We’ve all heard it, repeatedly, for what seems like at least a decade: “Do more with less.” This cor- porate mantra is pervasive in almost every industry—less resources, less spending, less every- thing, but without sacrificing the “more.” As deflating as that may sound, there is an underlying message that holds true: we all can be more efficient. But how?
Eliminating waste is relatively easy. Just launch a relentless search for work that is not contributing to
your organization’s 3- or 5-year goals. Take a look at old processes that haven’t been touched in years. There’s
savings hiding in a few corners around the office, for sure. But improving efficiency in how you do business
requires a strategic vision and sorting of priorities. To bring about strategic change in the business world, you
must engage at least one of the following levers: people, process or technology.
GVTC Communications, based in New Braunfels, Texas, made a strategic decision to invest in technol-
ogy to address the needs of their 5-year plan. They recognized early that running a more efficient operations
program would reduce costs while increasing customer satisfaction, ultimately leading to increased reve-
nue. With top-notch leadership and extremely focused teams, they realized those goals and more to gener-
ate an undeniable ROI on their investment. GVTC now looks like a rock star in the industry. Let’s examine
their approach and success story.
A Calculated Vetting Process
GVTC Communications is a leader in the rural telecommunications field with a service area that spans 2,000
square miles of South Central Texas. They have over 42,000 customers and face the usual challenges that come
from managing a workforce to support customer needs. They came to the conclusion that that an investment
in Visual Operations Software would be the best strategic lever to achieve results.
The extensive vendor vetting process included RFP responses and interviews that would yield the opti-
mum company with an uncommon level of partnership and proven industry expertise. After the thorough
investigation of 19 vendors, GVTC chose Mapcom Systems’ M4 Solutions.
Visualizing, Then Realizing Efficiency
Prior to implementing M4 Solutions, GVTC management knew the key to success would be an open platform
that fully, and willingly, integrates with other systems to achieve full transparency between the business
units. Mapcom Systems experts worked alongside the GVTC team to configure a seamlessly integrated solu-
tion that improved efficiency and reporting. Now with M4 Workforce, both management and executives have
gained new visibility into the entire service fulfillment and assurance processes. Don Salter, applications
system analyst at GVTC, states, “Everyone is perfectly and fully informed of what we’ve done with the cus-
tomer and what needs to be done.”
Reducing MTTI & MTTR to Increase Satisfaction—and Profits!
The industry key performance indicators for any telecom operations team is Mean-Time-To-Install (MTTI) and
Mean-Time-To-Repair (MTTR). Achieve improvements to these two metrics and you will see instant increases
in customer satisfaction, as well as revenue. M4 Workforce combined sophisticated optimization techniques
and clarity of work schedules to help GVTC achieve industry leading statistics in these key areas. “We’ve seen
New Braunfels, texas
Drive Uncommon Results