family Plan DTC is a client of Connextions. The two have been working together for 3 years. The relationship started with 20 licensed sales agents and 5 non-licensed agents to assist with pre-screening and triaging calls to the Sales team. The Retention team was implemented one year later. It launched with 8 licensed agents to support the California region retention efforts. Today, Connextions continues to support the national direct response and direct sales activities for Kaiser Permanente's individual and family plan product line. Connextions also support the Retention efforts of their individual market for all of their regions.

LQ Management, L.L.C. and Virtual Agent Services have been working together since July 2007. Virtual Agent Services assumed responsibility for the training function of LQ's outsourced Central Reservation Office (CRO). The CRO consists of nearly 200 employees in five areas of focus: General Reservations, Returns, Operations Support, Guest Assistance and Group & Tour. As a result of the partnership, LQ Management have seen a direct increase in Call Center generated revenue and average daily rate for their hotels.

Virgin Mobile Canada partners with OLS on inbound customer service programs including:
- New Customer Activations
- Existing Customer Support
- Tier I Troubleshooting
- Existing Customer Outbound ProgramsTier II Billing Support
These are for both Pre Paid and Post Paid customer groups.

Assurant's businesses provide a unique variety of products and services that assure opportunity, security and peace of mind for customers. The centre is one that focuses on excellence and continues to grow within the right areas. Also, they continue to strive for excellence through best practices, sharing innovation and recognizing the need to compliment the industry, rather than compete with it. With over 200 associates, the centre evaluates and has very specific efficiency metrics and ensure they are in synch for both Associates and Operational / business objectives. In addition to standard contact centre metrics, utilization (vs. occupancy) retention, conversion, calls and claims per hour, turn around time, first call resolution, cost per call, revenue per call etc are measured. The main objective is always to ensure a positive and exceptional Customer Experience. Through a focus on balancing quality with meeting operational objectives, and Customer satisfaction the centre achieves this result daily.

MetLife's Customer Sales & Service Group is responsible for the customer service for 17 of MetLife's products, whether through inbound calls or email inquries. The center connects directly with customers to create, retain and deepen relationships that build their financial freedom. Not only does the center provide outstanding service, but it's a major distribution source for obtaining new sales which fuels revenue and earnings growtn for MetLife. In 1996 MetLife brought all the Customer Response Teams across the enterprise together to form one team that leverages people, skills, technology and processes to provide a consistent customer experience across different product groups. Today the center has over 1000 agents.

The overall strategy behind the contact centre is to address the ever changing needs of it's customers by providing oportunities to do their banking anytime anywhere. By creating centres of expertise Scotiabank ensures consistent delivery of customer excellence in every interation. The centres primary focus is to respond to inbound customer inquiries, find resoltion and provide solutions to their current and future financial needs. The contact centre complements the branch partners by allowing them to devote more time to the face to face customer interactions. Success at the 220 seat contact centre is measured by four key stretegic priorities: customer, employees, operational and financial.

Starwood Hotels and Resorts established the centre in August 2003. The company wanted to address the needs of the Canadian properties in both languages and established the St Thomas CCC to meet those needs. The overall strategy is to meet the needs of both internal and external customers. The centre has a high level of associate engagement and works to do the right thing the first time for all guests and associates.