Brand Reviews/Reputation Development/Customer Service & User Experience Development Case Studies
Here are some of our success stories:
- Tom was lead initiator and developer of the Customer Service Index for one of Canada’s largest, and now, most successful banks. The company embarked on research to understand the most important service attributes customers wanted from the staff of their bank provider. It was amazing to see the reaction of staff once they understood what their customers wanted. It was like someone turned on the lights. The key to success was helping staff understand that this was easy to do and well within their ability to deliver. More importantly, staff agreed because it was easy to do. No one ever told them. Ever since, TD Canada Trust has been rated by J. D. Power as Canada’s top rated bank.
- Tom led the complete overhaul of instruction manuals at Bell Aliant to ensure the instructions for highly technical products were clear and easy to follow.
- Tom led the repositioning and renaming of Atlantic Blue Cross – to MedaVie Blue Cross (bilingual was an absolute necessity). Led the creation of a research strategy to determine what service attributes customers wanted most from their health service provider. Once defined, trained staff to deliver on the attributes.
- Tom led the repositioning of Canada’s largest telco from one that was simply a provider of technology to one that demonstrated how technology solutions empowered customers to make their lives easier.
- In an industry rife with service issues, for one of Canada’s largest real estate companies, recognizing that the service needs for consumers looking for a new home vs. selling an existing one were different, Tom led the research and development of a training program that helped real estate agents understand the most important service attributes on both the listings side and sales side of the deal. They aren’t the same.
Here are some of our success stories:
- Tom introduced and led transformational change by initiating the idea for the development of a sales culture in a bank. Talk about shifting paradigms…… Staff didn’t go to work for a bank ever expecting they would need to learn how to sell. The idea sent shock waves through the organization. Among the uninitiated, being a sales person carried connotations of hard sell. Staff were not attracted to banking careers to sell. Tom shifted what he referred to as the “rubber pinstripes syndrome” by re-positioning selling from the hard sell image staff had to one of sales being the essence of providing great service to consumers by asking the right questions to more accurately determine their needs and then match somewhat complex products to them. Selling was positioned as the highest form of service. Staff embraced the concept so strongly that the culture at the branch level changed much faster than expected. Training staff to ask the right questions to more fully understand customer needs helped staff understand this was actually something their customers wanted. It resulted in a quantum leap forward in building the bank’s image as a friendly, helpful bank. Customer satisfaction soared.
- To help staff overcome their fear of getting involved in the community and approaching customers to build relationships, Tom polished off an old idea, the Good Sport Award, and breathed new life into it. It enabled staff to approach organized sporting organizations offering the award for players on every team. The goodwill created was so successful that consumers approached branch staff wanting to book appointments to discuss their needs. It really resonated with potential customers as an effective way to motivate kids to try their best (not necessarily be the best) and build engaged communities.
- When leading RSP business development campaigns, Tom noticed no one wanted to the job and you ended up with individuals who felt it was a burden, not an opportunity. Tom re-positioned the role so that it was highly desirable to take on. It was communicated to staff that if you wanted to get ahead in a sales culture you needed to belly up and show what you’re made of. Staff no longer reluctantly took on the role. You had to apply for it and only the most motivated to succeed got the job. Results soared.
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