Marketing and PR company focus on the power of Team Engagement

Ballyhoo PR has successfully grown and developed over the last five years, moving from a single business owner to a team of four.

When the Coronavirus pandemic hit in March 2020 the company was working out of an office in Corby and the team comprised of two people. After a successful recruitment drive, Ballyhoo PR had just offered a job to a third member of staff with their start date set for mid-April.

Overnight the team had to move to working remotely and carrying out an induction process and welcome a new team member virtually.

As the need for PR and marketing services grew during the pandemic, the company’s client portfolio grew too, and a fourth member of staff was recruited.

With an eye on the future and further growth potential, the business owner Emma Speirs wanted to ensure her team felt connected, supported, motivated, and engaged throughout the remote working period and beyond.

The Challenge

As some team members had joined during the pandemic period, they had only met each other on screen. And, although the team had naturally developed ways of working together, Emma wanted to create a more ‘team’ feel and invest time and money in bringing everyone together and learning new skills. The team also shared that they collectively felt a lack of personal confidence which was amplified by working in such challenging circumstances, with all the team also having had to juggle work and home-schooling throughout Covid. The organisational structure had not had a chance to embed and needed to be revisited – all very understandable aspects of a small growing business navigating through an unprecedented time.

The Impact

Needing to implement remote working had made the process of engagement and service that Ballyhoo clients would usually receive more challenging. The team needed to communicate more effectively with their clients and each other than ever before.  With business obstacles heightened across the nation, the need for great PR for clients was increased and the decisions they were making about their PR providers were changing. The team needed to adapt quickly.

Undoubtedly, the team had formed well given the difficult circumstances, but relationships were made from the ‘head and shoulders up’ and it was evident that processes, procedures, understanding and regular team engagement opportunities were lacking. All this led to a need for a team morale boost.

Solution

Emma, the business MD took a very proactive leadership approach by engaging the Specific Learning & Coaching team, and together they co-created a 12-month employee engagement, training, and development plan, supported with a 1-1 senior leadership coaching and mentoring schedule.

During the first half of our development series with the Ballyhoo team, Specific Learning & Coaching delivered 5 x 2-hour bite sized workshops using a blend of virtual and face-to-face methods. The first half of the programme has been designed to strengthen personal skills and resilience, while the second half of the programme is more focused towards business development.

The first half of the programme saw Specific Learning & Coaching deliver the following workshops:

  1. Improve your bounce back ability – Emotional Resilience
  2. Increase your communication skills by understanding others
  3. Managing the office overwhelm, all things time management
  4. Service recovery and managing conflict
  5. Confidence, assertiveness, and work/life balance review (a team favourite)

The second half of the programme will be focused on:

  • Mission, vision, and values and how to use these attributes across the business
  • Customer experience feedback audit
  • Mapping the customer journey and responding to customer needs
  • Business focus day to plan for 2022 with a strengthened, engaged, and focused team

The result so far…

The team has really got to know each other well over the last few months as they have shared their insecurities and anxieties.

They have implemented tips and tricks to be more assertive and better manage their time and have realised their combined strengths and value alignment which has increased their confidence.

Customer and employee feedback is the Specific Learning & Coaching heart-blood and the workshops and learning have widened the business and team perspective. This has allowed longer-term strategy and planning improvements and enabled the team to manage conflict internally and externally should it arise, using effective communication and tailored service recovery solutions.

We are really looking forward to embedding the learning so far and supporting this exceptional team to turn their focus from individual learning to business development over the coming months.

If you find this interesting – talk to us about our range of bitesize and full day bespoke learning solutions for business

If you don’t see what you need straight away, call us for a discussion – we are business development experts using leadership development and client/customer insight as our lead.

We are called ‘Specific’ to offer our clients specifically what they need.

For more information, go to www.specificlc.com and read our wealth of resources in our Learning Zone.

We hope you enjoyed this case study and would love to hear from you

Please take a look at our other news, articles, case studies and bitesized workshops

We offer 1:1 private and confidential coaching for Leaders too, please get in touch

All the best

Lindsey & Charlotte

[email protected]

01604 212734

Creating a ‘First Touch’ Customer Service

The Brief

Hotelplan are specialist tour operators offering the best in skiing and walking holidays. They are respected specialists in diversified UK bespoke and scheduled activities. Hotelplan asked us to create a First Touch call centre approach to reduce Customer Contact resolution time and effort. The success factors were agreed to be increasing customer service efficiency and reducing cost. We achieved this by training the Call Centre Customer Service Team to ‘step up’ and take accountability for their decisions.

The Challenge

The business had two call centre Customer Service teams, specialising in ‘pre’ and ‘post’ holiday issues. The existing customer process was complicated & had several touchpoints. We quickly identified the biggest problem was needing ‘permission’ for the Customer Service team to take accountability for personally resolving issues. The Customer Service team felt they had little or no authority to offer compensation or discounts to customers without managers permission. Problems also arose because managers ‘told’ rather than ‘coached’ their teams – all of which impacted the team’s confidence and the customer experience.

Finally, there was also a lack of trust between the Customer Service Team and other departments resulting in a blame culture.

Process & Insights

By asking key questions in face-to-face interviews and group sessions, we observed the usual approach to customers queries and problems. As a result, we assessed the levels of capability within the team and reviewed levels of empathy when dealing with Customer Service issues. We benchmarked these results against other businesses to identify a clear vision for the managers.

Solution – Coaching & Training

Our two-point solution was to firstly create intensive workshops for the Customer Service team with input from their managers. They quickly recognised that they were allowing the team to not take accountability. Therefore, we also coached the managers from a ‘telling’ style to a ‘coaching’ style – providing them with the skills to support their teams after the workshops.

Because the Customer Service teams were a combination of new and existing staff, we mixed the workshop groups to share different skills and experiences. We co-created bespoke exercises to provide benchmarks for managers to measure the change in their teams. These helped the teams take ownership for their decisions and develop confidence to ask for help – examples were:

  • Understanding barriers
  • Working as a business wide team – clarifying accountabilities
  • Identify and adapt personal conflict handling styles.
  • Communication for fast rapport with colleagues & customers
  • Mapping the HotelPlan (https://www.hotelplan.co.uk/)customer journey – their role at each stage

Jargon & Language, Questioning, Building Empathy

Results

The training workshops and manager coaching improved the Customer Service First Touch response almost immediately.

Over a short period, trust developed between team and managers. We proved to the managers that by coaching their teams to feel confident to make independent decisions, this positively impacted customer service.

The more this ‘trusted advisor’ approach developed, the more the team felt confident to make solutions happen and take accountability. The ‘blame culture’ that previously existed between internal teams had stopped, meaning communication improved through the business.  

Together, we created a successful and sustainable One Touch solution by building trust and support between the team and managers. This resulted in improved efficiency, team confidence and customer service.

We hope you enjoyed this article and would love to hear from you

Please take a look at our other news, articles, case studies and bitesized workshops

We offer 1:1 private and confidential coaching for Leaders too, please get in touch

All the best

Lindsey & Charlotte

[email protected]

01604 212734

Creating an Internal Training Team

Overview: 

A drop in Net Promoter Score, an increase in Staff Turnover and recognition that the business needed to sustain a well-trained workforce demanded attention.

There was negative ‘noise’ coming from customers and employees, and signs of non-compliance issues within a heavily regulated financial services centre.

The challenge was to prove the business case for investing and implementing an Internal Training Team, thus disregarding the long standing “can’t we just fix it locally” culture. This was not only a project, but also a cultural change toward a long-term commitment to people development.

Context

Increased headcount to meet attrition and workload demands meant recruiting customer advisors with limited industry experience, without a structured onboarding/training programme.

This meant the business experienced new employees failing 6-month reviews, or those that passed leaving within 12 months.

Additionally, regular audit results indicated inconsistency in processes and procedures, and therefore risk to the business and its clients.

This project proved compliance, customer satisfaction, employee engagement, financial benefits including customer retention, people costs and operational efficiency all saw a marked uplift and gained commitment from the senior team to deliver the same as a permanent solution.

Key Issues

  • Net Promoter Score – Inconsistent learning meant inconsistency in customer service.  Inexperienced and under trained staff led to a lack of confidence in products and services, sales, and advice. 
  • Recruitment costs – being eager to grow quickly to meet customer demand, low levels of experience were supported to get people into roles quickly. Leadership teams spending a lot of time replacing employees.
  • People Development – no structured process in place to support people moving to Green from a Red/Amber Audit result.  No progression or career development/succession planning resulting in people moving on.

Process & Insight

A detailed review of captured customer and employee insight, compliance quality audit results, call recordings and recruitment costs provided clarity of the challenges and defined the goals.

Cross functional workshops defined and scoped out the agreed KPI’s and measurable metrics for the project scope. A Training Team Manager was appointed internally, and a budget agreed to implement the trial with Senior stakeholders. Resources like training area and equipment was agreed and designated, demonstrating support from the top of the organisation which created trust in the change from the start. 

Functional stakeholders were agreed and regular communication between the newly formed training team and the internal stakeholders was included from the start as these were seen as critical to identifying training needs, reviewing results, following up and identifying successes.

The training team were not only tasked with delivering a structured and consistent onboarding and skills training programme for the workforce, but also upskilled the functional managers to continue coaching on the job and enhance leadership capabilities generally.

Solution

A 6-week induction programme including all technical, product related, regulatory and data protection standards was created and delivered with key measurement milestones throughout. This enabled new employees to transition from training to a live service front line fully equipped with operational controls, support, and feedback cycle quickly.

Change management support was delivered for the leadership team to manage the impact of the change on existing people, fostering a cohesive and supportive approach.

When the Stage One solution focused on new employees was in place it was evident that existing team members would also benefit from learning. Poor Performers were supported in the first instance based on audit results, customer feedback and those undergoing PIP reviews.

The induction/training program was therefore adjusted to accommodate existing employees, providing them with relevant training to bridge any competency gap and retain existing talent.

Results

A planned and well communicated onboarding schedule allowed tranches of new employees to join each month.

Fast track solutions were implemented for people with strong technical skills.

The immediate business benefit was the speed of customer response improved as the training team used live work to train, (under supervision) therefore completing enquiries more quickly.

Additionally, audit results improved as consistency in regulated compliance and customer service was proven.

Managers were able to focus on workload allocation and customer experience spending minimal time shadowing, delivering PIPs or recruiting for leavers.

Morale improved as new employees felt engaged and supported in their early weeks, and confidence improved as they transitioned into live teams.

RED audit results reduced and if competence or knowledge gaps were identified, individuals moved back into the training environment to close the gap.

The project trial was approved, the Training Manager was permanently appointed, employee turnover improved, recruitment costs reduced, NPS results increased.

We hope you enjoyed this case study and would love to hear from you

Please take a look at other our news, articles, case studies and bitsized workshops

All the best

Lindsey & Charlotte

[email protected]

01604 212734

Coaching & Mentoring – Managing change resulting from mergers and acquisitions through Coaching & Mentoring

Summary: 

Two previously competitive business, one larger than the other, joining together through acquisition, creating a culture clash for managers needing to move on together at pace to ensure the overall commercial results were maintained.

This was the issue – and by using a mentoring approach (Analysis/Reflection/Action or ARA), and taking time to mentor people with capability and potential, we overcame natural emotional reactions to change, and ensured existing talent from both businesses was retained, developed & engaged.

Coaching & Mentoring – Context & Challenge

The newly formed company invested in a mentoring programme to support the change. We were engaged to mentor business unit managers/leaders who found the acquisition difficult to adapt to and suffered loss of motivation, or feelings of being devalued in a larger business – which are typical responses in this type of change. This case study demonstrates how mentoring, followed by coaching can be used to support people through business change.

Coaching & Mentoring – Process & Insight

This type of change often unveils a surge of worry, fear and a “being done to” reaction. The levels affected are often at senior or middle management and support functions are duplicated.

Using an Analysis/Reflection/Action approach, we built rapport with the leaders affected over several meetings, investigating individual challenges together. We used structured questioning, open conversation, comparisons, sharing experiences and occasional raw emotional outbursts. We discussed and noted the pros and cons and worked through the reality of these, challenging pre-existing beliefs.

We identified quickly that challenges were not about skill, experience, technical ability or management capability, but about the ‘known’ environment shifting under them, naturally effecting confidence.

Once highlighted, we agreed a period of reflection to allow the leaders to decide what they wanted to happen – to stay or to go…

Mentoring means the control of the situation is always with the mentee… However, once the challenge is properly identified and opened, a variety of solutions are evident.

After reflection, most leaders decided to stay with the new, larger business.  Recognising their collective resources, they realised they had different experiences and skills to bring to the newly formed business and new colleagues.

Coaching & Mentoring Solution

We co-created the success factors with each mentee, supporting the practical learning of the new ‘day job’. These included developing new relationships, meeting people at Head Office, understanding relevance of new processes. Each mentee kept a record of their achievements.

We continued to meet, review progress, or discuss issues which might look like barriers, leaving longer gaps between sessions, and within a matter of weeks we met with the leaders occasionally. We continued a ‘light touch’ support, as they settled and took control.

We encouraged leaders to share the ownership of important operational functions, accepting their way of working may not always be best, and to be open to letting go. Standardising decision processes using SOAP approach(Summary On A Page) helped to prioritise proposed changes that  resulted in completion of a successful team merger and acquisition project. 

Coaching & Mentoring Results

Each manager went on to build a successful career with this business. Each hold senior Customer Experience or Operations roles in UK or Europe. The business has formed an internal mentorship scheme ensuring all new leaders have an internal role model and supporter. Talent Retention is a critical factor in Long Term Business success and without this forward-thinking mentoring programme this talent would have been lost.

We hope you enjoyed this case study and would love to hear from you

Please take a look at our other news, articles, case studies and bitesized workshops

We offer 1:1 private and confidential coaching for Leaders too, please get in touch

All the best

Lindsey & Charlotte

[email protected]

01604 212734

Auditing Customer Experience to Improve Performance

Summary: 

This business had grown fast and continued to grow both organically and through planned expansion. Processes and systems that had been efficient in a smaller company were no longer supporting the delivery of excellent customer service for their clients – a critical factor on which the businesses reputation had been formed.

Our task was to pinpoint key challenges, identify new ways of working and support the change through both practically and via people development.

We supported this business to explore alternative markets, expand within existing markets, and to develop sound tech rooted processes for financial and administration tasks, training and team communication – all of which align to the clear customer experience objectives and values.

Customer Service Standards – the challenge

This established and successful staffing and promotions agency, mainly based at Heathrow Airport had grown significantly over 18 months and had plans to grow further into other UK Airport locations.

Our challenge was to audit the current processes & systems, review leadership capability, and identify any aspects that may inhibit the business from delivering excellent customer experiences.

As service reputation is critically important in the staffing agency sector, consistent excellent customer service standards were the Primary focus, and also the key to winning additional business.

Process & Insights

We discussed the initial brief with the business owner and followed up with stakeholder feedback insight from business partners, brands and retailers already using the agency.

Working with front line managers, senior managers, and the office support team we used surveys and facilitated discussion to identify their priorities, challenges and rewards.

We planned this into a single business process map, and it became clear that different parts in the business were not aligned regarding client or consumer interests.

Workflow and Solution

These are process adaptations and key behavioural changes we designed and implemented to ensure the business delivered its ambition of growth while maintaining exceptional Customer Service standards:

  • Co-created mission and values statements that aligned all areas of the business
  • Developed a key client scale based on commercial importance to the business
  • Designed a Service Delivery process which tracked all client and retail partner activity
  • Designed a database platform for all managers to access and input client information
  • Integrated existing staff database to include all staff details including training matrix
  • Developed a 3-tier training and development scheme (aligning pay grades)
  • Centralised recruitment process ensuring consistent standards and appropriate mix of cultural, language and knowledge skills.
  • Implementation of a Customer Experience based Recognition Reward programme across the business.

Following our proposal, we agreed the initial deliverables and timescales, and co-created a 3-year business plan with milestones for delivery of every aspect.

Coaching and Training

The retail management team received bespoke 1-1 coaching, reinforcing the changing needs of the business and their value and input. Their No1 focus was to be the delivery of excellent customer service on the shop floor, moving them away from admin and lengthy manual reporting processes.

Through 1-1 coaching we worked with each manager to deliver a tailored change and support plan. Each manager began to move from a generalist manager, to a service focused leader, role modelling and coaching to consistently deliver excellent customer experiences.

Results

The audit and change programme was completed within 12 weeks and the 3 Year Plan began to be implemented from there.

Changes including:

  • Mission and Values Principles,
  • Clarity around communication processes,
  • Client Ratings received and analysed,
  • Service Delivery Agreements rolled out as standard with existing and new clients, Training Structure implemented,
  • Centralised Recruitment Process,
  • Companywide Recognition scheme

are all ‘just part of the way they do things’ now. The client customer service measures applied to this business increased by more than 80%, and brought the business from 4th to 1st in the league table of service providers recognised within their sector.

We hope you enjoyed this article and would love to hear from you

Please take a look at our other news, articles, case studies and bitesized workshops

We offer 1:1 private and confidential coaching for Leaders too, please get in touch

All the best

Lindsey & Charlotte

[email protected]

01604 212734

A different way of thinking for the management team

Overview: 

This project was all about changing the mindset of a team of managers to accommodate and fully utilise use the potential of a new Customer Feedback process & system.

Context & Challenge

Customer Satisfaction scores were generally used as a ‘stick’ rather than a ‘carrot’. This case study shows how we changed that thinking from a punitive approach to using insight/feedback as a management and business planning tool, across a global retailer…

The challenge was to ensure the ROI for the newly implemented Customer Satisfaction feedback tool was maximised, by quickly changing the previous way of reacting to feedback and getting the most out of the more detailed feedback and analysis.

We recommended to start with a focus on changing the management mindset and understanding WHY they needed to adapt the way they viewed and used customer satisfaction feedback. Changing to a positive challenge from a punitive measure – so challenging the existing mindset.

Process & Insight

This involved facilitating ideas generation workshops around how to use Customer Feedback differently along with and practical system training.

Differences between the old and new processes were quickly identified and it was clear these were:

  • Reacting to individual incidents versus a trend and theme-oriented style of using customer feedback – pointing to improvement training /coaching requirements for the team that were more obvious and more cost effective.
  • It was also important to ramp up the celebration aspect versus managing the occasional poor performance.

Solution

The managers were tasked with changing the way they used Customer Feedback. They needed to explore and understand their own objections and barriers and get to the ‘WHY’ any change in using Customer Feedback would have an impact on team behaviour and ultimately CX. These facilitated exploration sessions ran over several days to a conclusion that the managers explored and found their own ways of using customer satisfaction feedback for positive outcomes.

As a result, the practical ‘How to Use the System’ training that followed was a quick, immediately accepted and understood knowledge transfer, as the purpose of the change had been tackled first. Practically, we set up super users across each region, strongly supported by the business centre, so an internal ‘How To’ team were immediately in place from day one of the new system ‘Go Live’

Results

  • By starting with ‘WHY’ the change in how Customer Feedback was used was required, and facilitating the managers to change their thinking, the acceptance and implementation landed well and gained traction quickly.
  • By using facilitated discussions about WHY, before the practical system training started, meant embedding ‘practicalities’ is more effective, adopted more quickly, sustained for longer, delivering a quicker ROI.
  • In this example, we moved a group of over 30 managers from old thinking about how to use customer feedback, to quickly adopting a new process.
  • This also enabled them to cascade change through their teams consistently, authentically and with confidence.
  • The management team behaviours changed dramatically so they became strong advocates using Customer Feedback for the good.
  • A natural and trusted communication channel between team and managers strengthened with less defensiveness when faced poor feedback leading to action rather than reaction.

We hope you enjoyed this article/case study and would love to hear from you

Please take a look at our other news, articles, case studies and bitesized workshops

We offer 1:1 private and confidential coaching for Leaders too, please get in touch

All the best

Lindsey & Charlotte

[email protected]

01604 212734

Revamped Mystery Shopper Programme – Travel Retail

Summary: 

The challenge we faced was an outdated Mystery Shopper programme and system, no real customer feedback methods, and a lack of evaluation of investment in front line customer service training.

We started by identifying and talking to a wide range of internal and external stakeholders, to understand what kind of feedback they wanted, to see or provide, and for what purpose it was to be used. From that initial research, a key tech expert partner was sourced to build the system.

Large scale culture change across both retail and support functions was immediately identified,  to change the idea that customer feedback was a nuisance and only used as a punitive measure, to seeing feedback as honest, useful, and to be used as a business development asset.

Implementing an agile design process and detailed people training programme, the new Customer Experience (CX) Feedback programme was successfully delivered and launched on time and within the limited budget. It was received very positively and has become an enviable asset as this now global business has expanded and new acquisitions have adopted the system and process. The process sets this business apart as one which really values their customer as part of their team, actively requesting feedback and acting on it quickly.

Context & Challenge


Many businesses invest significant amounts training front line teams to improve customer service. This usually involves training in sales and service techniques directly pointing toward the front-line team. Often though, due to lack of support or engagement by managers, or no measures of success being put in place, the training impact is lost very quickly.

Our challenge was to design and build a system that ensured the ROI was realised by developing a CX measure aligned to training, and to ensure this solution delivered a longer-term method of reviewing, measuring and internally benchmarking customer satisfaction across the 100+ outlets that were part of this Travel Retail (TR) business.. The timescale was tight (6 months) and budget was limited, with no flexibility.

There was a legacy Mystery Shopping measure in place which had poor company advocacy mainly because the output was associated with punishment for under performance. This manual process also had no business wide trend visibility or any ability to manipulate the received data, hence it had no buy-in to use the limited from any business function outside of retail operations.

Our objective was to deliver not only a technical solution, but to effect the cultural change required across the company to share and use the output, within the desired timescale and within budget

Process & Insights

The design process used the following techniques:

Stakeholder engagement – reviewing the existing legacy system and process, investigating how teams other than retail operations would want to use customer feedback e.g. Buying, HR, Marketing etc.

Direct User engagement – a small retail project team (nominated by peers) identifying what the most frequent users of the process wanted – how they wanted the information presented, what it was for, how it would align with other business processes and what impact it would have on the customer.

Customer Research – Researching with key customer groups how they wanted to give feedback, about what, and what they wanted in return.

External Design and System partners – after agreeing partnership criteria with the stakeholders, interviewing potential system developers, and carefully choosing a business partner who really took the time to understand the needs and motivations of the company

Technical Solution

We launched an agile project process (SCRUM) along with our technical build partners, using frequent incremental steps to develop and build the solution in stages. This process helped to meet the very tight timescale and by appointing a small User Project Team, decisions could be made and put into action quickly.

Each iteration of the system was reviewed monthly and signed off by the Project Team, so from wireframe to user tested system took 3 months.

The system had 3 user input opportunities:

Mystery Shopper Feedback – Providing informed feedback both qual and quant, with investigations based around training that had previously been delivered to the shop floor teams.

Internal feedback – Senior management travelling around the business, recording their observations using both qualitative and quantitative means – capturing this in one place rather than the previous 1-1 feedback given in the moment and lost.

Actual Customers – Delivering feedback using primarily qualitative methods with limited quantitative feedback, reducing time and effort.

The system process allowed designated managers to receive the feedback immediately, with the system collating the feedback from each type of inputter, or identifying separately, cutting and segmenting feedback by store, region, total business, survey questions or category.

Within 4 months, an intuitive, accessible, customer perspective focused feedback system was ready to launch through the 100+ UK stores

Training & Coaching

While the technical solution was being developed, the project team were busy writing the scenarios and criteria which would be used as the basis for a scoring system.

This was shared with the Retail Management Team, ensuring everyone had a consistent understanding of the customer service expectations – with the scoring criteria rooted in the training that had already been delivered to the front line team, therefore measuring the success of the training.

A programme entitled ‘How to deliver effective feedback’ was trained through the Retail Management team, focusing on non-punitive, engaging and developmental ways of using customer feedback.

Additionally, the existing Mystery Shopper team (employed through an agency by the business) were being trained in the new approach, and most importantly, why the change had taken place, so they were ready for the Go Live.

Form a tech support perspective, a small internal Super User team went on a UK tour to train store users to engage with the new system. This group were also ‘on call’ for at least 6 months following the launch of the new Mystery Shopping system and process for all technical and process help.

When the mystery shopper programme system and process launched with the Retail Teams, overcoming the previous cultural resistance to feedback was by far the biggest challenge. To develop trust in the new way of using feedback, coaching support was put in place for front line managers to instil trust with their teams when delivering customer or Mystery Customer feedback, linking that to celebration or well supported skills development rather than the old way of linking to negativity or punishment  .

Results


The project to deliver a completely new Mystery Shopper feedback system and process, delivering instant feedback, was launched 8 months after initial project discussions. Initially, use was restricted to Mystery Shoppers for the first 6 months, to allow for the team to adapt to the new process, and practice delivering feedback in a positive developmental way. The customer facing aspect of the system was launched after this successful initial period, and within 3 months, the customer feedback aspect was a higher volume than Mystery Shopper feedback – and continues to grow. This is testament to the trust in the process the team had built, assured that feedback is positive thing – and actively encouraging customers to complete feedback on their service.

The cost of the initial development was kept within budget; however, the system and process has been so successful that further investment has since been made and the system capability has developed allowing greater segmenting and investigating of data, making it even more cost effective to target relevant training rather than scattergun across the whole team..

The feedback outcomes are integrated into Retail Management Objectives, and are part of their bonus criteria, and targets for CX achievement are set for not only the internal teams, but are part of contractual agreements with agency partners who provide seasonal shop floor staff.

The results are also widely used across other areas of the business e.g. HR for overall performance data, Training team to inform training requirements, Marketing & Insight to confirm deep dive research, Buying teams for product feedback etc.

The Initial challenge of ensuring that investment in training was effective, and customer service was measured and used more widely throughout the business, was not only met, but implemented and embedded as ‘part of the way we do things’ within a year of the initial request.

This business took their customer service feedback extremely seriously, and invested in a large-scale culture change, completely changing their outlook about customer feedback:  what it is, how effectively it can be used. The bespoke Customer feedback programme is a long way for the legacy manual Mystery Shopper programme, and accessible, easy to share information, commercially customer focused, and is highly commended and appreciated by customers and business partners alike.

We hope you enjoyed this case study and would love to hear from you

Please take a look at our other news, articles, case studies and bitesized workshops

We offer 1:1 private and confidential coaching for Leaders too, please get in touch

All the best

Lindsey & Charlotte

[email protected]

01604 212734