Omnichannel modernization: cost reduction and customer satisfaction improvement strategies



Type of Project

Business Analysis & Project Management


Costs & Customer Satisfaction Enhancement

Directed by

Charles Mbadinga
Franck Paulet


Customer Presentation

Our client, a North American leader in renovation, offers comprehensive solutions. With a network of over a hundred stores, our client provides unique renovation services sourced from its factory in Quebec.


Talsom and Conseil 2.0 have been primarily tasked with two aspects: upgrading the existing CRM (Customer Relationship Management) software and omnichannel transformation, particularly through integrating the CRM with the new omnichannel platform, RingCentral.

RingCentral is a unified communication platform that centralizes the management of customer calls and messages for businesses. By consolidating these interactions within a single interface, it enables companies to provide more efficient and consistent customer service while optimizing their communication processes.

Client's goal

For the company, the majority of customer acquisition is through inbound telephone calls. In recent years, new generations of customers have expressed the desire to converse via SMS and chat as well.

Previously, the company used traditional physical telephony and contracted its menus and phone lines through 4 different telephony operators.

Therefore, the company wanted to transition to virtual telephony by implementing a leading market solution: RingCentral.

By transitioning to RingCentral, the company also aimed to offer and/or improve the customer experience through SMS and chat channels.

Finally, the company took advantage of this transition to streamline its telephony contracts and reduce costs by migrating its phone lines to RingCentral.

Execution of the project

The delivery occurred in 3 phases: upgrading the Microsoft CRM, implementing a RingCentral pilot in 2 stores, and finally deploying the omnichannel solution in 45 stores across North America.

Here is the four-step methodology to achieve the client’s desired results:

Prior to these 3 phases, the project began with a comprehensive review of the impacted processes proposed by Conseil 2.0 and Talsom.

An analysis of stakeholders was also conducted to understand the project’s business priorities. Beyond the modernization of systems and the improvement of customer and sales processes, the digital/telephonic marketing aspect was identified as the primary value generator by the project.

Key point:

Upon the arrival of Talsom and Conseil 2.0, a kickoff meeting for the RingCentral implementation was scheduled within 3 weeks to start integration work. Under the guidance of Talsom and Conseil 2.0, the integration kickoff was delayed by a few weeks to complete the necessary framing work. This demonstrates that sometimes it is necessary to postpone to ensure better integration/delivery work thereafter.

The CRM upgrade was necessary to fully utilize the integration features with RingCentral. This phase did not involve process evolution or new system requirements. Therefore, we organized a comprehensive non-regression campaign and proceeded with the execution of the upgrade recipe developed in collaboration with Microsoft.

The project was delivered in waterfall mode following the traditional phases of analysis, design, development, and testing.

Some key highlights:

For many employees involved in the project, they had to learn to work in project/waterfall mode and take on roles such as business analyst, testing lead, transition lead, and change management lead. Talsom and Conseil 2.0 identified, trained, and guided these individuals, with a sense of pride in providing new career perspectives to these participants!
In parallel with this project, a PMO (Project Management Office) manager was recruited. This new PMO manager worked closely with Talsom and Conseil 2.0 to implement new practices and sustainable transformation standards for future large-scale technology transformations.

The client decided to deploy the RingCentral telephony solution in waves, within less than 4 months. As mentioned earlier, a transition manager was identified and supported by Talsom and Conseil 2.0. The initial work involved structuring the transition plan, store sequencing, and the transition recipe for each store (change management actions, physical interventions, on-site training, etc.).

Subsequently, 7 trainers were identified and traveled across North America to train stores in geographical clusters, supported by a 3-person full-time transition team.

Given this success, senior management decided to make this deployment approach a standard for large-scale transformations.


The project results include the operational CRM since March 2022 and the successful deployment of the omnichannel solution in 45 stores, driving new projects focused on omnichannel and digital marketing. This modernization has not only enhanced the customer experience and profitability through improved accessibility and cost savings but has also strengthened the company’s competitive position in the bathroom modernization sector.


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