We hear you - putting our customers at the heart of everything we do

Transcription

1 We hear you - putting our customers at the heart of everything we do

2 Virgin Media is the largest Virgin company in the world The second largest residential broadband provider in the UK The UK s largest mobile virtual network operator The second largest home phone and pay TV provider Around 10 million customers

3 One mission, one metric Great companies find ways to tune in to customers' voices every day, and then systematically take action on what they have learnt Today: On the podium 2014: Segment leaders 2012: We are here NPS Improvement Relationship Operational Cultural Yr 1 Yr 2 Yr 3 Yr 4 Yr 5 8 We aspire to be number 1 for customer experience from the viewpoint of the people who matter most our customers

4 4 Operational Delivery Failure to achieve customer loyalty is an execution problem An operating discipline that enables us to continuously close the loop between the promises we make and the experiences we deliver Step 1) listen to customers Step 2) act upon what they tell you 1 Collect and Distribute Feedback 3 Business Improvement 2 Interpret Net Promoter is an operating discipline, not a number Track continuously Net Promoter as our vehicle to focus the whole business on what matters most to customers

5 What are we measuring? Continuously tune into the voice of the customer, 750k times per year, at an individual employee/ customer level, across all service and product experiences Operational Score Relationship Score Join Sale Install First bill Help Inquiry Fault Collect Complaint Change Inquiry Move Recover Save Leave Pay Bill Pay Use Broadband TV Phone Mobile Market level NPS Relationship NPS Operational NPS Front line interaction drivers Infuse the customers point of view into the fabric of Virgin Media

6 It s not about the number Let customers tell you - in their own words - what is important to them People can become so focused on data that they stop hearing the real voice of the customer Personalise it. Use verbatims. Humanise NPS I don t have any friends It was refreshing when I got a call from your customer services recommending I would benefit by changing my phone package to free anytime calls, (My WIFE doesn't understand "Off peak" or "Keep it brief"). Good job she s gorgeous. Anyway, looks like my bill next month will be smaller Sometimes I find being a customer to be more painful than removing my testicles with an airplane propeller Unfiltered voice of the customer

7 Be best at what matters most Focus on what customers value, not what they want Product Price Product Price Service Service What delights? 6% 13% What infuriates? Customers punish bad service much more readily than they will reward delightful service

8 Recovery from failure can not be the best way to deliver loyalty Customers do not wake up wanting to contact us Join Didn t call Call once lose 25 pts Call more than once lose a further 26 pts Prevent issues and failures in the first place, rather than be really good at fixing them Eliminating the need for recovery is the best way to drive loyalty long term No service is great service Service is typically needed when something goes wrong

9 Let customers actions be your metric Customers say something today, do something tomorrow An operational 10 vs x Recommend today in Join Help leads to a relationship 119 pts difference tomorrow 1.25 x 11.5 x Call Leave Loyal customers stay longer, spend more, tell their friends, and cost you less to serve

10 Quite often it s what we don t do rather than what we do that drives customer loyalty Customer expectations are reasonable Did you resolve the customer s issue? How did you make the customer feel? How often? NPS + 50 Customer s view?? 58% People may not remember exactly what you did or what you said, but they will remember how you made them feel

11 You can not fix your way from good to great Great companies get the experience right by design, not luck Follow the customer into the home Co-create the critical experiences Make every touch matter Teach customers to value most what you do best Great customer experiences are designed close to the touchpoint, and with the customer

12 Turn customers into fans Our brand gives us permission to delight and surprise customers The main reason for the 10 is that we have always had a good service from you, unfortunately through our own fault, we have been very sorry we chose a blackberry phone, the letters are far too small for us (being we are both in our 80s) so we would have been better off with a touch phone, it works out too expensive for something we can hardly use. nothing wrong with the phone. But we still love you One of our product managers popped a OneTouch phone in the post along with a hand written letter thanking her for being such a great customer and saying We love you too Acts of random kindness permission to delight It s not about service recovery or compensation

13 Improving advocacy is not a spectator sport A desk is a very dangerous place from which to view the world Whatever leaders spend their time on, the organisation is likely to mimic Publish and discuss customer experience scores alongside key financial and business metrics, not separately Link objectives Work hard to stay close to customers and institutionalise listening Give the customer a voice Fewer customer surveys and excel spreadsheets, more customer conversations

14 Great people connected to delighted customers, connected to great results It is impossible to win the loyalty of customers without first winning the loyalty of employees Delighting customers makes employees hearts beat faster I came away from that weekend feeling that all the long hours and hard graft had been worth it. I felt on top of the world. As for my wife Jacqui it was great for her to experience the whole thing with me. It was nice for her to be rewarded too, as she is the one who looks after everything when I am working late and working every Saturday. Since being rewarded I walk out the door in the morning with my head held high ready and enthusiastic to take on the day. Also the top trump style cards with everyone on them was a great idea my children have shown them to all there friends which makes me a true hero in everyone's eyes!!

15 What next? Promoters come in two forms customers and employees Create a (rationally and emotionally) connected organisation united behind a common purpose and pride in what we (Virgin Media) stand for (internally and externally) where each and every employee understands, believes and is excited by our journey and is inspired to commit personally to the role they can play in delivering every time the Virgin brand promise Protect Deliver/amplify brilliant basics Activate Promotion Wow customers to grow advocate pool Identify customers with clout to each other and to our customers Reward Support Employees need to understand and believe in the journey of the business and the personal role they can each play in its success Amplify the voice of customers who enthusiastically love you and recommend you

16 Without change the programme is a waste of time Avoid looking for the ultimate value in the data itself; the value comes from the improvements you make Right from right informed discussions 2012 (in year) impact 100m incremental capital investment Broadband Speed TIVO Comms Wow Operations Price, Economy, External Business growth correlates to the actions you take, not how you measure the customer experience

17 4 Operational Delivery Putting the customer at the heart of what we do is our ultimate goal An operating discipline that enables us to continuously close the loop between the Brand promises we make and the experiences we deliver 1 Collect and Distribute Feedback 2 Interpret 3 Business Improvement Transform Virgin Media into one that is continuously led and informed by our customers voices

18 Thanks!