PROPOSED NEW CLIENT ONBOARDING STRATEGY USING ANALYTICAL HIERARCHY PROCESS (AHP) APPROACH TO INCREASE CLIENT RETENTION RATE : CASE IN PT. XYZ
As the FY2024 progresses, PT. XYZ, a CPaaS company, is facing significant challenges in its OTT Messaging Department, having achieved only 28% of its annual revenue target by the end of the second quarter. The increasingly aggressive competitors offering highly competitive services and features a...
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| Format: | Theses |
| Language: | Indonesia |
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| Online Access: | https://digilib.itb.ac.id/gdl/view/84235 |
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| Institution: | Institut Teknologi Bandung |
| Language: | Indonesia |
| Summary: | As the FY2024 progresses, PT. XYZ, a CPaaS company, is facing significant challenges in its
OTT Messaging Department, having achieved only 28% of its annual revenue target by the end
of the second quarter. The increasingly aggressive competitors offering highly competitive
services and features along with a strong brand presence have made the company experiencing
a decline in client retention. Survey results from clients who have switched to competitors
indicate dissatisfaction during the onboarding stage. The study aims to increase PT. XYZ's
retention rate by enhancing the client onboarding experience, by reducing the gap between
written vs actual client onboarding Service Level Agreement (SLA). This study employs the
Analytical Hierarchy Process (AHP) to identify the criteria and sub-criteria that influence the
client onboarding process and to evaluate the most effective alternative options to be
implemented as a new strategy. The inputs for criteria, sub-criteria and alternatives are from
client onboarding internal stakeholder focused group discussion (FGD) supported by company
data such as Net Promoter Score (NPS) and Client Survey. The inputs are then structured using
Value Focused Thinking (VFT) framework. Pairwise comparison are done with client
onboarding internal stakeholder as the pollster. Study results showed workflow optimization
as the most critical main criteria (0.54), followed by client experience (0.31), Technical
Integration (0.09), and Training & Support (0.06). Comparison between sub-criteria with each
alternatives allowed for a clear evaluation of strategic solution, highlighting the combination
of SLA revision with onboarding process automation as the most impactful strategy with a
weight rank of 0.46. The preference for automation underscores the importance of leveraging
technology to streamline processes, reduce onboarding time, and enhance overall client
satisfaction. As this study is planned to aid the FY24 target gap, a quick adoption is to be
expected for the chosen best solution. It is targeted that by the end of August 2024 the
implementation can be done and in parallel for other alternatives are also to be progressed. |
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