Case solution

Solution: Moving from “make do” to “can do”
Meeting SUBWAY’s expectations meant IPC needed topnotch
management of key issues:
Card programs: A newly implemented Gift card program –
and management of an existing loyalty card program –
brought high customer demand for IPC to handle card
issues and placed a serious burden on them to respond
efficiently.

Customer service: Efforts to address issues were being
duplicated and the process was managed manually. There
was no real control of customer service, so issues were
falling through the cracks.

Centralization: IPC needed a system to centralize customer
issues and eliminate redundancies. IPC had no way to know
or track if multiple resources were working independently to resolve the same customer issue.

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With a holiday season quickly approaching, IPC expected
higher volume demands, which meant they more support
resources. They decided the timing was right for CRM

Solution: Moving from “make do” to “can do”
Meeting SUBWAY’s expectations meant IPC needed topnotch
management of key issues:
Card programs: A newly implemented Gift card program –
and management of an existing loyalty card program –
brought high customer demand for IPC to handle card
issues and placed a serious burden on them to respond
efficiently.

Customer service: Efforts to address issues were being
duplicated and the process was managed manually. There
was no real control of customer service, so issues were
falling through the cracks.

Centralization: IPC needed a system to centralize customer
issues and eliminate redundancies. IPC had no way to know
or track if multiple resources were working independently to resolve the same customer issue.
With a holiday season quickly approaching, IPC expected
higher volume demands, which meant they more support
resources. They decided the timing was right for CRM