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CUSTOMER ENGAGEMENT

CUSTOMER ENGAGEMENT

71% of UK adults think businesses put profit before consumers.*

CASE STUDY 1: DONALD RUSSELL

THE BRIEF

In 2012 Donald Russell identified an opportunity to increase and improve the customer engagement with the in-house contact centre team serving inbound calls to order and enquire. ReynoldsBusbyLee (RBL) was appointed to work with the in-house Customer Experience team.

OUR SOLUTION

The first step was to complete an independent audit of the conversations held between the in-house contact centre and customers. RBL recommended a new approach for handling calls moving the calls from being transactional in their nature to become more personalised and interactive in their nature. Individual customer needs were to be recognised through a new programme of cross-selling and up-selling.

RBL created and delivered a bespoke training programme which was tested across a cross-section of Sales Advisors from new through to the most experienced team members.

The results were tracked across a wide range of business metrics for an agreed period.

THE OUTCOME

The performance of all Sales Advisors improved across all metrics and was sustained for the full duration of the test period. RBL was then commissioned to roll-out the training programme across all Sales Advisors and Marketing staff.

The training programme has now been adopted within the induction for all new contact centre staff.

RBL continues to support the in-house Customer Experience management team to monitor and measure performance to ensure that the improvement in performance has been retained.