Case Studies
Proven Stellar Results!
Investing in outstanding customer experience (CX) isn’t just good practice, it’s a proven strategy for financial growth, customer loyalty, and brand differentiation. Companies who prioritize CX grow revenues up to 8% faster (Bain & Company) and according to Forrester research, 84% of companies improving their CX report an increase in revenue. I’ve proven that B2B customers who score a business higher in NPS spend 20-30 times more in value than customers who rate as detractors, and in B2C, that can rise to a huge 140% more value spend!
Cost savings and process efficiency are also a significant benefit of a customer centric approach, allowing you to focus investment and resource on the stages of the customer journey most likely to create a high return on investment.
Below you’ll find case studies, to give you a flavour of some of the benefits working with Stellar CX could bring to your business:
Reducing Financial Risk Through Voice of Customer Feedback
B2B
The Pain Point: The customers featured in this case study were distribution partners of a manufacturing company. We helped this business to implement a Voice of Customer (VOC) survey, which uncovered feedback regarding issues with Electronic Proof of Deliveries (EPODs) not being received by the customer. The company had been completely unaware of the issue, however, as a result, invoices could not be reconciled with delivery receipts, causing payment delays. This insight prompted further investigation, which identified over 800 outstanding confirmations, posing an estimated £2 million invoice risk to the business. The Resolution: Using multi-functional “CX Influencers”, a project team was quickly brought together to do a root cause analysis. It became clear that certain processes were being by-passed, and some technology issues were contributing to this. The procedure was subsequently reviewed and updated, training was rolled out to the teams and crucially metrics were defined, with clear KPIs put in place to ensure ongoing adherence. The Results: Using the core principles of the Stellar CX approach, mapping the problem with VOC, defining the issue with a cross-functional team and creating clear measurement and tracking of the result, led to almost £1.8m of the £2m outstanding invoice risk being quickly wiped out. The collaborative “CX Champion” approach between the different functions created shared ownership and a willingness to change which drove action far faster than before, whilst crucially, introducing clear, measured and reviewed KPIs created clarity and focus to prevent future issues and oversight. Customer metrics improved with CSAT in this area increasing from 4/5 to 4.4/5 and verbatim feedback from senior leaders in the customer businesses was overwhelmingly positive, as their own financial risk had been reduced significantly due to the reconciliation of electronic proof of deliveries and invoices. Being able to demonstrate a clear reduction in financial risk to the business through this project also had the positive impact of increasing interest in the Voice of Customer feedback across the whole organisation, including functions that previously did not see the true benefit, learnings from this project were applied to others.
Improving Customer and Employee Satisfaction Through The Identification Of Key Pain Points
B2C
The Pain Point: Implementing Voice of Customer (VOC) surveys at key stages in the customer journey for this business, identified through a recent customer journey mapping exercise, revealed that the call centre dealing with end user enquiries was being inundated with high volumes of customer calls from customers enquiring about delivery ETAs on the day and simple order and product queries. Around 35% of the call traffic into the call centre was for these simple queries, which was creating a backlog in order processing and other more complex work for the team. This started to cause employee frustrations as their time was consumed by these calls, which due to outdated internal systems often resulted in them being unable to give the customers the information they were seeking. In turn, this created a high level of customer frustration with customers complaining of wasted time, lack of communication and uncertainty around stock and delivery times creating stress and concern. The Resolution: Following the review of the customer journey, where we took both employee and customer feedback to map key customer pain points, we worked with the team to identify the areas most in need of an overhaul to create improvement in customer satisfaction (C SAT). Following this we then worked with the various stakeholders to define the customer needs and expectations, which were not only based on their experience with our business but also on their increasing digital experiences at home and work. A sound business case was created and approved, which allowed work to commence. Working closely with the Digital team, CX led the specification and customer testing of an app’ allowing customers easy access 24/7 to information and status updates on their orders and a delivery tracker facility that could be accessed both via the app’ and online to suit all customer needs. The Results: Having the app’ available to customers reduced call volume into the call centre by 25%. This meant the resource required for answering these types of calls reduced significantly, allowing the team to save cost and redistribute experienced staff to more complex customer calls requiring the human touch. Customers really valued the fast and personalised responses and consequently this, combined with access to the new app’, saw CSAT improve from 3.05/5 to 4.6/5 and Net Easy scores increase for the whole business. Employee experience scores also improved significantly with team members dealing with fewer frustrated customers. Analysis of cost savings, including a reduction in customer complaints showed an ROI for the project of circa 500% over 5 years, on track to exceed the business case projections.
Increasing CSAT & NPS Through Proactive Customer Communication
B2B
The Pain Point: A review of the customer journey in this company revealed that B2B customers were becoming increasingly dissatisfied due to not being informed of stock delays on orders until the actual day of delivery when they would find out that that part of their order was missing. The impact of this was to create delays to their customer work schedules, which could result in hefty fines for late completion and in some cases even cancellation of their projects. Customer Satisfaction (C SAT) around delivery communications for this reason was scoring very low at 2.5/5 and NPS had dropped by almost ten points meaning customers were less likely to recommend the business to others. The Resolution: Journey mapping and VOC revealed the issue, after which functions worked together to develop a proactive stock out report. This new report allowed for new proactive stock communications to go out in advance to customers with an apology. This allowed sufficient time for customers to substitute a product with an alternative or adapt work schedules to avoid delays and fines. The Results: The business is now able to ensure 97% of delayed orders are communicated well in advance. As a result, C SAT improved for this area – 2.5/5 to 4.4/5 and increased trust in the brand saw NPS improve by over ten percentage points for this customer group.