White papers

Links to our thought leadership white papers on a variety of topics.

If you have views on them that you’d like to share with us, or want to find out more about our services to address the topics covered, please contact us.

Taking the reins – Managing Interactive Voice Response (IVR) and Call Centre Wastage;


“Over 35% of telephone calls going into call centers are re-work or waste using a strict lean consumption or lean manufacturing lens.”  

Ron Whatford, Lloyds International

Nobody wants to spend a lot of time calling their bank or Financial Services provider, so why is it that these institutions (and others such as government departments, emergency services, utilities and mobile providers) handle hundreds of thousands, or in some cases, millions of calls each year?

Call Centre management spend time on improving the time it takes to handle a call (including IVR and reducing idle times) and the quality of response (call quality) but don’t always consider why it was necessary for the call in the first place.

The customer experience: have customers been forgotten?


In the current economic climate, keeping customers happy ought to be at the top of every company’s agenda. But many managers are simply too bogged down with cost cutting and reorganisation to focus on their customers’ basic needs. With budgets over-stretched and sales people under pressure to hit their targets, are we forgetting that Customer Experience needs to be at the heart of everything we do?

Customers are real people 

When customers feel valued by a company, they tend to encourage others to buy from that company too, creating much-needed revenue growth. Not surprisingly, they want to be treated as individuals, a factor which challenges large organisations worldwide. Consistency of delivery across all customer touchpoints is the key to building relationships which can withstand the draw of other companies offering new and exciting products or services.  A CEO who places a dedicated senior level individual at the forefront of customer service is giving a strong message to both customers and staff, that exceptional levels of service are not only important to the firm, but fundamental to its strategic direction. Concentrating on sales performance or cost reduction may seem the best policy when revenues are squeezed, but ignoring the customers’ needs can have catastrophic long-term consequences, such as losing loyal customers at an increasing rate. Taking a retail bank as an example, we find on average that 40% of customer churn is due to poor service, yet 80% of this is entirely avoidable.

ea Consulting Group Customer Breakfast Communique


The customer experience: has the customer been forgotten?

This communiqué outlines the presentations and panel discussions that took place at the inaugural ea Consulting Group Thought Leadership Breakfast in Sydney, Australia on 27 September 2011.

Attended by representatives of financial services organisations, other corporates, selected media and members of ea Consulting Group, three expert panellists presented their unique views and insights into the question: The customer experience: has the customer been forgotten?

Modelling Success in your organisation


“Whatever you  can  do  or  believe you  can  do,  begin it now. Boldness has then power of magic in it”. Goethe

Have you ever considered what makes your excellent performers, excellent?  Surely by the law of averages,  people  recruited  against the  same criteria, for  the  same type  of job, who attend  the  same  induction and  training  programme,  should  not differ in  performance as  much as  they do?  Well,  in  theory  that  is  –  but  as we know, the  truth  is often a very  different story.

What would it be  like  if you could take your top performing call  advisors, managers or leaders,  sit  them  down and  ask  them to explain how  they  do what they do and what is ‘the difference that  makes the  difference’? And  to  do  so  to  the  rest  of  their  team and explain it in  such as  way  that everyone  one   understands  and   can then go  and  replicate and  apply these behaviours for themselves? Great thought, isn’t  it?

Follow the Leader


The roles, traits and qualities associated with effective followership

Globally it is accepted that corporations succeed or fail on the basis of how well they are led, and each year enormous amounts of time (and money) are invested in finding, selecting, recruiting and developing leaders who will deliver this success.

But are we in danger of over-emphasising the role (and impact) of the leader, and forgetting that every leader must have people to lead? Grand battle plans could have come to nothing if, for example, Napoleon had been without an army, and was therefore a “leader without followers”.

Corporations succeed or fail partly on the basis of how well their leaders lead, but partly also on the basis of how well their followers follow

Hard Measures For Soft Skills


Hard Measures For Soft Skills  – Enabling World  Class Customer Experience

No one would open a new business, roll out a new product or even hire a new employee without  knowing – not “thinking” or “guessing” but actually “knowing” – what they could legitimately expect to receive in return.  Indeed, none of us  would expect to ask for something  without  having  a  pretty  accurate idea  of  what  the  provider  could  expect  in return.

So  why,  when it  comes  to  the  training  and development of people, are we not prepared for the inevitable response to our question of  “Can I get some training for my inbound call advisers?” Likely responses (from the line manager/ MD/ CEO or owner) include “And what   will   the   training   do   for   the business/ bottom line/ shareholders?” (or words to that effect).

The Competitive Advantage of Excellence


Banking Risk and Compliance in Asia

This white-paper reviews emerging regional issues for financial services firms across Asia, and outlines practical responses from their risk and compliance management functions.

Consultation paper: CESR Technical Advice to the European Commission in the context of the MiFID Review – Client Categorisation


By Roger Davies

The ea Consulting Group (eacg) welcomes this opportunity to respond to the above consultation paper (CP) which covers aspects of the client categorisation regime applying under the MiFID conduct of business rules.

Response to HM Treasury consultation: ‘Laying of regulations to implement the new E-money directive (2EMD)’


By Roger Davies

The ea Consulting Group (eacg) welcomes this opportunity to respond to the questions raised in the above consultation paper and to comment on the draft Electronic Money Regulations (EMRs). The UK is, of course, the focus of e-money activities in the European Union. Although for the most part a
maximum harmonizing directive, we are pleased to see that HM Treasury is approaching the discretionary elements in 2EMD in a manner that should reinforce this strong market presence.

EACG response to FSA CP10/25 ‘Implementation of the second Electronic Money Directive (2EMD)’


The ea Consulting Group (eacg) welcomes this opportunity to respond to the above consultation paper. Although the scope of the CP is limited on this occasion we recognise with declining cheque usage and fewer cash transactions that electronic money will become of major economic significance in the years ahead on a pan-European basis.