We hear you - putting our customers at the heart of everything
we do
• 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
Virgin Media is the largest Virgin
company in the world
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
We aspire to be number 1 for customer experience from the viewpoint of the people who matter most – our customers
Today:
On the podium
2014:
Segment leaders
Operational
Cultural Relationship
Yr 5– 8 Yr 4
Yr 3 Yr 2
Yr 1
NPS Improvement
2012:
We are here
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
Track continuously Net Promoter® as our vehicle to focus the whole business on what matters most to customers
1 Collect and Distribute Feedback
2 Interpret
3 Business Improvement 4 Operational Delivery
Step 2) act upon what they tell you
Step 1) listen to customers
Net Promoter® is an operating
discipline, not a number
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
Relationship Score Operational 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
Infuse the customers’ point of view into the fabric of Virgin Media
• Market level NPS
• Relationship NPS
• Operational NPS
• Front line interaction drivers
It’s not about the number
• People can become so
focused on data that they stop hearing the real voice of the customer
• Personalise it. Use verbatims.
• Humanise NPS
Let customers tell you - in their own words - what is important to them
Unfiltered voice of the customer
“Sometimes I find being a customer to be more painful
than removing my testicles with an airplane propeller”
“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”
“I don’t have any friends”
Be best at what matters most
Focus on what customers value, not what they want
Customers’ punish bad service much more readily than they will reward delightful service
Product
Price
Service
What
6%delights?
13%Price Product
Service
What
infuriates?
Recovery from failure can not be the best way to deliver loyalty
• 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 Customers do not wake up wanting to contact us
Service is typically needed when something goes wrong
Join
Call once lose
25 pts
Call more than once lose a further
26 pts
Didn’t call
Let customers’ actions be your metric
Customers say something today, do something tomorrow
Loyal customers stay longer, spend more, tell their friends, and cost you less to serve
1.25 x Call
11.5 x
Leave
Join Help
An operational …
10
today in …
leads to a relationship
… difference tomorrow
0
119 pts
1.5 x Recommend
vs.
Quite often it’s what we don’t do – rather than what we do – that drives customer loyalty
People may not remember exactly what you did or what you said, but they will remember how you made them feel
Customer expectations are reasonable
- 95 + 50 + 15
Did you resolve the
customer’s issue? How did you make the customer feel?
Cu stom er ’s vie w
How often?
NPS
58%
?
?
You can not fix your way from good to great
Great companies get the experience right by design, not luck
Great customer experiences are designed close to the touchpoint, and with the customer
• Follow the customer into the home
• Co-create the critical
experiences
• Make every touch matter
• Teach
customers to value most what you do best
Turn customers into fans
“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”
It’s not about service recovery or compensation
Our brand gives us permission to delight and surprise customers
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
Improving advocacy is not a spectator sport
• 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
A desk is a very dangerous place from which to view the world
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!!”
What next?
… united behind a common purpose and pride in what we (Virgin Media) stand for (internally and externally) …
Create a (rationally and emotionally) connected organisation…
… 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 …
… to each other and to our customers
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 Deliver/amplify brilliant basics
Wow
customers to grow advocate pool
Identify customers
with clout
Support Reward
Protect
Activate Promotion
Promoters come in two forms – customers and employees
£100m incremental
capital investment
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
Business growth correlates to the actions you take, not how you measure the customer experience
• “Right from right” informed discussions
2012 (in year) impact Broadband
Speed
TIVO Comms Wow Operations Price, Economy,
External
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
Transform Virgin Media into one that is continuously led and informed by our customers’ voices
1 Collect and Distribute Feedback
2 Interpret
3 Business Improvement 4 Operational Delivery
Thanks !
sean.risebrow@virginmedia.co.uk
