CLIENT STATS

University Department

3 Team Members

40 Years in Business

Los Angeles

CM needed to establish new systems using updated technology. They were looking to move their scheduling process from a paper calendar to an online scheduling system so they could better and more efficiently handle clients.

Through an initial meeting, Jen and CM identified key features the software system needed to have, such as online access, ability to block dates/times, credit card payments, client tracking, connection to university website, etc. Jen researched potential online system options that met the key needs identified, engaged in trials of the top systems, and recommended the optimal software system. Jen set up the system to allow for booking directly through the website and automatically sending email confirmations for bookings, reschedulings, and cancellations. After testing the system, Jen wrote the Word procedures for using the software and trained the team on how to use and implement the system. When the scheduler was ready to be launched, Jen worked with CM to set a date a few months in advance in which all future appointments would be entered into the system upon booking. Rather than re-entering currently booked clients for several months, this future “go live” date would allow all new appointments to be entered into the electronic system and would reduce the chance of error when transferring existing paper appointments into the electronic scheduler.

After being set up with an online scheduler, the team now spends less time coordinating bookings over the phone and sending out various email confirmations and can focus their attention on their clients during the appointments. The team increased their ability to handle more clients within a day. Instead of booking appointments on a manual basis, CM standardized the appointment types and lengths, as well as reducing down time between appointments, so that the maximum number of appointments may fit within a day. Because the system is electronic, CM is now able to track data in relation to various appointments types and attendee statistics so that they are better able to market their services in the future. Overall the team has seen a reduction in time spent on menial tasks, an increase in available statistics, and an increase in client satisfaction for ease of bookings.

CLIENT STATS

Non-Profit Organization

5 Team Members

3 Years in Business

Organization J had an existing database that was confusing to navigate and thus rarely used. They needed someone to train them on how to use the system.

When Jen met with J, even she found the database difficult to navigate. It was not user-friendly for team members who were not experienced in databases. She recommended finding a replacement database that would be easier for all team members to be able to search, add, and edit contacts. Together, Jen and J identified key tools the database needed to have, such as contact management, email management, groupings and tags, etc., and Jen sourced a system that had these key elements. After testing the system through a trial, Jen transferred all the contacts and current historical data into the new system. She created standard operating procedures (SOPs) with step-by-step instructions on how to do basic actions in the system, and trained team members on how to use the system with an in-person meeting.

Instead of struggling to use a complicated, expensive system, J is able to access and fully utilize all the components of their new database. They can search their contacts easily to make edits and create complex marketing campaigns to reach out to their donors and constituents.

CLIENT STATS

CONSULTING FIRM

15 Team Members

7 Years in Business

B’s Team of project managers located across two countries, Canada and the U.S., lacked consistent work protocols.  This lack of consistent protocols caused confusion in work product and inefficiencies in how the team worked.  The company wanted to create a set of standards the teams could live by, regardless of where the team was or who was using or receiving information.

By working closely with the company’s Program and IT Managers at a series of meetings, Jen learned what the biggest challenges were.  She identified they key changes that needed to be made within the company to address these challenges.  Jen developed a protocol document outlining standards for document titling, document headers, email subjects, and calendar invites.  She created an organized electronic filing system based on each individual department’s needs.

With the acceptance of the protocol document and outlined system for the electronic files, Jen led a company-wide training to review the new final standards and electronic filing system.  The team saw a decrease in time and effort around files and invites, which resulted in more time spent on projects and revenue-generating activities.