After Build quantify their service by a range of measures. Cost savings and improved efficiency. Different clients experience this in different ways (how they resource their aftercare and how much this costs their business). Aside from reducing overheads, outsourcing provides many other benefits:
Here are four case studies. In each situation the amount of client resource varies. After Build has established the true cost of aftercare. Each study is a pdf which can be opened, downloaded or printed.
A small family business building 25 plots a year. They managed their after care with a mix of full and part-time Administrators. Their experience has been gained ‘on the job’ with no formal training. More recently the business began to feel the strain of complaints. This led to the resignation of their only full-time employee leaving their business exposed.
After Build achieved cost reductions of 81% and improved performance by 63%.
This operation had grown quickly building 50 plots a year. With a resource of two full-time people, a Aftercare Executive (ex-site) supported by an experienced Administrator. The major issues were costs. Additionally they didn’t have a system to record problems With the volume of issues becoming unmanageable complaints were frequent. The Aftercare Executive was constantly playing catch-up, personally attending plots to carry out minor repairs which only compounded issues further.
After Build achieved cost reductions of 74% and improved performance by 50%.
A sizeable company with sales of £25M. The after care department was formed around a part-time Administrator, a full-time Administrator, an Aftercare Executives and a Aftercare Manager. Recent commitment to a system designed to handle defects was falling short of expectations. Additionally, a general lack of process was making customers feel that the developer was disinterested in their concerns.
After Build achieved cost reductions of 74% and improved performance by 40%.
A major business with annual output of 600 plots. The customer care department consisted of two full-time Administrators, two Aftercare Executives and a Senior Aftercare Manager. Recruitment and training costs presented a headache but of significant concern was ‘Management Distraction’. Most problems were the result of poor control. This is typical of larger operations and highlights the need for procedures, reporting and good decision making.
After Build achieved cost reductions of 39% and improved performance by 25%.
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