Paying attention: how to turn your customers from deluded to devoted web

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When it comes to customer service, we’re deluded. 80% of organisations believe they deliver excellent customer service, but only 8% of their customers agree.

This is a fact that leaders at Santander understood well and, with declining performance against multiple measures, propelled them to act to reverse the statistics. The key, they discovered, lay in getting frontline employees to take responsibility for how a customer feels.

Get an inside view of their transformative journey through the award-winning Customer FIRST programme, which has seen a tremendous turnaround of ‘Britain’s worst bank’ (The Guardian, February 2011) to scooping the Moneywise ‘Most Improved Customer Service’ award (June 2012).

In this 30 minute webinar you will discover:
-The principles on which the award-winning Santander Customer FIRST programme was built: the 5 employee drivers to customer devotion
-Focusing on customers pays more in the long-term than focusing solely on profit or product
-Identify what’s going wrong and how to get it right

Speaker: Sebastian Bailey, PhD, President, Mind Gym Inc.

Published in: Business, Education
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Paying attention: how to turn your customers from deluded to devoted web

  1. 1. Paying attention How to take your customers from deluded to devoted Sebastian Bailey, PhD President, Mind Gym Inc. @DrSebBailey
  2. 2. Service matters Paying attention: in practice Paying attention What’s wrong with the current state? Drivers of devotion 2
  3. 3. Service matters The evidence is unequivocal: focusing on customers pays more in the longterm than focusing solely on profit or product. 02 Competitive edge 01 Loyalty 04 Reputation matters 55% of business leaders expect to compete on service in 2020, compared with 9% on price. Customer loyalty is key to commercial success. 95% of customers say they would talk about a negative experience on social media. A 5% increase in customer retention can increase profits by 25-50%. What drives loyalty? • Reciprocity 03 Return on sales Companies that make customer service a priority see 12 times the return on sales than those who don’t. • It creates a subconscious desire for customers to return the favour 05 The cost of complacency 86% of customers have quit doing business with a company over a bad customer experience. 3
  4. 4. What’s going wrong? Front line aren’t present, let alone prescient. 4
  5. 5. Why do customers leave? Sources: McKinsey (2006); American Society for Quality (2000) 5
  6. 6. What’s going wrong? Front line aren’t present, let alone prescient. The problem is everyone else. 6
  7. 7. The problem is everyone else 7
  8. 8. What’s going wrong? Front line aren’t present, let alone prescient. The problem is everyone else. Too much stick and not enough carrot. Front line managers are led to care more about targets than people. Leaders don’t talk to customers. Customer service comes first, but so do safety, sales, supplier management... 8
  9. 9. 5 drivers of customer devotion 9
  10. 10. Serve colleagues as well as customers Source: Schnieder et al (2009) 10
  11. 11. Developing a customer service culture 01 Pay attention 02 Build trust 03 Take ownership • Be mentally present • Listen actively • Talk human • Show empathy • Be authentic • Be accountable • Manage expectations • See it through 11
  12. 12. Take ownership Customers will report positive service experiences even after a failed service recovery when employees take ownership of the problem and effectively manage expectations. 76% of companies leading in customer service have devolved decision making to their staff. 76% of leading companies Service 2020: Megatrends for the decade ahead (2011). Economist Intelligence Unit. 12
  13. 13. Developing a customer service culture 01 Pay attention 02 Build trust 03 Take ownership 04 Add value • Be mentally present • Listen actively • Talk human • Show empathy • Be authentic • Be accountable • Manage expectations • See it through • Recommend • Be compelling • Innovate 13
  14. 14. Add value 31% of customers’ positive experiences of support comes from staff making recommendations Customers are more likely to respond if: Understanding Expertise Social proof They believe their needs have been listened to and are being met. They believe that the person they’re talking to is an expert. They believe lots of other people do the same thing. 14
  15. 15. Developing a customer service culture 01 Pay attention 02 Build trust 03 Take ownership 04 Add value • Be mentally present • Listen actively • Talk human • Show empathy • Be authentic • Be accountable • Manage expectations • See it through • Recommend • Be compelling • Innovate 05 Coach to flourish 15
  16. 16. Coach to flourish Chhokar, J. & Wallin J. (1984). Improving safety through applied behaviour analysis. Journal of Safety Research, 14 (4) Mortimer, M. (2006). Performance Management: Work Worth Doing. Quintiles Transnational & SuccessFactors. Bracknell. Becker, L. (1978). Joint effect of feedback and goal setting on performance – Field-study of residential energy-conservation. Journal of Applied Psychology, 63: 428. 16
  17. 17. Customer FIRST programme • • Aim: To turn around the decline in customer service and so make Santander the bank people want to bank with. Scope: 11,000 branch staff 17
  18. 18. Learning bites 1 & 2 See it, solve it See it, Solve it helped the Branch Managers see the real good, bad or ugly impact their behaviour was having in their branches and so do something about it. Trust me ‘Trust me’ helped them make the right decision by digging deeper into what each of their customers – internal and external – values. 18
  19. 19. Learning bites 3 & 4 How can I help you? Power in your hands How can I help you? helped Branch Managers become the brand’s guardians, nipping complaints in the bud and preventing escalations. Power in your hands gave Branch Managers the coaching skills they needed to continue to do this, sustaining their own behaviour change and ensuring it spreads through their branch too. 19
  20. 20. Customer FIRST has helped managers across the board As a result of Customer FIRST, BMs agree that… Attendance was typically 88% Response rate for feedback was typically 85% 20
  21. 21. The results Winner: Best National Brach Network Your Money Direct Awards 2012 & 2013 Winner: Most improved bank for customer service in UK Moneywise Customer Service Awards 2012 “ “ Improving the service we offer at Santander UK is our top priority... We do have more to do and continue to focus relentlessly on improving the levels of service we provide to our customers. Steve Pateman, Head of UK Banking 21
  22. 22. Service improvements 23% Reduced banking complaints by 23% from the first half of 2012 Independent consumer surveys show improved satisfaction, with our FRS score rising to 57%, Santander UK saw a significant reduction in the gap to the top 3 performers over the last year. 22
  23. 23. New York ● London ● Dubai ● Singapore 1 million participants | 1500 companies | 280 coaches | 40 countries | 4 offices www.themindgym.com ● @themindgym ● @DrSebBailey

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