LimeBridge Australia

LimeBridge Australia

Business Consulting and Services

Melbourne, VIC 475 followers

About us

LimeBridge Australia (LBA) is part of a worldwide customer experience consulting group that provides a unique approach combining active management principles and effective operational strategies with demand management and continuous improvement methods to maximise customer experience and company performance. We bring together critical elements such as demand reduction, better team structures, optimising staff knowledge, optimising customer access, optimising customer contact interactions, and combine them with effective management methods. LBA have partnered with many large corporations in Australia to improve performance in contact centres. Our proven methodology of research, design and implementation routinely offers 20-30% capacity improvements in medium to large contact centres. - We improve the customer experience through operational transformation and create 20-40% capacity - We deliver benefits in all customer contact points including call centres, self service, retail and back office. - We start with a targeted diagnostic of 4-6 weeks which confirms the customer benefits, the size of the prize and the changes you willl need. - Our point of difference is that we work with and train your people in our methods so that you can improve continuously. Our products, services and testimonials can be found at www.limebridge.com.au

Industry
Business Consulting and Services
Company size
11-50 employees
Headquarters
Melbourne, VIC
Type
Privately Held
Founded
2002
Specialties
Diagnose and Improve Customer Service, Operational Transformation, Manage and reduce customer demand, Service and Sales Improvement, and Drive Continuous Improvement

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Employees at LimeBridge Australia

Updates

  • An interesting debate on strategy versus design and execution

    AFR Article on the worst policy decisions this century - Aaron Patrick wrote an interesting article listing the five worst government decisions and listed the NDIS, NBN, Snowy 2.0, the GST reset and Victoria's lockdown etc. What concerned me about the article was not the choice of the five, but the confusion regarding decision making versus design and execution. Nearly all the critique was about design and execution and retrospectively blamed the decision (sorry Aaron). For example, it would be very hard to argue that the NDIS was a bad decision. The problems have all been about design and execution. This concerned me because in business we need to learn lessons about strategic decision making and sperate these from lessons about design and execution If we confuse analysis of the two then we learn the wrong lessons from history. Comments please!

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