What’s your Text-to-Switch strategy?
The telecommunications industry is constantly going through change. With Ofcom’s ‘Text-To-Switch’ reform being introduced from 1st July 2019, we are asking: What is your Text-to-Switch strategy?
In an ever-changing world and with ‘Text-to-Switch’ nearly here, many are asking the question: how do we retain customers when they no longer need to speak to us, to leave?
Whilst pro-active activity through outbound telephony and digital channels, will of course play a part in the strategy, it’s going to involve a huge effort before we match the volume of touch points that we already have through our existing service channels.
We don’t believe you need some dark “Switchcraft” to win the day; it seems logical that retail, web chat, field and contact centre will all play a large part, for the more successful among us, in the new Text-to-Switch era.
At Blue Sky, rather than seeing the operation as two different functions: sales centres (revenue) and service centres (cost), we aim to add value to the customer at every touchpoint. We call it delivering “The Value Experience”™:
There are key skills ‘Agents of the Future’ will need. We believe ‘Create Value’ is one of those skills so here are some key pointers to crack on with.
What it is.
- Of course we want to create value for the business and the surest route is by ensuring we add value to the customer.
- This doesn’t have to be at a financial cost – what we don’t mean here is giving stuff away!
- Saving the customer time, adding pertinent bundles or changing to more useful tariffs are all ways that we can be of help to the customer that can help them stay with us for longer.
What it looks like.
- Being curious to our customer’s situation and potential needs in every interaction.
- Being hyper sensitive to the overall experience any customer we are dealing with has of us, not just the touchpoint they are in right now.
- Knowing that the right products make customers sticky…and the right multiple products can offer better value and make customers stickier!
What it doesn’t look like.
- Thinking silo’d job role or task rather than the customers whole experience.
- Not aiming to check in with each and every customer and add value at every opportunity.
- Only handling the enquiry that the customer has stated rather than exploring.
Download the Telco Case Study Pack
We’d love to share insight and stories of where we’ve worked with multiple Telcos to drive Advocacy, Accountability and Curiosity to deliver lasting outcomes across people, customer and business metrics.
- O2: net financial benefit in excess of £2.5 million per annum on the bottom-line, translating to a ROI in excess of 500%
- BT: Regional Manager, “This has been the best training we’ve ever had. It left our people more empowered and with better tools”
- Sky: 25% Uplift in conversion across product
You may agree with Blue Sky that what’s typically missing from most customer interactions in the UK is a real sense of curiosity: people who are genuinely interested in knowing more about their customer’s needs, expectations and wishes. But getting it right is like the holy grail.
The best for service companies we work with have a clear understanding about the importance of setting up a call for success. Advocating properly at the start of the conversation does three key things, take a look at what they are.
BT Enterprise Customer Service were looking to transform service and drive value through their customer experience teams.
Based on our successful, long-term relationship, Blue Sky were engaged to design and deliver Great Conversations, a top down, leader-led climate and culture transformation programme for customer experience teams across the division involving 600 managers and over 7,000 team members.