Traditionally, the retailer had not invested heavily in non-retail facing customer experience. Regional support services for customers were sporadic and inconsistent. At one point, there were over 5,000 emails that had not been read. At another location, customer support ceased for a period of six weeks without the central customer support function being made aware of the stoppage. There was a lack of formalised internal processes to manage customer queries from point of receipt to resolution. The lack of a centralised tool to manage queries meant that the retailer was unable to produce meaningful management information for team managers, and the wider business.
The team are now working from a centralised location and all customer queries are managed to strict service level agreements. This enables a standardisation of how customer experience is delivered by the retailer across its entire geographical footprint, while also enabling growth into new territories and channels as the business develops in the future. The new model allows the retailer to engage with customers in a more meaningful way and further drive brand value. It also highlighted the importance of managing the brands social media presence to mitigate brand damaging incidents and making the most of positive social media interactions.