$42M to $27M in customer service spend.
While quality scores went up, not down.
Here’s how we did it:
This mid-sized healthcare organization was spending $42M annually on customer service.
Their quality scores were at 69% (Press Ganey Top Box) when they came to us.
They knew they were overspending but didn’t know where to cut.
Within 90 days, we removed $4M from their annual spend.
By the end of Year 1, we’d brought it down to $30M.
By the end of Year 2, down to $27M
For a total reduction of 36%.
And their quality scores went up from 69% to 80%
Putting them in the top 10% of healthcare organizations.
This wasn’t a cost-cutting exercise.
It was an operational redesign.
To achieve this, we:
– Eliminated slop
– Fixed labor ratios
– Optimized workflows
– Leveraged new technology
– Created performance incentives
Cost went down.
Quality went up.
The “cost vs. quality” tradeoff is a myth.
When you fix the system instead of squeezing the people, both improve.
I’m Mark Danielson, and I help healthcare leaders reduce support costs while improving patient satisfaction.
Follow me for practical insights on cutting contact center costs, improving service quality, and modernizing operations without the tradeoffs.
