Quality challenge
To support our ability to provide the Best Deal, we shall improve quality in our internal processes, thereby securing cost leadership and improved customer perception of quality. We will invest in areas that we believe will generate the highest return. For example, by making sure that we handle the root cause of a problem for the customer, we can minimize the number of calls to the call center, i.e. we can lower the customer care cost. This will help us not only to achieve cost leadership, but also to deliver better and more consistent services to our customers. We always prioritize according to the end user impact, when focusing on internal processes.
Key priorities
- Review quality measures for relevance based on what customers say is important.
- Measure and manage relevant KPIs in critical areas in order to improve operating efficiency and the quality of services delivered to customers.
- Develop a quality model by synchronizing people, processes, and systems around customer experiences.
Success case
In Russia, we experienced a tremendous growth during 2010 and increased our customer base by roughly 26 percent. It is of crucial importance that we have an outstanding customer service, to positively influence the customers’ quality perception of Tele2. For customer service in Russia, we are working in a focused way with three main concepts:
- Resolution – welcome customer complaints and encourage customers to talk to us about their problems.
- Relation – show empathy for our customers and understand their problems.
- Availability – it should be easy to reach our call center.
By working with these three concepts we have managed to increase our customer satisfaction level from 92 to 94 percent, while decreasing our cost per customer by 9 percent during 2010. Going forward, this is of great importance for our continued success in Russia and such learning will be spread to the rest of our footprint.