An automotive organisation sought to improve resolution times of customer issues and used the internal lever of showing reduced level of financial compensation paid in refunds, goodwill gestures or discounts on future purchases to gain support. The organisation had found that the higher the volume of issues and the longer it took to resolve them, the higher the compensation costs. Issues were categorised by their relative complexity to resolve. By speeding up resolution and resolving as many issues as possible at first point of contact, the organisation was able to reduce the financial amount paid in compensation. The ROI of the service improvement was calculated by comparing compensation costs by time to resolve to show the financial value of quicker problem resolution.
