Sales Through Service, Customer Experience, Soft Skills Training
SPIRIT BEHAVIOURS
Create the Future, Get it Done Together, Experiment and Learn Fast, Earn Customer Loyalty
In January 2023, we partnered with Vodafone UK and implemented the Sales Through Service (STS) project. We empowered our team to address customer needs while promoting sales growth. Our front liners delivered exceptional service and converted successful prospects into satisfied customers. We resolved customer queries with additional benefits such as improved customer experience, revenue generation for the business, and personal empowerment for the agents. Our implemented strategies met our Average Handling Time (AHT) targets throughout the customer interaction process and positively impacted the First Contact Resolution (FCR). After building a robust STS module, we collaborated with the Learning and Development team to incorporate STS materials into the induction process for new hires. We formed an STS Squad from the Operations, Sales Excellence, Quality, and Compliance teams to review our performance and continuous improvements. The STS Bonus Scheme required significant effort and involvement from various stakeholders, and we successfully rolled out the new bonus structure for PrePay advisors, which positively impacted attrition rates and contributed to increased compliance within the organisation.
Challenges and Solutions
Challenges
Our PrePay concept needed our front liners to be equipped with handling skills and sales expertise. We required our advisors to embrace STS as a new KPI and adopt a new mindset of offering STS to customers. The ramp-up plan at the start of 2023 was complicated since 70% of the team consisted of new hires. We planned for a successful launch in February 2023 and customised the STS Soft Skills materials to train our entire team and reduce the overhaul of the outbound process in outbound calls.
Solutions
We developed customised training materials focused on STS and soft skills and trained 214 agents and 17 leaders across our locations. We addressed project management recommendations for planning and training to improve project efficiency. We conducted a time and motion exercise to analyse the impact of STS on AHT and supported our partners in understanding the expected AHT with established strategies. We conducted sessions to raise awareness about compliance guidelines and shared valuable lessons from the STS launch to promote knowledge-sharing and continuous improvement. In February, we achieved our targets and surpassed our competition in FCR and ANR.
Value and Impact
Enhanced customer satisfaction and fostered long-term loyalty.
Created a strong advisor portfolio.
Expanded the STS initiative to other lines of business.
We created new hubs in Albania and Malaga, making them a place for new skill profiles. We established a trading model, processes, operations, and new EVO company codes. We created brand-new companies in new geographies while establishing and constructing building blocks that will continue to unlock immense potential in the coming years.
We developed an online platform for our customers and back-office team, an automated order assurance journey, and an integrated inventory view. This cloud-based platform supported continuous improvement through an agile delivery model.
In 2022, we changed the outdated Feedback Loop (FBL) process and the complaints management system. We introduced a new and leading complaints process to instantly address errors and customer concerns across all lines of business. We partnered with the Vodafone UK central team to transform the process, systems, and tools and the HR-ER, Operations and CXX teams to reform consequence matrix management.