Redefining customer experience, growing ROI: how the finance sector successes can work across all sectors

Redefining customer experience,
growing ROI: how the finance
sector successes can work
across all sectors

@TransversalTalk #askTVL 07/11/2012 1

Agenda
10:30am.......... Welcome
Stephen Sinclair, Business Development Director,
Transversal
10.50am.......... Gareth Ham, Social Media Monitoring Industry Expert,
Brandwatch. How best to utilize social media
monitoring in a multichannel environment.
11.30am.......... Break
11.45am.......... Richard Cooper, Head of eBusiness, AXA PPP.
Redefining customer experience to optimize ROI
through a multichannel strategy in healthcare
insurance.
12.30pm.......... Lunch and networking opportunity


Retail is leading the way
in customer experience


Banking and Finance organizations
are following retail in
the area of self-service.


In the next 12 months,
organizations with a
customer experience focus
will pull ahead of the competition


Those moving into more
sophisticated customer
experience functionalities
will be market leaders


of CIOs in the Finance & Banking
sector said that

80% improving customer experience
is in their
top three priorities


Top questions
How do we:
» Start?
» Deliver a consistent experience and support across multiple channels?
» Prevent an increase of calls and un-necessary interactions?
» Deflect calls to the helpdesk as regulations change?
» Reduce complaints?
» Monitor, Report and Respond through social media?
» Embrace social media in a service environment?
» Elevate and differentiate our customer experience?
» Do more with less?


What Transversal has learnt…

» Moving away from fixing the basics to create more loyalty and
satisfaction
» Cutting costs of providing service
» Moving into new and more sophisticated functionalities,
e.g. Web Chat, Social Media Monitoring, SMS, Contactless cards
» Self-service on mobile devices is increasing BUT work is needed to
encourage repeat use
» Integrating across all channels
» Social Media programs are directly improving retention levels
» Reduce cost per each interaction
» Redefining access to Know How for Customers, Staff and Partners
» Reassessing their KMS


video case study

To watch the video, visit:
transversal.com/resources/case-studies/carnival-cruises-video-case-study


What are Finance and Banking
organizations doing now?


Rapid ROI
» Mothercare
» 30% reduction in contact centre calls
» 40% reduction in calls to stores helpline, per week
» 25.5% increase in direct sales revenues (2009)
» Full ROI within 12 weeks of launch

» BBC
» 99%+ find the right answer first time without escalating to email
» Huge reduction in call-handling times and email-per-users rates.

» Barclays
» 97% of questions answered automatically online
» 13% click through rate for online advertisements
» £millions in additional online revenue per month


Three step approach

1 Invest in software to enhance your most expensive and
most frequent interaction channels.


Three step approach

2 Involve all relevant
functions/departments
when redefining a
multichannel
customer experience
strategy.


Three step approach

3 Adopt a phased approach


What we do
We enable clients to exceed customer expectations
through web customer service simply and quickly
while achieving a rapid ROI
» Knowledge Solutions
» Customer-facing fixed and mobile websites
» Contact centres
» Branch, Stores, Kiosks and Partners
» Specialists in Natural Language Processing (NLP)
» Provide access to know-how
Empower organizations
» Web Chat
to deliver consistent
» Predictive
and relevant information
» Proactive
» Multilingual
24/7

Topics of discussion
• How are well brands performing customer service
online?

• More in-depth ways of measuring customer service
engagement

• What are the benefits of social media monitoring to
customer service?

• A look at social media monitoring within a multi-channel
environment


Online customer service conversation
about the leading 40 brands declined in tone
year-on-year
This is further confirmation that consumers are turning more and more to the web to discuss
problems about this topic, rather than to praise brands. Although we need not interpret this finding
as necessarily indicative of falling customer service standards, this does not make response tactics
any less important

17% Positive
Up by 1 percentage point from 2011

14k
Customer 31% Neutral
Down by 5 percentage points from 2011
service
mentions

52% Negative
Up by 4 percentage points from 2011


John Lewis customer service conversation
was far superior in sentiment to any other
brand in the study
Waitrose, also part of The John Lewis Partnership, was second in the study, proving that the
group’s customer service strategy as a whole is on a higher plane than both direct and indirect
competitors.

Net sentiment
Rank Brand Score
score
1 John Lewis 57% 42
2 Waitrose 15% 3
3 B&Q 3% 1
4 American Express -2% 0
5 Groupon -3% 0

“ Also had delivery issues with the
“ @johnlewisretail Brilliant
machine and Amazon UK
customer service in Kingston
customer service are really
today. Faulty toy, no receipt, no
poorly trained. Got the
quibbles. Thanks from me and
replacement machine from John
happy toddler! ”
Lewis without problems. ”

FORUM TWITTER
amazon.co.uk @fayebarker


TalkTalk was by far the most
negatively discussed brand in the
evaluation period
Three telecoms providers made up the lowest five ranked brands in the CSI 2012.
Interestingly, TalkTalk’s members forum acts to concentrate a significant proportion of consumer
complaints to one location.

Net sentiment
Rank Brand Score
score
36 Virgin Media -59% -37
37 British Airways -62% -37
38 Vodafone -65% -39
39 Santander -78% -66
40 TalkTalk -74% -119

“ TalkTalk customer service just
“ I am having a hell of a time with
read from a script with a flow
TalkTalk. I keep being passed
chart. Not one of them seems to
the buck and am being told
have the ability to deviate from
conflicting information about
this and actually apply logical
leaving TalkTalk and the early
diagnosis. It's most likely a fault
termination fees. ”
with their equipment. ”

FORUM TWITTER
talktalkmembers.com @sheffieldforum.co.uk


John Lewis was the only brand
that was discussed positively overall
among the individual sector winners
Of the brands in the CSI 2012, the 40 selected for further analysis broke down nicely into seven
sectors. As we’ll see on the subsequent slide, retail brands in general were well perceived more
often on social media platforms than those in other industries.

Sector Brand Score Overall rank

Retail John Lewis 42 1

Telecoms Motorola -3 7

Transport Virgin Atlantic -5 10

Financial services American Express 0 5

Logistics Royal Mail -12 19

Technology Hewlett Packard -5 11

Utilities British Gas* -34 24
* British Gas was the only utilities provider among the 40 analysed brands. Despite this, the company can still be held to represent the sector as a whole for the
purposes of this study.


Brands in the retail sector were clearly
more highly regarded by social media
users discussing customer service
Whilst technology and telecoms providers were the poorest perceived overall. Telecoms
brand operate in an industry where consumers largely only take to social media in the
event of a problem, rather to praise the brand concerned. This is also the case with
utilities, potentially because the brands may not be as ‘fashionable’.

Retail

Logistics

Transport

Financial services

Utilities

Technology

Telecoms

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Positive Neutral Negative


Retail and transport brands were the
most likely to elicit general praise
about customer service
The chart below corresponds fairly accurately to the findings of slide 12

Retail

Logistics

Transport

Financial services

Utilities

Technology

Telecoms

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Direct request for assistance General discontent General praise Possible request for assistance Other


OTHER METRICS


John Lewis was the most prolific brand on
Twitter in the evaluation period
B&Q was the second most regular contributor, posting two-thirds of the output of John Lewis.
Four of the leading five brands in the CSI 2012 posted more than five times a day on Twitter.

1,800 “ Appalling service I received at
the checkout @bandq still
grating. Not an hello,goodbye no
1,600
eye contact. Just talking 2 her
friends #b&q ”
1,400
Minimum volume of Twitter posts

1,200 TWITTER
@m6wxy
1,000
“ @MrGaz_H Hiya, sorry to hear
you received bad service, please
800 email at forumfeedback@b-and-
q.co.uk with details and I will look
600 into. Sue ”

400
TWITTER
@bandq
200

American
John Lewis B&Q Groupon Waitrose Express
0


John Lewis was the fastest of the
top five brands to respond to tweeters
Combined with the findings of the previous slide, the positive perception of John Lewis within social
media customer service discussion becomes slightly clearer. The brand posted nearly as often as
the most prolific tweeter, whilst responses to consumers are by far the swiftest.

“ @johnlewisretail Hi, online the
JohnLewis Barbour Leather Travel Explorer
avg. Twitter
response Bag, Brown is out of stock. Does
03:23:16 your Solihull store have it in?
Thanks.”

Waitrose
6:17:21 AM
TWITTER
@woodhallclare

B&Q “ @WoodhallClare Hello! Please
4:55:04 AM
contact the Solihull branch on
0121 704 1121 and they will be
able to check availability for
AmericanExpress you. ”
7:03:33 AM

TWITTER
Groupon @johnlewisretail
4:59:31 AM


Groupon was the leading performer
on Facebook of the top-ranked brands,
responding to an impressive 88% of posts
Interestingly, John Lewis and B&Q, the most prolific tweeters, were significantly behind Groupon
in terms of Facebook output, suggesting that the leading brands in terms of customer service
could be choosing one platform on which to devote the majority of resources.

350 100%
88%
Facebook page posts 90%
300
% responded to
80%

250 70%

% of user posts responded to
Volume of Facebook posts

53% 54% 60%
200

50%

150 36%
40%

100 30%

20%
50
10%
n/a

0 0%
John Lewis Waitrose B&Q Groupon American Express


Sample John Lewis exchanges
The threads singled-out below show three exchanges between customers and official John Lewis
representatives. Staff responded to requests of varying severity, even seeking to further enhance
consumer loyalty by thanking a complimentary tweeter. The example to the right shows how John
Lewis attempts to personalise its dialogue as a means of appearing more empathetic.

“ Favourite Shop of mine rapidly
“ @johnlewisretail #JohnLewis
“ @JLcustserv have forwarded my customer services really are
becoming a bit of a nightmare!
husbands earlier email to your Dishwasher delivered eventually
second to none. Unfailingly polite
customer services. Terrible and installed only to leak water
and helpful #settingthebarhigh
service ” all over my kitchen floor this
#happycustomer ” weekend... ”

TWITTER TWITTER FACEBOOK
@judeandollie @amycs1974 Tracey Collins

“ Hi Tracey, it’s Madeleine. Thank
“ @AmyCS1974 @johnlewisretail
“ @JudeandOllie It's John Lewis you for your post and for bringing
It's John Lewis Thank you for
thank you we are now following this to our attention, our
your kind comment about our
up as discussed and the refund apologies you have had this
service it good to get your
is in process ” experience with your
positive feedback ”
dishwasher. ”

TWITTER TWITTER FACEBOOK
@jlcustserv @jlcustserv John Lewis


Conclusion
For two consecutive years, the Customer Service Index has shown a clear trend towards negative posts in this field on
social media. Perhaps unsurprisingly, more than half of all customer service content posted by social media users in the
UK in the 2012 study was downbeat towards the companies in question and a mere three of the 40 brands analysed
showed more upbeat content.

But should we consider this normal? If we consider the reasons driving people to social media to discuss brands, it’s
perhaps understandable that complaints and wider negativity is more prevalent online. In the wider context of our
interaction with goods and services providers, bad customer service remains anomalous. Despite a range of Twitter
users attempting to prove this conclusion wrong, the chances are that consumers rarely turn to the web to convey
mundanity - in this case regular, or even good, customer service experiences.

Although we may understand this to be the case, this should not present a reason for brands to be blasé. Even if the
vast space of online consumer discussion is widely negative, this remains damaging for the companies on the end of
the stick, potentially damaging footfall and revenue. Acceptance of this arena should, contrary to relaxation, cajole
brands into managing this negativity. Concentrating a social media strategy on building a loyal and vocal fanbase, for
example, should help to dilute the importance of downbeat conversation. Why wait for complaints to be posted before
carrying out great customer service?


WHAT DOES THIS MEAN FOR
YOU?


Monitoring conversation in real time allows a brand to
react to customer service updates as they are posted
» Customer service enquiries are frequently posted by social media users – monitoring
these using an SMM tool means that responses can be given much sooner
» Monitoring this content helps to quickly deal with difficult situations in the form of
complaints (left) as well as encourage and escalate complimentary content posted by
social media users (right)

» Fast monitoring allows for responses to be sent to users by dedicated staff rather than a
simple automated message acknowledging receipt of a tweet
» Listening to social media conversation has taught us that users by far prefer good
quality, personal responses over speed alone


SMM also allows data to be analysed over time to
gain more insight into what works
» Data can be categorised in a multitude of ways to ensure that specific areas of customer service can be
reviewed and scrutinised. Rather than simply question the sentiment of brand conversation, we can ask
questions such as: Why are complaints about our mobile phone division often negative on Facebook but
not on Twitter?
» Bespoke metrics and Key Performance Indicators (KPIs) can be used to give a snapshot of whether
strategies are working over time

» Data can be visualised using charts and other graphics to combine and contrast findings from various
places
» Sales or NPS data can be overlaid to identify the more tangible impact of good (or bad) customer service


Social media strategies can be implemented to provide
great customer service before complaints are received

» Adidas uses similar approaches on both Twitter and Facebook. The
brand engages with social media users proactively by segmenting output
by sport, retail product and customer type to build a loyal community of
fans


SOCIAL MEDIA IN A
MULTI-CHANNEL ENVIRONMENT


Using social media monitoring as a
customer service research tool
• Social media can be used in a multi-channel environment in four
main ways
• As an input to defining customer service strategy
• As an input to effective customer service
• As an engagement platform
• As a measurement tool

© 2011 Brandwatch | www.brandwatch.com

The benefits of access to
unstructured feedback
• Traditional research channels can miss the unfiltered, unprompted
opinions of people in an uncontrolled environment.
• In its rawest form, there are no structures in place to the feedback
which social media monitoring records.
• For broader social media monitoring queries, this allows customer
service strategists to quickly test out many hypotheses on large
and readily available data sets.
• Customer service conversation can be taken online from off-line
sources, or vice-versa, as a means of offering good customer
service through more tailored engagement

© 2011 Brandwatch | www.brandwatch.com

London Underground conversation by hour

1800

1600

1400
Average volume of mentions

1200

1000

800

600

400

200

0

Hour of day

» The above chart shows conversation about the London Underground per hour, as an average of the volume
of conversation on Twitter about London Underground per hour over the reporting period.
» Conversation about the London Underground increases each day during rush hour – generally between 8-10
AM and 4-6 PM. Conversation drops dramatically overnight.


Why tactical or strategic?....

If you work for a young company where
technology is at the heart of everything
you do and integration of new technology
is easy then my story will mean very little
to you.

If, however, you work for a big
company which is slow to
change, has many legacy
systems, traditional IT processes and
big company budgeting, then some of
this may resonate.

Who is AXA PPP healthcare…?

• Health insurance division of AXA UK.
• Based predominantly in Tunbridge
Wells.
• 70 years of history.
• 2nd in the market to BUPA
• UK and International businesses.

Why Transversal…..

…so these challenges coupled with;

 A complex product.
 A sometimes confusing claiming process.
 The demands of a modern customer.

...led us to talk to Transversal.

We knew what we wanted….

 Our objective was to give customers more answers on
the website and as a result reduce call volumes.

 The solutions….smart FAQ.

We knew what we wanted….

 Our objective was to give customers more answers on
the website and as a result reduce call volumes.

 The solutions….smart FAQ.

 But….as part of the build we also developed a secure
messaging function…this really took off and Expert
Response was born.

What is ‘Expert Response’….?

Visit our website
Contact Us

Workflow
management within
AXA PPP

Response received Customer gets
securely. notification to log-in

The benefits of secure messaging….
For the customer…
• Choice of Channel, previously the
options were telephone or letter.

• Out-of-hours support, we offer 8am –
8pm call centre hours with Global sites.

• Electronic transfer of documents makes
access to treatment quicker..

For AXA PPP…
• Workflow management of enquires.

• Query prioritisation.

• Reduction in paper and voice.

•Information received in a format we need.

Some of the challenges….

 The main challenges were not technology driven but
these are often the most difficult to overcome.

 The culture – Change is often a challenge. MI is key.

 The process – How do we introduce a new contact method in to a
call centre of 500+ people who are focused on answering
telephones?

 Business security – Data Protection, is our customer data safe?

 IT Security – ‘Who are these people…?’
• The challenges of outsourcing a technology solution.
• The belief that an internal solution will do the same job.

But we did get it live….

 And 5 years on it is still alive and growing….

What do our customer think…

It is great that I can
contact you at a
time that suits me.
The system allows
me to contact you at
work without needing
to discuss my
medical condition in
an open office..

By getting my
documents to me
the treatment could
start quicker.

How has this evolved…..?

Integration of SMS in to the ‘Expert
Response’ framework.

Used to notify:
• New policy numbers within Acquisition.
• Claims number by Customer Service.


Integration of ‘Expert Response’ in to
mobile.

Secure forms with iPhone app to allow:
• Secure contact.
• Claims authorisation


Integration of Live Chat with Expert
Response.

• Used to support sales and customer
service.


Integration of Message Centre in to
Customer Online.

• Full online policy admin and claims
management tool with Transversal’s
functionality integrated.
• Integration between AXA PPP systems
and Transversal.
• Significant increase in usage expected
through the delivery of online servicing.

What next…..?

Predictive search/ FAQ to support the
claims process.

Video chat to bring the human
feel to the brand online.

The challenges continue….

 How do we integrate internal technical support with
the Transversal support team?

 How do we release day-to-day management of the
solution to Customer Service but retain control of the
infrastructure?

 Budgeting for developments…..a third party solution
within an operational area is not the norm.

 How do we integrate the technologies…..how does
tactical become strategic? E.g. Archiving.

The stats…..

 Secure messages – 380,000 in the first 6 months of
2012.

 SMS messages – 70,000 in the same period.

 Webchats – expected to reach 10,000 chats this year.

How has working with Transversal helped
this journey…?

 Working with a 3rd party provider allows cost effective
test and learn.
 It also increases speed to market and allows agile
enhancements.
 Working with a single provider reduces the
Procurement involvement and the associated costs.
 A long term relationship with a single provider
increases internal confidence in that provider and
therefore makes integration easier.

Get in touch
Find out more about our Solutions:

Social Media Monitoring:
transversal.com/solutions/social-media-monitoring
Correspondence Management:
transversal.com/solutions/correspondence-management
Web Chat:
transversal.com/solutions/web-chat

Contact us:
01223 488 700
transversal.com

» http://www.facebook.com/pages/Transversal/158958360663
» http://twitter.com/#!/transversaltalk
» http://www.linkedin.com/company/transversal


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