“The work has helped Hyde bring the voice of our customers into the heart of our decision making. We could not recommend them enough.”

TESTIMONAL:

BRIEF:

Hyde was facing a problem with its customers – although satisfaction scores were in the 80’s, there was a Net Promoter score of -4 in feedback surveys. The business was confused about the inconsistency of these measures and asked us to understand why / build a plan for change.

WORK:

Initial analysis identified that there were a number of basic tasks that were not being completed properly, leading to broken promises, and mistrust. A key issue was that customers felt as if they were not being listened to, or given the tools to make changes themselves. They were looking for ways to take control and have greater transparency.

The outputs from the research ranged from tactical Customer Service programs, to an overall 5 year customer experience strategy that could enable Hyde to transform it approach to customer experience within a heavily regulated market (which was of particular importance post the Grenfell catastrophe).

OUTCOMES:

Over 14 months, we worked with the Chief Customer Officer to develop a single version of the truth around customer needs, build the tools to help them solve problems and empower residents to help themselves.

Financial / operational benefits included:

  • Reduced repeat customer contact by 25%,
  • Gross cost efficiencies of £2.1million (customer)
  • Customer complaints reduced by 29%, customer satisfaction up to 83%
  • Increase agent confidence, and internal alignment on who the customer is
  • Focused interactions on ‘People orientated’ or ‘Process focused’

 

It also resulted in Hyde being short-listed for, and winning, a number of customer awards.