7. 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
8. 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
10. 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
11. You don’t have to delight me
Support services that make the product or service
easier to use
12. Just make it easy for me
Reduce customer effort
Knowledgeable
First contact resolution
employees
13. 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
14. 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 attempted
Source: Pell & Bales mystery shopping
16. Just make it easy for me
I can set that
up for you
today: would
that be OK?
17. 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”
20. 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,
23. Step 1
Insight
Ask 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
24. Step 2
Insight
Insight Vision
Ask 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
25. Step 3
Situation
Insight
Insight Vision
analysis
Internally review:
Strategy Process
People Technology
26. 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?
27. 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?
28. 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
29. 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
30. Step 3
Situation
Insight
Insight Vision
analysis
Internally 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
31. Step 4
Situation
Insight
Insight Vision Strategy
analysis
Critical 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
32. Step 5
Situation
Insight
Insight Vision Strategy Delivery
analysis
Increase 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
33. 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
