Here is an example of how investing in the Contact Centre Customer Experience can improve business performance.
One of the UK’s most well known retailers wanted to make the move to the online world. Their aim was to increase the percentage of online sales from 18% to 80%, while ensuring their customers had the same level of Customer Satisfaction that they’d always experienced in-store. One thing that made this challenge much bigger was that they didn’t have any customer measures in place.
Before determining how they could tackle this challenge, they decided to look into who was calling into the Contact Centre, and why they needed contact. This found that an alarming 80% of calls into the Contact Centre were adding no value whatsoever to the business; they were chasers or complaints.
From there they started to map out their customer journeys and touch-points, putting themselves in their customers’ shoes so they could really understand what would be important to them and when. Not thinking at all about what was important for the business to measure, this stage was all about how to improve their Customers’ Experience.
It was then important to figure out what it was that was making their customers contact them. Without knowing this, it would be difficult to know what to change to improve the Customer Experience.
It was also important to demonstrate across the business that the customer was at the heart of everything they did, proving the value of the Contact Centre. So owners were assigned across the business to form a Customer Experience board, which would address the insights and failures across the customer journey.
From there, metrics such as Customer Satisfaction, NPS and Employee Engagement were brought in to really highlight the improvements being made. This made it simple for the business to really understand what was important to their customers and drive a real emotional connection.
The results speak for themselves. There was a cost reduction of around £60million, double digit revenue growth, customer satisfaction grew by 26% and employee satisfaction grew by 40%.
All that just because business leaders took the time to put themselves in their customers’ shoes and put their needs at the heart of their organisation.
