When it comes to giving customers a reason to stay loyal,financial service companies are feeling the pinch. Ever-evolving digital demands mean customers want easy access across multiple touch points, and personalisation has become a top priority in providing a service they can trust.
Telecommunications providers enable our connected world and their customers have high expectations. In an always-on digital age, survival is not just about delivering omnipresent connectivity, it’s about protecting revenue streams and driving loyalty at every customer touch point.
While sales powers the retail industry, competitive advantage is driven through customer loyalty. That means retailers have to work even harder to show their customers they value their loyalty and time.
It’s a fierce market out there for airlines across the globe. Changing customer behaviour and a push to innovate means airlines have to deliver an excellent customer experience across multiple digital touch points – all while staying profitable and embracing the travel tech revolution.
Helpdesk clients should enjoy the same experience as your customers. Yet because the service is tech-oriented, it’s often low on the priority list. Here’s how you can transform your help desk into an employee-first operation AND reduce costs.
Leaders in the sales of DIY, home improvement and building material, Massbuild comprises 105 stores under the Builders Warehouse, Builders Express, Builders Trade Depot and Builders Superstore brands.
Vodacom is a leading African mobile communications company providing a wide range of services including mobile voice, messaging, data and converged services to over 57.5 million customers. Its vision is to offer the best network, best value and best service across its mobile network of around 200 million people on the continent.
Couple a challenging economic and political climate with an industry in the throes of a rapid digital evolution and it is little wonder that reducing costs and driving efficiencies is on top of every executive’s wish list.
iiNet is the third largest internet service provider in Australia. Competing head to head with major industry players like Optus and Telstra, it uses its unique entrepreneurial flair and intense focus on customer service to stand out from competitors and win market share. iiNet’s service philosophy is intrinsic to its business. It places great importance on customer interactions and demands high levels of technical call resolution ability and skills from its agents. This is measured through the use of Net Promoter Scores®.
Cell C is one of South Africa’s largest mobile phone operators and offers a wide range of products and services, including voice, data and messaging services to more than 13 million customers. As a relative newcomer, Cell C’s initial low cost penetration and retention strategy had been based on highly competitive pricing models. With a new leadership team at the helm, Cell C was focused on driving growth through new market and pricing strategies that would boost market share and customer retention rates.
Millions of customers buy their groceries and products from ASDA.com every week in the UK. Part of the Walmart family, ASDA earnings make up 31% of the group’s income which serves 18 million weekly shoppers across the globe. In the UK, ASDA continues to differentiate itself in a fiercely competitive market by retaining its position as the lowest cost-to-operate supermarket.
Merchants’ Service Desk Facility in Randburg, Gauteng, supports 28 blue chip end user computer service desks for the Dimension Data Global Service Centre. The Service Desk offers Tier 0 to Tier 2 Technical Support with 200 seat capacity delivering complex technical support to the end users.
Established in 2000, iSelect is one of Australia’s most well-known health insurance comparative websites, in 2010/2011, the company diversified its offering to include car and life insurance, home loans, utilities and broadband.
Customer Management Outsourced Service Providers (OSPs) have often been castigated for their lack of technological innovation and an unwillingness to invest in evolving technologies ahead of client demand. This is hardly surprising. In an increasingly tight margin business, speculative investment represents a degree of risk few OSPs have the appetite for. As a result, OSPs – no less than their clients – often depend on outmoded, inflexible technological infrastructures that are expensive to maintain, uneconomical to change, and prohibit access to technological innovation.
South African Airways (SAA) is the country’s national airline carrier and services most major domestic and international routes. Like many airlines the world over, SAA operates under immense cost and operational pressures in the face of challenging economic conditions in a highly competitive industry. Though customer service levels have improved, back office processes were hindering effective service delivery. The organisation had a requirement to streamline these business processes to drive improved efficiencies across its contact centre and strengthen the brand nationally and internationally through consistent levels of service.
South African Airways (SAA) is South Africa’s national airline carrier. A state-run entity, it services all major domestic and international routes. Like many airlines the world over, SAA is operating under immense cost and operational pressures in the context of the global economic recession, but compounding its poor performance were deep-rooted operational flaws and inefficiencies that were crippling its service delivery and doing incredible damage to the airline’s brand, both domestically and internationally.
As businesses become more dependent on IT, connectivity and online services, the technical Service Desk operation becomes necessary for most large organisations. A smooth-running Service Desk can have a positive impact on employee productivity and levels of satisfaction with their job as technical issues are dealt with swiftly and efficiently.