Truths Our single-minded focus: protecting and increasing customer value What we do for the customer is at least as important in driving value as what we do to the customer
Why it matters Why Satisfied Customers Defect 1995• Completely satisfied customers six times more likely to repurchase than satisfied customers• Completely satisfied customers over 40% more likely to be loyal
Drivers of satisfaction The fundamentals of the product or service Support services that make the product or service easier to use Recovery processes for addressing bad experiences Additional services: customisation, addressing customer preferences
You don’t have to delight me Support services that make the product or service easier to use
Just make it easy for me Reduce customer effort Knowledgeable First contact resolution employees
One example • Top down commitment to great customer service • Careful use of IVR, towards a more relevant conversation • Listen to your customer: give them time to explain what they need • Information readily available, to provide reassurance • Gather information to drive the future relationship • Confirm what will happen next
How easy do we make it for our customers?• Less than half of charities can answer a simple enquiry consistently across mail, email and telephone• One fifth (email) and two thirds (mail) take longer than 10 days to respond to an offer of financial support• Regular giving is promoted in two thirds of responses to an offer of financial support• Consistently over three years, we were successful in giving away money in only half of our attempts• Fewer than one fifth of opportunities to save a lapsing regular donation were attemptedSource: Pell & Bales mystery shopping
Just make it easy for me I can set that up for you today: would that be OK?
Just make it easy for me “If you do decide to support us we would love to hear from you – you can call on 0800 269065 or donate on line on www.greenpeace.org.uk. I have also enclosed a form for you to return to us”
Simple, engaging, proactive Each donation we receive makes such a huge difference to the care and support that we provide for the children, young people and families that visit us here. Your money goes towards anything from employing a Care Team member to provide one to one care for each guest, to helping to Dear Gary, Angela & Joseph, pay for our gas and electricity. Thank you for your kind in memoriam If you would like to come to Helen & donation of £25.00 to Helen & Douglas Douglas House to see the difference House. As a charity we are almost your gift can make first hand please entirely dependant on the generosity reply to this e-mail. We hold a of people such as yourself and we are number of Open Mornings throughout most grateful for your contribution. the year as well as an Open Day in September. Thank you for your support. With best wishes,
Step 1 InsightAsk your customers: Find out:• What‟s important to you? • What are your most frequent• What do you expect? customer transactions?• What would make it easier for • What are your frequently asked you to engage with us? questions? Your customer service priorities
Step 2 Insight Insight VisionAsk yourself and your team: Determine:• Which organisations make it easy • What customer experience you for me to do business with them? want to create• What do they do that is • What you want the customer to exceptional? think, feel, do• What can we learn from them? • The impact on your business The customer experience you want to create
Step 3 Situation Insight Insight Vision analysisInternally review: Strategy Process People Technology
Key questions Leadership challenges Strategy • Do you have a customer care strategy? • Who „owns‟, is ultimately responsible for customer care in your organisation? • How widely understood is the role of customer service in increasing customer value? • Does everyone share your vision?
Key questions • Do front line customer service teams seek and exploit Strategy opportunities to increase customer value? • Do customer service staff have skills in proactive customer engagement? • Does your organisation structure make it easy to deliver People proactive customer service?
Key questions • Are your customer processes documented? Strategy • What is the customer process for your priority transactions? • Have you established service levels for your priority transactions? • How are performance standards monitored and People reported? What systems and management information are in place? • How does your performance compare with your standards, and customer expectations? Process
Key questions • Do you have a single customer view? Strategy • Can you handle priority transactions at all major customer touchpoints? • How accessible is the knowledge that you need, to handle priority transactions? • Are you able to engage with customers through their People preferred channel? Process Technology
Step 3 Situation Insight Insight Vision analysisInternally review: Mystery shop: • Your priority customer transactions • Focus on customer effort and proactivity • Assess your performance against your vision and standards How close you are to the customer experience you want to create
Step 4 Situation Insight Insight Vision Strategy analysisCritical elements:• Realism: achievable objectives• Prioritisation: focus on ease and proactivity• Prioritisation: focus on priority transactions• The commitment required to achieve sustainable change How you will deliver proactive customer care
Step 5 Situation Insight Insight Vision Strategy Delivery analysisIncrease your chances of success: Demonstrate impact:• Evangelical sponsor • Identify and implement quick• Report to ET/SMT wins to gain support• Dedicated project management • Measure impact – as best you• Involve the front line can Towards proactive customer care
Proactive customer care• Our single-minded focus: protecting and increasing customer value• What we do for the customer is at least as important in driving value as what we do to the customer• Satisfaction alone is not enough: complete satisfaction must be our aim• You don‟t have to delight your customers, just make it easy for them• Your organisation needs a customer care vision and strategy• Invest in understanding what your customers expect• Be honest about your current situation and what you can achieve• Focus your plan on the transactions that matter most to you and your customers• Measure your impact from Day 1, to build sustainable change
Gary Hancock Customer Management Consulting firstname.lastname@example.org/in/garyhancock @oxfordgary 07918 104500