The world’s largest marketer,

producer and
distributor of Coca-Cola products.

• We operate in 46 U.S. states, Canada, Belgium,

continental France, Great Britain, Luxembourg,
Monaco and the Netherlands
• We employ 74,000 people and operate 431 facilities,
54,000 vehicles and 2.4 million vending machines,
beverage dispensers and coolers
 How We Got Started

 Made/took first call in July

2003
 Primary focus was sales
with service being a logical
fit
 Started with less than 50
employees
 Moved into the building
during construction
 Converted a division every
two months
 Implemented four major
solutions during the first
year
 Customer Development
Center Functions

The CDC handles three major functions

for CCE’s six U.S. business units:
Inside Sales Outbound
Equipment Service Call Handling
Inbound
Customer Support Call Handling
 We act as an extension of our field sales teams
 We provide professional account management services
 We provide one point of contact for our customers
 Our goals: Drive Sales Performance
Revolutionize Customer Support
Generate Savings & Efficiencies
 Center Locations

Northeast
Mid West
West
Great Lakes

Annapolis

Southwest Southeast

Annapolis – 99 employees
Tampa – 389 employees
Tampa
Open – 365 6am to 3am
 Operating Structure

VP, Customer
Development
(Nita Pennardt)

Customer
SALES OPERATIONS FINANCE HR
Support
(Christine Dodge) (Glenn Gemmill) (Matt Hoffer) (Stormy Brown)
(Bob Canino)

Cross-
Training Customer Action Center
Specialized Sales Customer Workforce Annapolis
Sales Teams Operations Service Development (Maria Klug)
Integration
Training & Quality Workforce
Communication Assurance Optimization
 Customer Service
Overview

Distribution
Product
Service
Support
Call Types CSR Repair
Customer or
Consumer

Customer
Support
 Customer Support
Overview

CDC Answers Customer Call

Live, Quickly, Professionally
Captures Customer Request
Sends a Customer Support
Ticket

Historical CST Data is

Analyzed CDC and Field
Collaborate to
Determine System
Improvements to Better
Serve our Customers Field Receives a Customer
Support Ticket Via
Preferred Method - E-mail,
Text Page, Voice Mail

Field Contacts CDC

to Close Ticket and
provide closing Field Contacts
comments CDC Customer Sets
Tracks & Reports Expectation to Meet
Customer Requests Customer’s Request
Inside Sales Overview

ISR

Customer

24/48 hr

Distribution
 Technology Suite

A comprehensive solution providing tools to understand and proactively deliver the skills,
knowledge and information required for optimal sales and customer service performance

A workforce scheduling tool used to staff the right people in the right place at the right
time

A call monitoring and recording tool used to identify and address global as well as agent-
specific quality improvement opportunities

Interaction Center provides agents with the customer, transaction, and product
information they need to deliver quality service

Internally developed front end web application that allows inbound agents to quickly
review customer information and satisfy customer requests
 At A Glance
March 2006 YTD

 Supporting 305 Sales Centers, 1,445 Sales Routes

and 265,271 active inside sales customers
 21.2 million bottle/can cases
 9.5 million gallons in fountain sales
 Averaging 472,300 cases per day, generating over
$4.5 million in revenue per day
 Taking over 77,000 inbound calls per week
 CDC Transaction volume:
– Sales – 58%
– Service – 23%
– Support – 19%
 At A Glance
 Supervisor to agent: 1 to 15
 Supervisor to lead: 2 to 1
 WFA to agent: 1 to 78
 QA to agent: 1 to 70
 Monitors to agent per month: 4 - 8
 Trainers to agent: 1 to 81
 Annual Turnover: 50%
 Casual Dress
 New Hire Training: 4 weeks (2 in nesting)
 Majority FT employees
 Hiring done through CCE Direct, Adecco and Spherion
 At A Glance
Performance Goals

 Customer Service Goals

 Service Level 80/20
 Abandon Rate < 3%
 Adherence > 95%
 AHT no goal
 Inside Sales Goals
 Calls Processed per Hour
 Orders Captured per Hour
 New Brand/Product Penetrations
 Average Cases per Order
 Continuous Improvement
Process
Action Stream Support Organization
Identify Opportunities Quality Monitors/Error
Processing/FISH Box Suggestions

Coach Employees Supervisors

Review Top Errors and Quest Council
Determine Training

Develop Training Content Interactive Learning Development

(Knowlagent) or Training (Refresher
Training, Quest E-mails)

Review & Approve Content Content Review

Schedule Training Work Force
Review Training Quest Council
Participation &
Comprehension
 Turnover Strategy
TalentKeepers

Agent Perfect
Lifespan Attendance

Employee Knowlagent
Referrals Recruiting
&
Selection

Language Differential
 Prepared by -

Mohit Makhija 29