Case Studies

I have worked with large, multi-national organisations and smaller businesses alike as the principals remain the same. These case studies will give you some insight as to how I can work with and for you, whatever your size.

Large FTSE100 Organisation
This organisation’s challenge was their large, complex customer journey, which had multiple customer touchpoints.  It was also lacking a singular customer-led view.

They approached me because they recognised that their customer journey required a complete overhaul.  It was driven by several different divisions, working independently of each other.  This gave mixed messages to the customer and lacked engagement and personality.

They were, however, also very mindful of the need for each division to hit sales targets and reduce costs and understood that this could be influenced by the customer journey.

I was asked to deliver 4 key goals:

  1. Completely re design the customer journey, connecting in new ways, which would differentiate their experience
  2. Encourage cross-selling in a way that didn’t interrupt the customer’s experience
  3. Reduce costs by incorporating clear, relevant and timely information and reassurance, minimising the need for customer contact
  4. Gain the support of each divisional Director, ensuring that each one felt the right level of involvement

The success of this project relied heavily on collaboration, commercial acumen and a clear customer viewpoint.

Working on behalf of the Marketing Director, I closely involved each divisional director, Operations and the Insight team.  This was strongly underpinned by workshops with the customer-facing teams to establish quick wins and understand immediate customer needs.

Key aspects of the project included:

  • A series of board-level presentations to gain support, share insights and provide updates
  • Senior level one-to-ones to enable a framework of individual perspectives
  • Full customer journey mapping, covering:
    • A breakdown of the journey into clearly defined, customer-driven sections
    • Key moments for the customer
    • Relevant positioning for cross-selling
    • Seamless transitioning across the whole journey
    • How to connect with the emotional elements of the customer’s journey (eg. Fear, trust, excitement, etc.)
    • The move from corporate communication to a conversational and engaging approach
  • Training of relevant personnel to support ongoing changes
  • Data analysis and review
  • Review of IVRs (Interactive Voice Response)
  • Presentation to the Exec Board on social media engagement (as opposed to social media broadcast marketing)

Fast-growing, Online Travel Organisation
After experiencing enormous success, turning a small start up into a multi million pound business, this organisation realised that they needed a complete overhaul on their engagement.

This project was more people-focused.  They realised that to really engage the customer, first they had to re engage their people, many of whom missed the feel of the small business.

I was approached because the core of our business is engagement – and employee and customer engagement were two key factors in their strategy. But this was initially a toe-dipping exercise.  They wanted to gain some quick wins, understand where focus should be and commence staff engagement.  Widespread changes were also afoot so any work had to be flexible, withstand a climate of relative uncertainty and fit within a limited budget.

Key aspects of our project included:

  • One-to-ones with the senior team to draw out facts, tolerances and aspirations to establish a rounded picture
  •  Innovation and quick win workshops with contact centre teams to commence staff engagement and create a strong snapshot of required focus areas
  • Initiation of a Voice of the Customer programme, along with a recommended roadmap
  • The introduction of contact centre-led projects, with the objective of engaging and motivating staff, creating closer collaboration with contact centre agents and raising the profile of the contact centre within the rest of the organisation

Both organisations were provided with a new understanding and a strong springboard from which to continue their move to a customer-led culture.