Our insurance client wanted to test the effectiveness of an automated approach to fraud detection.
Case Studies Type: Consulting
The Supporting People Team within Caerphilly County Borough Council historically has a magnitude of information to go through manually and paperwork.
Sophiya Adam is an Insurance Advisor at TL Dallas, currently working towards her Insurance Professional Level 4 and has been Winner of the UNA Newcomer in Insurance 2019 and nominated for the Women in Insurance Awards 2020.
DLS set themselves apart through their genuine insurance specialist expertise
Our client is a leading international financial services group based in Canada that helps people make their decisions easier and their lives better.
We believe outputs should be delivered as tailored and specific to the client as possible.
After working with us to assess the Consumer Services, Sales Team Leader (STM) population, we identified an opportunity to further develop the competencies required of a great STM.
As a refocus and refresh on customer service Davies was invited to design a learning intervention for 200 contact centre staff in Cumbria.
They were seeking a partner to support their Head of L&D in the selection process for a new Learning Management System.
There was a big cultural norm towards efficiency that focused on keeping the buses operating and the perception that this was the only thing that mattered.
RSA were aware that their in-house LMS (Cornerstone – rebranded internally as Horizon) was perhaps not being used to its fullest potential, with key learning not always reaching the intended individuals.
Championing Team Leaders to embed a skills development culture at the heart of Three’s customer operations
We made Three’s Team Leaders the heroes of service performance, and empowered them to deliver training & coaching to their advisor teams.
Affinity Water were embarking on a transformation of their customer experience to support their vision to be the UK’s leading community-focused water company.
The design of the programme was interactive and engaging, utilizing best practice and lots of bespoke examples scenarios from typical NEXT chats that the Advisors could relate to.
Marsh & McLennan has a very successful graduate scheme, but was unsure whether an apprenticeship programme was appropriate for this audience & whether it could add the already very successful graduate programme.
Marsh has a very successful graduate scheme, but was unsure whether an apprenticeship programme was appropriate for this audience & whether it could add the already very successful graduate programme.
With the launch of the Sales Executive Level 4 trailblazer apprenticeship Towergate hoped to redesign their Sales Programme and align it to the apprenticeship.
Right from the start Davies mapped out my journey. I knew which modules I could choose from and they gave me options that suited my sector; providing background knowledge that would have been able to difficult to acquire myself.
After completing my apprenticeship, I was promoted to work within the technical team of Aviva. Going forwards, I would like more exposure of the advice process and within the next year, I am aiming to enter an advice role.
I felt that the Team Leader Level 3 was a good place to start. I had done a lot of research on the apprenticeship and the CMI qualification prior to starting to ensure this was right for me and my future career.
Throughout my apprenticeship I was always impressed with the amount of support I received from my coach.
Davies has been very supportive with my learning and development, with support from both my coach and tutor. They have seen me through from a 16 year old school leaver, and given me all the means to progress, making sure I am fully supported with anything I aspire to do.
Electricity and gas supply is a complex service environment that is rapidly evolving. This means that employee knowledge needs to change fast too.
Skipton Building Society was launching a web chat option to its customers for the first time and sought our help before the ‘go live’ date to ensure that all advisors were consistent in tone and language to meet the needs of the largely mature and professional customer base.
One of the fastest growing energy suppliers asked us to help their key support teams improve the way they work with and look after the needs of customers in vulnerable situations.
Simba is a growing mattress company that asked for our support to establish its operation and position it for growth.
Halfords commissioned us to conduct a detailed analysis of their learning needs and provide advice, guidance and ideas for improvement to help drive and influence their learning strategy.
This organisation needed to improve its existing induction programme. They faced challenges of significant attrition with an average of 70% of new starters leaving during their induction.
A large international insurance firm had been conducting a customer feedback survey for years. But because the survey had been designed to elicit responses as unstructured data, the insurer had no simple way to analyse it, apart from manually reviewing a sample of comments. In short, the survey was of almost no business value.
While our client knew what was going on in its stores, it had very little insight into its contact centre. It wasn’t able to predict volumes or customer behaviour and couldn’t quantify reasons for calls. That, in turn, meant that it had no knowledge on which base efforts to improve the customer experience. We created a range of reports that deliver actionable insights.
When you have a wealth of customer interaction data at your fingertips, it pays to use it. The marketing department at a leading retailer agreed – but historically, that data had only been analysed and used for staff coaching.
With a team of more than 550 customer service advisors, Vitality manages over one million calls every year. Many of these are highly sensitive, focused on health and life cover and claims – and with a reputation for award–winning customer service to protect, it’s essential that Vitality’s advisors handle these calls correctly.
We helped Argos maximise value in customer conversations by using a ‘Sales Through Service’ approach.
NEXT’s chat channel was being rated via customer feedback on ‘Rant and Rave’.
The main driver for the project was to ‘Balance’ efficiency with a high quality customer experience, a common driver for training projects in modern contact centres.
We conducted on-site analysis at the Autoglass HQ in Bedford, UK. From call listening, focus groups with all levels of staff and an analysis of systems and process, we identified several areas of opportunity, including:
Spire Healthcare wanted to improve their telephone call handling and the overall patient experience.
With over 26 million customers and US $860 billion of assets under management, Manulife is one of the world’s largest financial services providers.
Kent Reliance is a building society with 150 years of experience.