Case

BUILDING THE BRAND FROM THE GROUND UP WITH BRANDED CUSTOMER EXPERIENCES

Giving form to brand values in day-to-day customer contact is the key to differentiating your company from your

competitors

Activating the brand in one-to-one customer

contact

An internal sales organization for a large Dutch telco volunteered to be the guinea pig for initiating a brand activation program for the entire organization. One team in particular had been wrestling with how to give form to the brand values and had asked for help in understanding what this meant to them in their day-to-day customer contact and customer-related activities. EarlyBridge designed a program for brand activation based on the brand values and the desire to put the customer at the center of their business. The team was mo-tivated and had already chal-

lenged themselves to look at their work differently. They were ready to take the next step and excited to take part in this pilot. By challenging the organization to look at themselves through their customers’ eyes, the advi-sors were triggered to align their day-to-day activities with their brand values in order to deliver on their brand promise. They realized that the choices that they made each day in their contact with customers, directly impacted the customers’ view of them and the company. They had the power to make a differ-ence!

Impact

Net Promoter Score improved

Employee engagement was at an all-time high for the team and far above average for other

teams in the region

The quality and quantity of leads for the Sales Account Managers improved

study Turning

Thought Into Action

Critical Success Factors

Five building blocks

customized to the

business and the ob-

jectives

Challenging the or-

ganization to look

through their cus-

tomers’ eyes to un-

derstand how to cre-

ate a branded cus-

tomer experience

Leveraging the exist-

ing Lean Daily Man-

agement System from

Six Sigma to highlight

issues and challenge

the organisation to

resolve them

A motivated team

who was willing to

challenge themselves

to deliver a branded

experience

“We’ve are more aware of our own influence on our customers”

Advisors learned to focus on what was within their control to make a difference for their customers

5 building blocks The program was designed using EarlyBridge’s customer engagement model. This model uses five building blocks to define and deliver the right customer experience:

Brand values

Customer profiles in the form of per-sona’s identified by the group them-selves

Moments of truth based on known customer needs

Channel characteristics

Customer context

A branded experience The building blocks were customized to fulfill the brand promise, customizing the five building blocks to the inside sales advisors role. EarlyBridge trained the advisors in the five building blocks and the effort was translated into a practical approach focusing on three themes in their customer contact:

Positive language, putting the focus on the solution from the start

Handling the customer request right the first time

Delivering simplicity for customers by providing customized solutions based on a vast knowledge of the in-ternal products and processes, brought in a relevant way

Management focus on the cus-tomer Alongside the transformation of the inside sales & support advisors, the floor manager used the Daily Start and the Lean Daily Management Sys-tem (LDMS) structure to continually link their activities back to the brand values, the customer insights and the desired customer experience. LDMS provided the structure to collect is-sues from the front line to challenge the organization to improve. Using the 5 building blocks combined with LDMS, the floor manager assumed the role of coach for her team and took on a new, more customer-focused and effective leadership style. Impact Inside sales advisors became more aware of their impact, committing to handling customers differently in their customer contacts. Net Promoter Score improved, deliv-ering the organization it’s first 10’s from customers. Employee Engage-ment for the team was leading for the region, far above other teams and the average. The Account Management Team, their counterparts in Sales, reported that they were receiving better quali-fied leads and less transferred calls as a result of the new approach.

EarlyBridge BV

Herengracht 518

1017 CC AMSTERDAM

The Netherlands

31 (0) 20 715 5918

info@earlybridge.com www.earlybridge.com