| Case Study Synopses Net Promoter Scores in Australia - What Do They Mean? - Mark Ritson, Melbourne Business School
Later in 2006 and again in 2007 the Melbourne Business School conducted research acrossa range of Australian industries using the "net promoter" methodology. Mark shared how companies and industries shaped up and his assessment of why.... He described the conclusions from the analysis and defined what Net promoter tells us and almost as importantly, what it doesn't. he also commented on the right ways to use net promoter scores and how not to use them. Opportunity Knocks - Sell and Serve Through Non-Traditional Channels – Brady Jacobsen, Telstra Bigpond Customers are never as predictable as you'd like them to be. They insist in dealing with you in ways and in places that you'd perhaps rather they didn't. When it comes to sales opportunities, in most organisation, if a lead comes in "at the wrong place" it gets lost. In this case study Brady described how Telstra uses a programme called opportunity knocks in which the whole organisation willingly became a sales channel: service people, field service technicians, 3rd party contractors and even avatars in 'Second Life'. Service Culture in Loans Processing – Ross Anderson, St George Bank In 2002 loans processing at St George Bank was far from a well oiled machine, despite St George being rated as one of the best banks for customer service. Problems included complex processes, disconnects between processing staff and and the front line, and high levels of absenteeism and customer complaints. Ross described the programme thgey put together that has embedded a strong customer service culture into the loans processing areas of the bank and the impact it had on costs and customer and staff satisfaction. He shared high points and low points of the journey and lessons on what to do and what not to do. Leveraging your Customer base - Fred Pollock, Commonwealth Bank
ASB is New Zealand is one of the posetr child cases for sales and service transformation where it delivered over $2.5 billion of additional referrals over a twelve month period. Fred was one of the drivers of that programme and was brought into Commonwealth bank to repeat the magic. With nine million customer, low product penetration rates and evidence that customers were more satisfied when they were linked with the right products, there was plenty of upside. But Fred soon learned that, while the same principles that worked at ASB could be applied at CBA, successful execution was another matter entirely. Fred shared what worked and what didn't and the differences in executing these types of programmes in large and small organisations. Sharing a Service Culture through Back and Front Office Operations - Matt Paterson, ING Australia In 2005 ING Australia was dogged by poor customer satisfaction and industry rankings. Financial Intermediaries were threatening to delist ING's products as a result of poor service, despite its strong product set. Inside of the organisation, a silo mentality prevailed with an 'us v them' attitude betwen the contact centres and operations. Service was characterised by reactive fire fighting. Matt described how some of the non-traditional approaches to performance improvement were the ones that made a difference. He shared the lessons he learned about how to achieve a step change in culture and highlighted some of the new challenges this programme created and how perhaps they could have been avoided. Strengthening the Emotional Bond with your Customers and Employees to Create Lifetime Loyalty - David Perrotta, Vodafone Global Vodafone have created a methodology that enables them to deliver and end-to-end experience across all touchpoints that reflect and deliver on the Vodafone brand promise. David has led thge creation of this process which is now implemented in multiple countries including Turkey and the Czech republic as well as markets such as the UK and Australia. It was pioneered in retail but is now being rolled out across the whole business. He described how it works, what benefits are delivered and why it is generating so much excitement across the Vodafone business. |
Chief Customer Officer Forum 
