Internal Com Plan

Executive Summary

Bell Quarterly Billing Initiative

Background

In an effort to save money, reduce paper waste and become more efficient, Bell Mobility has switched from monthly billing to consolidated billing. If the switch is implemented effectively Bell will save money and Bell's customers will save time and reduce paper waste. If the switch is implemented ineffectively, the transition could upset employees and customers and end up costing Bell more than it planned on saving.

The Bell Mobility Quarterly Billing Plan (BQB) initiative aims to minimize potential problems by preparing and educating customer service representatives well in advance of the switch.

Goal

Ultimately, the goal of the BQB initiative is to transition smoothly from monthly to quarterly (consolidated) billing while positioning Bell Mobility as a leader in employee relations, engagement and customer service.

The Goal of smooth transition through employee awareness will be executed through three objectives:

1. INFORM: 100 per cent of customer service representatives are aware of the existence of the BQB initiative at least 2 months prior to program implementation.

2. EDUCATE: 95 per cent of customer service representatives have received both formal and informal education and training on BQB.

3. EVALUATE: 70 per cent of all customer service representatives are able to answer any and all BQB queries and deliver key messages relating to BQB.

Objectives

The First Objective: will be achieved through using both traditional tactics (internal email, memos, newsletter etc.) as well as non-traditional tactics (campaign of contagious curiosity*).

The Second Objective: will be achieved through "Switchover" training seminars, online simulations and simulated BQB calls.

The Third Objective: will be achieved by conducting online simulations, simulated BQB calls, manager logs and manager interviews.

Timeline and Budget

The switch to consolidated billing is scheduled to take place on August 31, 2007. The BQB initiative will be executed over a six month period, from March till August 2007. The total cost of this plan is $49,550.

Evaluation

Evaluation of the initiative will be conducted on a regular basis throughout its execution. Additions and revisions can be made as necessary. Upon completion, the success of the BQB initiative as a whole will be evaluated. Its success will determine if it is suitable to be used as a framework to create a "new procedures" policy for all BCE affiliates.

Situational Analysis

With over 5.5 million subscribers, Bell Mobility is the nation's second largest wireless service provider. In hopes of saving money and becoming more efficient Bell Mobility has decided to switch from billing monthly to consolidated billing. If executed correctly this switch could save Bell money and save customers time. If executed incorrectly, this change could cause chaos with employees and customers and end up costing more than it would save.

Bell Mobility operates on an AMPS analog network, which puts it at a disadvantage compared to other carriers' (Virgin, Rogers) wireless service that operates on a GSM digital network which provides clearer service and international capabilities. For this reason Bell Mobility must distinguish itself in other ways. One way it can and must rise above the competition is by providing exceptional customer service (CS). In this field it is competing with TELUS that has recently launched their "the future is friendly" campaign designed to position them as a caring company.

Bell Mobility's reputation of providing a high level of CS will be in jeopardy if the company does not communicate the planned changes in advance to its stakeholders, the most important of which being its 100 customer service call center employees.

Beyond a damaged reputation, financial costs from lost customers, disengaged and unhappy employees and a fall in BCE stock prices could prove devastating for the company. Fortunately, because of their pre-existing ability to communicate in a regular and controlled manner with all involved stakeholder, informing stakeholders of the change will not be an expensive process.

This document outlines the communications plan for the Bell Quarterly Billing initiative (BQB). Currently Bell Mobility is without a policy manual for "new procedures". If this plans proves to be a success it will be used as a framework to create an updated policy manual for all "new procedures".

Bell Quarterly Billing SWOT Analysis

STRENGHTS WEAKNESES

* Own infrastructure to easily communicate with stakeholders

* Subsidiary of Canada's largest and oldest telecommunications company (BCE)

* Second largest wireless provider in Canada

* Strong reputation for customer service

* 5.5 million subscribers

* Committed customer service team

* Well-liked customer service Manager

* Majority of 100 customer service employees are engaged in their work.

* Consolidated billing uses less paper

* Network limitations (AMPS analog network)

* Customer service Director has poor people skills

* Inexperienced customer service Manager

* Lack of accountability in internal communication system

* Lack of accountability at each level of management

* Outdated policies and procedures

OPPERTUNITIES THREATS

* Consolidated billing will