Deutsche Vermögensberatung AG faced a common yet critical challenge: customer service had been outsourced, numerous KPIs and extensive Excel reports were available, but there was no real transparency into the actual quality of service being delivered. For management, the existing figures provided little meaningful insight, making effective steering and systematic improvement nearly impossible.
The first step was to establish a reliable foundation for managing service quality. Together with the relevant stakeholders, 20 transparent, quality-focused KPIs were defined and consolidated into a central management dashboard. In addition, structured workshops generated more than 100 concrete service improvement ideas, from which targeted quality initiatives were derived. Modern quality measurement methods, including Mystery Calling and Silent Monitoring, were implemented within a short period and operationalized through an agilely developed Power BI dashboard for management.
The result was a new level of clarity around what service quality actually means: measurable, manageable, and aligned across the organization. The impact was immediate. The complaint rate dropped to below 0.05%, while management gained significantly greater transparency and decision-making capability. An established quality review board ensured that, even 12 months after the project had been completed, new insights continued to be generated and further improvements were continuously implemented.
At the same time, a second key area was addressed: knowledge management within Customer Service. The objective was not simply to make knowledge available, but to make it genuinely usable. Within three months, a central knowledge management platform was implemented, bringing together 1,000 knowledge articles for around 100 users through a single source of content. Media discontinuities were systematically eliminated, processes were clearly structured, and the organization was actively involved throughout the implementation.
The benefits were clearly measurable: a 30% reduction in daily processing time, higher service quality, and significantly greater acceptance among employees and controllers alike. Knowledge management evolved from a functional repository into a true enablement tool for Customer Service.
Overall, the project created a change-resilient service organization that combines customer focus, transparency, and continuous improvement, delivering measurable business impact while achieving strong acceptance among both management and employees.
