Due to the location structures, which have usually existed for many years and developed over time without centralized management, many companies will find themselves confronted with the challenge of finding and implementing answers to the dynamic drivers of the competition. A decentralized conglomerate of service centers, frequently with a low level of network integration, with different functional specifications usually does not provide the prerequisites for flexible management and process scenarios required to do business today. The capability of adapting on short notice is limited, and the cost factor hangs over everything. A comprehensive location re-organization can smooth the road to competitive structures and “operative excellence” for large customer service units.

Seen from a general viewpoint, this form of consolidation ­requires a fundamental organizational re-orientation, but, as a minimum, the structural networking of existing service units. Moreover, organizational charts and responsibilities must be ­reviewed with the goal of simplifying the realization of overrun scenarios and virtual call routing. The harmonization of relevant business processes is at the forefront at the operative level – a prerequisite for later networking configurations or location integrations.

The greatest benefit of a successful operative consolidation ­results from overall improved efficiency and profitability of the customer service: processes are synchronized, synergy potential increased, complexity reduced. Such a profound change process offers a real chance for an increase in service quality while at the same time reducing costs – one of the challenges for the ­customer service of tomorrow.

The concept of consolidation at the operative level begins with the detailed review of service-relevant processes with the goal of optimizing them in the first stage and harmonizing them across all locations according to the best practice principle during the second phase. In the majority of cases, the different specializations per location are cancelled: a skill transfer with the result of a more flexible multiple qualifications of the various units according to need takes place. 

A concrete, strategic location concept which clarifies the ­basic question regarding the scope of the project must also be ­developed: will there be an integration of centers, or will the re-organization be limited to business and structural networking scenarios? There is a special focus here on a reduction in management complexity and lower contact times.