Onirik

The General Manager of Sales & Customer Service of a telecommunications utility was frustrated by declining market share.

This critical issue was attributed to a number of factors including:

• Customer churn was increasing with strong competition in a deregulated market.
• Customers often had a “poor” telephone experience.
• A service culture where most customer service representatives (CSR) avoided anything that sounded remotely like selling.
• Where CSR were willing to sell they had product based sales process.
• Inconsistent and ineffective coaching which was experienced as unhelpful and demotivating.
  

The GM wanted the following capabilities:

• Her CSR would use communication patterns that deliver great telephone experiences.
• Her CSR would exhibit a customer service and consultative selling culture.
• Her CSR would follow a consistent process that addressed the service enquiry and would explore the customer’s needs to identify and close cross sell and up sell opportunities.
• Her team leaders would coach more often – according to CSR needs, follow a consistent coaching process, and her CSR would experience coaching as useful and motivational.

Onirik helped her model top performers and develop these capabilities quickly.  Initially the client ran a pilot and compared the improvement of a pilot (test) group to a control group.

Client's Results

Over the three month pilot:

• Sales revenue for the pilot team exceeded those for the control team by an average 20% and exceeded the average for all teams by 37%.
• With the addition of communication patterns and call structure average talk time dropped by 4%.
• Customer satisfaction increased by 24% and led to the customer who bought a bunch of flowers into the contact centre because she’d “… never had such a pleasant customer service experience from her telephone company.” Concurrently letters of commendation increased and complaints dropped.

The project achieved a payback period of less than two months and an ROI of 690%.

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