ACG sets the standard in best practices and operations performance consulting. We provide authoritative industry analyses that can be used with confidence to support critical decisions. Our operations practice includes due diligence examinations, functional strategy development, partner selection, workflow process re-engineering, workplace policy-setting, incentive and compensation package design, and organizational structuring.

Examples of ACG Operations projects include the following:

• ACG worked with an issuer to develop its customer service strategy as it began to expand beyond its existing physical footprint. With the customer base growing, the service team had to expand capacity while reducing expenses and maintaining high service levels. ACG and the executive team examined all options and constructed the strategy. Recommendations included both near-shore and offshore outsourcing options as well as call routing for high-value customers.

• A retail bank challenged ACG to reduce credit card customer attrition by 2 percentage points with a focus on the customer experience. Our approach was to create a consistent view of the customer while balancing risk and revenue. We reviewed all customer touch points, policies and procedures, from acquisition through recovery. Using proprietary consumer research, industry best practices, observation and measurement of customer service process performance, and our own experience, we recommended initiatives and prioritized efforts to lower customer attrition and broaden the bank's relationship with its customer base.
  
  
• ACG was hired by a major Canadian retail bank to review its dispute operations and assist in building a business case for a new system. A full operational review identified immediate process inefficiencies and suggested approaches to maximize the new system. ACG’s understanding of operations and disputes enabled it to not only maximize efficiency but optimize the strategic advantage of the new platform. ACG delivered benefits in the form of policy changes, FTE saves and organizational improvements.
  
  
• ACG was engaged by a large agricultural equipment firm to evaluate its credit card options. The company offered credit through a variety of facilities (including a private-label program as well as a commercial lending and leasing program), and it was considering the launch of a co-branded credit card. ACG evaluated the capabilities of the client’s existing operational, risk, financial and marketing infrastructure. Based on thorough analysis, ACG determined which functions could be performed by the company through a staff increase, and which functions the company did not have the expertise to perform and would need to outsource. ACG ultimately recommended a combination of insourcing and outsourcing functions.
  
  
• A third-party servicer contracted ACG to conduct a function review. The servicer sought to compare its fraud detection effectiveness to that of other industry players. An extensive assessment of all policies and procedures, and use of ACG benchmark data contributed to a personalized report of the vendor’s productivity and expense metrics against its peers, as well as support for ACG’s findings and recommendations. ACG helped the client better understand its underlying business practices and corporate strategy so as to determine the client’s baseline performance and specific actions that would improve performance.
  
  
• ACG worked with an Australian bank to identify opportunities in its disputes department to process chargebacks more efficiently and implement best-in-class service standards. We conducted an extensive review of all policies and procedures, and benchmarked productivity and expense metrics against a relevant peer group.