Lithys: Digital Customer Excellence Awards

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"The Lithys" recognize and celebrate customers that are using Lithium to solve problems, create new products, innovate and engage with their customers at entirely new levels to create true business value.

2016 winners were announced and celebrated at the LiNC Bash & Lithy Awards Ball on June 9, 2016. More on the 2016 Lithys.

You can browse all previous entries and winners by using labels & statuses below or by clicking here.

The stories are amazing.


 
New Idea
Status:
2016 Lithy Winner

Lithys 2016: TELUS - Excellence in Customer Satisf...

By JaniceK

Lithys 2016: TELUS - Excellence in Customer Satisfaction

Status: 2016 Lithy Winner
by Lithium Technologies JaniceK ‎04-26-2016 11:24 AM - edited ‎05-21-2016 02:20 PM

Untitled23.pngCompany:  TELUS

Entry submitted by: Scotty Jackson (Sr. Strategy Manager)

Community: TELUS Neighbourhood

Lithy category:  Excellence in Customer Satisfaction

 

TELUS is Canada’s fastest-growing national telecommunications company, with $12.5 billion of annual revenue and 12.5 million customer connections, including 8.5 million wireless subscribers, 1.5 million residential network access lines, 1.6 million high-speed Internet subscribers and 1.0 million TELUS TV customers. TELUS provides a wide range of communications products and services, including wireless, data, Internet protocol (IP), voice, television, entertainment and video, and is Canada's largest healthcare IT provider.

 

Putting our Customers First

 

Our top priority since 2010 is putting our customers first. We do this by consistently delivering exceptional client experiences and winning the hearts and minds of Canadians on our journey to become a world leader when it comes to the likelihood that our customers recommend our products, services and people.

 

We know that listening to our customers is an integral part of our Customers First journey and that taking action based on what they say is just as important. Over the years, we’ve worked harder to identify what our customers are looking for and delivered products, services and experiences that met their expectations.

 

Every team member, regardless of their role, has a responsibility to put customers first, which is why we have continued to integrate a Customers First culture across the organization.

 

How We Executed Our Customers First Initiative

 

In 2015, we reimagined our social strategy, developing a new operations team focused on not just customer service and engagement, but on content development and deep communication skills. Pairing this team investment with existing LSW capability, the launch of the Tribal Knowledge Base inside our community, the TELUS Neighbourhood, and publishing capability, we have developed and implemented a virtuous cycle of customer listening, engagement, and needs fulfillment (see supporting visual).

 

This meant redefining and redesigning the role of social operations, its job description, and its day to day functions. We diligently tested and recruited for this newly redefined role, and have worked with the successful team members to provide them with increased levels of access to and capabilities within both LSW and our community, the TELUS Neighbourhood.

 

Our goal was to create a team rooted in both service and content creation excellence who could look at customer questions as unmet demand for support content, then work to meet that demand with social and crowdsourced content. In doing so, we engage and satisfy our users while saving organizational cost. Through our revamped operational team, their access to content creation, adoption of LSW publishing and campaign capability, and their access to management of and response to Ideas, Blog, and Articles (TKB) conversations, we have effectively realized that goal.

 

A key example of this strategy in action was our development and maintenance of a software update schedule. Upon hearing social conversation and having customer concerns expressed, we were made aware of an opportunity to more transparently share the process for and schedule around delivering software updates to mobile devices. We created a Blog post and Article that addressed these needs, and have leveraged them to great success in fielding inquiries and concerns.

 

A second example was the StageFright campaign. When Android customers were vulnerable to the StageFright exploit and it started gaining media attention and driving social conversations, we wanted to get in front of the questions. As such, we rapidly developed an Article about the StageFright vulnerability, leveraging content from users already posting. Customers could then be referred to this not only in social, but via our IVR when phoning in and through a mass text campaign where we promoted the Article and community to all Android device users.

 

Untitled25.png

 

Our Q1 2016 Success Results

 

A summary of the benefits realized in Q1 2016:

 

  • 98% customer satisfaction
  • 90% likelihood to recommend TELUS (NPS)
  • 89% likelihood to share experience
  • > 11,000 Twitter and Facebook conversations and over 30,000 responses sent
  • 80% of Twitter conversations responded to in 35 minutes or less
  • > 1,600 community posts, 90%+ community-created
  • > 330,000 unique community visits
  • Offsetting of over 66,000 live contacts (call, email, web chat, or store visit)
  • $3.6M in annualized operational savings

Untitled23.pngCompany:  TELUS

Entry submitted by: Scotty Jackson (Sr. Strategy Manager)

Community: TELUS Neighbourhood

Lithy category:  Excellence in Customer Satisfaction

 

TELUS is Canada’s fastest-growing national telecommunications company, with $12.5 billion of annual revenue and 12.5 million customer connections, including 8.5 million wireless subscribers, 1.5 million residential network access lines, 1.6 million high-speed Internet subscribers and 1.0 million TELUS TV customers. TELUS provides a wide range of communications products and services, including wireless, data, Internet protocol (IP), voice, television, entertainment and video, and is Canada's largest healthcare IT provider.

 

Putting our Customers First

 

Our top priority since 2010 is putting our customers first. We do this by consistently delivering exceptional client experiences and winning the hearts and minds of Canadians on our journey to become a world leader when it comes to the likelihood that our customers recommend our products, services and people.

 

We know that listening to our customers is an integral part of our Customers First journey and that taking action based on what they say is just as important. Over the years, we’ve worked harder to identify what our customers are looking for and delivered products, services and experiences that met their expectations.

 

Every team member, regardless of their role, has a responsibility to put customers first, which is why we have continued to integrate a Customers First culture across the organization.

 

How We Executed Our Customers First Initiative

 

In 2015, we reimagined our social strategy, developing a new operations team focused on not just customer service and engagement, but on content development and deep communication skills. Pairing this team investment with existing LSW capability, the launch of the Tribal Knowledge Base inside our community, the TELUS Neighbourhood, and publishing capability, we have developed and implemented a virtuous cycle of customer listening, engagement, and needs fulfillment (see supporting visual).

 

This meant redefining and redesigning the role of social operations, its job description, and its day to day functions. We diligently tested and recruited for this newly redefined role, and have worked with the successful team members to provide them with increased levels of access to and capabilities within both LSW and our community, the TELUS Neighbourhood.

 

Our goal was to create a team rooted in both service and content creation excellence who could look at customer questions as unmet demand for support content, then work to meet that demand with social and crowdsourced content. In doing so, we engage and satisfy our users while saving organizational cost. Through our revamped operational team, their access to content creation, adoption of LSW publishing and campaign capability, and their access to management of and response to Ideas, Blog, and Articles (TKB) conversations, we have effectively realized that goal.

 

A key example of this strategy in action was our development and maintenance of a software update schedule. Upon hearing social conversation and having customer concerns expressed, we were made aware of an opportunity to more transparently share the process for and schedule around delivering software updates to mobile devices. We created a Blog post and Article that addressed these needs, and have leveraged them to great success in fielding inquiries and concerns.

 

A second example was the StageFright campaign. When Android customers were vulnerable to the StageFright exploit and it started gaining media attention and driving social conversations, we wanted to get in front of the questions. As such, we rapidly developed an Article about the StageFright vulnerability, leveraging content from users already posting. Customers could then be referred to this not only in social, but via our IVR when phoning in and through a mass text campaign where we promoted the Article and community to all Android device users.

 

Untitled25.png

 

Our Q1 2016 Success Results

 

A summary of the benefits realized in Q1 2016:

 

  • 98% customer satisfaction
  • 90% likelihood to recommend TELUS (NPS)
  • 89% likelihood to share experience
  • > 11,000 Twitter and Facebook conversations and over 30,000 responses sent
  • 80% of Twitter conversations responded to in 35 minutes or less
  • > 1,600 community posts, 90%+ community-created
  • > 330,000 unique community visits
  • Offsetting of over 66,000 live contacts (call, email, web chat, or store visit)
  • $3.6M in annualized operational savings

Status:
2014 Lithy Winner

Lithys 2014: TELUS - Excellence in Customer Satisf...

By JaniceK

Lithys 2014: TELUS - Excellence in Customer Satisfaction

Status: 2014 Lithy Winner
by Lithium Technologies JaniceK ‎04-11-2014 12:34 PM - last edited on ‎04-28-2014 08:55 AM by Community Administrator Community Administrator

Company: TELUS 

Entry submitted by: Scotty Jackson (deturbulence) Sr Strategy Manager

Community: TELUS Neighbourhood (forum.telus.com

Lithy category: Excellence in Customer Satisfaction 

 

At TELUS, we put customers first – This is underlined by our Customer Declaration.

 

We're not perfect, but our employees are deeply motivated to consistently delight our customers. We know that getting better means making sure we're listening to you.

 

That’s why we’re embracing new ideas that will make your TELUS experience better, everyday. We’re on a journey to build on your trust by being clear, helpful and dependable.

 

In other words, at TELUS, we put you first.

 

Within TELUS, our social media team plays an important role in bringing our Customer Declaration to life.

 

In 2010, we started listening and responding to customer mentions of “telus” on Twitter. This was done using our enterprise platform (Radian6) with a very small team of contact centre agents, looking at only our Mobility line of business.

As we gained experience and the channel became more active, we found we could not only serve customers, but also exceed their expectations by listening to discussions and engaging.

 

In 2012, we added additional agents to support Home Services and created more robust processes to enable communication and hand-offs between operations, public relations/corporate communications, and marketing. These processes have evolved into meaningful partnerships, with the business aligning behind common goals of putting our customers first, and having teams that historically did not inter-operate collaborate on a daily basis.

 

Having established a uniquely agile and cross functional team, we have been able to consistently exceed our client’s expectations. By building relationships through Twitter, Facebook, and our online community, we have increased customer loyalty which is reflected in our 77% Top 2 Box Likelihood to Recommend and 88% Top 2 Box customer satisfaction client survey results.

 

Screenshot from http://twitter.com/telussupport

 

As we, from a social service standpoint, were getting more and more involved in delivering customer experience and support through engagement, we found that we needed tools and technologies focused on engagement to suit the needs of this growing channel.

 

To that end, in the back half of 2012, we undertook an evaluation of a multitude of social tools to not only underpin our engagement and customer experience needs, but also to grow our social capabilities. We selected Lithium Social Web as the best tool for our needs based on routing, case management, tagging, and reporting. These capabilities not only empowered the operational teams to really own social engagement, but also gave them credibility internally.

 

In early 2013, LSW was implemented, enabling our operational team with clear lines of accountability and responsibility on a case by case basis, also giving us insight to volumes, times, and topics of conversation. Supported by this capability, we opened our historically closed Facebook wall to customer posts, allowing customers another communication channel with TELUS, and in to a sustainable workflow process.

 

To further our strategy of putting customers first and our goals of delivering strong social experiences, we began work on the TELUS Neighbourhood, a Lithium community, in March of 2013. Launching in June, our community serves as an opportunity to ensure support content does not expire/evaporate as it does on Twitter (due to Twitter’s velocity), as well as to enable the growth of superusers and brand advocates. Further, we can leverage it as a draw to bring social experiences on-domain, closer to self serve capabilities and to shopping.

 

Screenshot from http://forum.telus.com

 

Our efforts in the social space have taught us the need to develop people and skillsets directly related to social service. To that end, we are developing a formalized team (outside of the typical contact centre agent pool) with a distinct mandate, learning and development track, and set of success metrics to properly grow and sustain our social service efforts. This team will own all operational activity, and will continue the active collaboration with PR and marketing teams.

 

As we move in to 2014, we are finding new ways to leverage social insights internally. We are partnered with web teams, as our community activities demonstrate content customers are most hungry for, based on authorship and views, which inform web development and content authoring/promotion. Operational enablement teams are also receiving our feedback and insights to better tune our processes.

 

Additionally, we are able to springboard off of our community design and internal partnerships to launch TELUS Ideas, providing us yet another stream of insights in to the customer experience, directly from customers. This, coupled with our work to introduce a gamification strategy, continues to unite the organization internally to better hear and serve our customers.

 

In 2013:

  • Twitter
    • 56k+ engagements
    • Ended year by reaching an average total response time of 25 minutes in Q4
    • Quality survey results say:
      • If a colleague, friend or family member were looking for services such as home phone, Internet, TV or Wireless, what is the likelihood that you would recommend TELUS to them? 77% Top 2 Box
      • How would you rate the performance of the TELUS social media support agent for the level of service you received? 88% Top 2 Box
      • After your experience with TELUS’ social media support team, how likely are you to share your experience with others? 86% Top 2 Box
  • Facebook
    • 6.3k+ engagements
    • Ended year by reaching an average total response time of 118 minutes in Q4
  • TELUS Neighbourhood (Lithium Community)
    • June launch
    • 5.6k+ forum posts
    • 1.3k+ Accepted Solutions
    • Estimated 28.7k+ live contacts displaced
    • 11k+ completed registrations, 254k+ logins

 


Company: TELUS 

Entry submitted by: Scotty Jackson (deturbulence) Sr Strategy Manager

Community: TELUS Neighbourhood (forum.telus.com

Lithy category: Excellence in Customer Satisfaction 

 

At TELUS, we put customers first – This is underlined by our Customer Declaration.

 

We're not perfect, but our employees are deeply motivated to consistently delight our customers. We know that getting better means making sure we're listening to you.

 

That’s why we’re embracing new ideas that will make your TELUS experience better, everyday. We’re on a journey to build on your trust by being clear, helpful and dependable.

 

In other words, at TELUS, we put you first.

 

Within TELUS, our social media team plays an important role in bringing our Customer Declaration to life.

 

In 2010, we started listening and responding to customer mentions of “telus” on Twitter. This was done using our enterprise platform (Radian6) with a very small team of contact centre agents, looking at only our Mobility line of business.

As we gained experience and the channel became more active, we found we could not only serve customers, but also exceed their expectations by listening to discussions and engaging.

 

In 2012, we added additional agents to support Home Services and created more robust processes to enable communication and hand-offs between operations, public relations/corporate communications, and marketing. These processes have evolved into meaningful partnerships, with the business aligning behind common goals of putting our customers first, and having teams that historically did not inter-operate collaborate on a daily basis.

 

Having established a uniquely agile and cross functional team, we have been able to consistently exceed our client’s expectations. By building relationships through Twitter, Facebook, and our online community, we have increased customer loyalty which is reflected in our 77% Top 2 Box Likelihood to Recommend and 88% Top 2 Box customer satisfaction client survey results.

 

Screenshot from http://twitter.com/telussupport

 

As we, from a social service standpoint, were getting more and more involved in delivering customer experience and support through engagement, we found that we needed tools and technologies focused on engagement to suit the needs of this growing channel.

 

To that end, in the back half of 2012, we undertook an evaluation of a multitude of social tools to not only underpin our engagement and customer experience needs, but also to grow our social capabilities. We selected Lithium Social Web as the best tool for our needs based on routing, case management, tagging, and reporting. These capabilities not only empowered the operational teams to really own social engagement, but also gave them credibility internally.

 

In early 2013, LSW was implemented, enabling our operational team with clear lines of accountability and responsibility on a case by case basis, also giving us insight to volumes, times, and topics of conversation. Supported by this capability, we opened our historically closed Facebook wall to customer posts, allowing customers another communication channel with TELUS, and in to a sustainable workflow process.

 

To further our strategy of putting customers first and our goals of delivering strong social experiences, we began work on the TELUS Neighbourhood, a Lithium community, in March of 2013. Launching in June, our community serves as an opportunity to ensure support content does not expire/evaporate as it does on Twitter (due to Twitter’s velocity), as well as to enable the growth of superusers and brand advocates. Further, we can leverage it as a draw to bring social experiences on-domain, closer to self serve capabilities and to shopping.

 

Screenshot from http://forum.telus.com

 

Our efforts in the social space have taught us the need to develop people and skillsets directly related to social service. To that end, we are developing a formalized team (outside of the typical contact centre agent pool) with a distinct mandate, learning and development track, and set of success metrics to properly grow and sustain our social service efforts. This team will own all operational activity, and will continue the active collaboration with PR and marketing teams.

 

As we move in to 2014, we are finding new ways to leverage social insights internally. We are partnered with web teams, as our community activities demonstrate content customers are most hungry for, based on authorship and views, which inform web development and content authoring/promotion. Operational enablement teams are also receiving our feedback and insights to better tune our processes.

 

Additionally, we are able to springboard off of our community design and internal partnerships to launch TELUS Ideas, providing us yet another stream of insights in to the customer experience, directly from customers. This, coupled with our work to introduce a gamification strategy, continues to unite the organization internally to better hear and serve our customers.

 

In 2013:

  • Twitter
    • 56k+ engagements
    • Ended year by reaching an average total response time of 25 minutes in Q4
    • Quality survey results say:
      • If a colleague, friend or family member were looking for services such as home phone, Internet, TV or Wireless, what is the likelihood that you would recommend TELUS to them? 77% Top 2 Box
      • How would you rate the performance of the TELUS social media support agent for the level of service you received? 88% Top 2 Box
      • After your experience with TELUS’ social media support team, how likely are you to share your experience with others? 86% Top 2 Box
  • Facebook
    • 6.3k+ engagements
    • Ended year by reaching an average total response time of 118 minutes in Q4
  • TELUS Neighbourhood (Lithium Community)
    • June launch
    • 5.6k+ forum posts
    • 1.3k+ Accepted Solutions
    • Estimated 28.7k+ live contacts displaced
    • 11k+ completed registrations, 254k+ logins

 

Status:
2015 Lithy Submission

Lithys 2015: Autodesk - Excellence in Customer Sat...

By JaniceK

Lithys 2015: Autodesk - Excellence in Customer Satisfaction

Status: 2015 Lithy Submission
by Lithium Technologies JaniceK ‎04-25-2015 09:21 PM - edited ‎04-25-2015 09:23 PM

Company: Autodesk 

Entry submitted by: Lois Townsend (loisT) Director, Social Media and Community

Community: Autodesk Community (Forums.autodesk.com)

Lithy category: Excellence in Customer Satisfaction

 

Autodesk, Inc., is a leader in 3D design, engineering and entertainment software. Customers across the manufacturing, architecture, building, construction, and media and entertainment industries—including the last 19 Academy Award winners for Best Visual Effects—use Autodesk software to design, visualize, and simulate their ideas before they're ever built or created. From blockbuster visual effects and buildings that create their own energy to electric cars and the batteries that power them, the work of our 3D software customers is everywhere you look.

 

Since its introduction of AutoCAD software in 1982, Autodesk continues to develop the broadest portfolio of state-of-the-art 3D software for global markets. Through our apps for iPhone, iPad, iPod, and Android, we're also making design technology accessible to professional designers as well as amateur designers, homeowners, students, and casual creators. Whether it's a kid looking to build a new contraption, a seasoned pro sketching out a great new idea, or someone who just wants to amp up their creative output, we're taking technology originally built for movie studios, automakers, and architectural firms, and making it available to anyone who wants to create and share their ideas with the world.

 

Our 2014 customer satisfaction initiatives

 

Deliver Autodesk Help: rapid, relevant and networked service, support and learning for every customer while creating a culture of “customer first” engagement and curiosity within the Global Customer Service Organization

 

The most important customer issue we were looking to solve with our Lithium implementation

 

Scalability.  With a very large portfolio of products (150+), constant flow of acquisitions, emerging space in the consumer market, and increased access, our traditional support and feedback mechanisms no longer match our transformational business goals, nor are they able to keep up with the rapid customer base growth.

 

Lithium has provided us with an avenue to meet these challenges by providing a true peer-to-peer community space that scales, where customers ask technical and subject matter related questions, share suggestions and answers, support overall product mastery, and collaborate on future product and service enhancement suggestions all in real time. The forums reduce the need for direct one-on-one support and IdeaStations allow for open and transparent customer feedback mechanisms for customer-driven product enhancements.

 

The Autodesk community is growing at an accelerated pace. In 2014:

  • The community redesign completed in late 2013 greatly impacted our customers' ability to help themselves as well as each other; accelerated collaboration and innovation with our products & services; enabled easy content creation, curation and distribution; all the while extending customer relationships each other, and Autodesk as a whole.
  • Accepted solutions increased 37%
  • The accepted solution to topic ratio increased 13%.
  • Community membership increased by 30% to surpass 2 million registered members
  • Community Visits increased 34% to 27.3 million annually
  • We launched close to 50 new forums, blogs and IdeaStations
  • 3,924 new ideas generated represent a 67% increase
  • 80,345 new forum conversations were started
  • We implemented a training module and highlighted community best practices, driving home a “customer first” principle and saw employee engagement increase 47% over the last 6 months

 

With the continued growth and clear objectives for creating a customer first experience, a revamped community CSAT survey was launched in August of 2014 with the goal to measure the success and satisfaction of our visitors, dive into the types of problems members are trying to solve, and identify opportunities to provide a better experience. Since then:

 

  • 3,500+ recipients have completed the survey.
  • Key customer pain points have been identified, e.g. timeliness to get answers. Resulting Action: an employee outreach pilot program was launched where various community SFDC escalation times have been reduced by 80% to increase our response time for subscription customers.
  • CSAT for participants who identified a successful visit averaged 79%.
  • Our CHI score has seen a steady increase, and is currently at 775.

 

 

In a recent study of AutoCAD users centered on support and learning resources, the ease of finding and relevancy of information for the Autodesk Community exceeded all other resources including direct 1-1 support and in product help.

 


Company: Autodesk 

Entry submitted by: Lois Townsend (loisT) Director, Social Media and Community

Community: Autodesk Community (Forums.autodesk.com)

Lithy category: Excellence in Customer Satisfaction

 

Autodesk, Inc., is a leader in 3D design, engineering and entertainment software. Customers across the manufacturing, architecture, building, construction, and media and entertainment industries—including the last 19 Academy Award winners for Best Visual Effects—use Autodesk software to design, visualize, and simulate their ideas before they're ever built or created. From blockbuster visual effects and buildings that create their own energy to electric cars and the batteries that power them, the work of our 3D software customers is everywhere you look.

 

Since its introduction of AutoCAD software in 1982, Autodesk continues to develop the broadest portfolio of state-of-the-art 3D software for global markets. Through our apps for iPhone, iPad, iPod, and Android, we're also making design technology accessible to professional designers as well as amateur designers, homeowners, students, and casual creators. Whether it's a kid looking to build a new contraption, a seasoned pro sketching out a great new idea, or someone who just wants to amp up their creative output, we're taking technology originally built for movie studios, automakers, and architectural firms, and making it available to anyone who wants to create and share their ideas with the world.

 

Our 2014 customer satisfaction initiatives

 

Deliver Autodesk Help: rapid, relevant and networked service, support and learning for every customer while creating a culture of “customer first” engagement and curiosity within the Global Customer Service Organization

 

The most important customer issue we were looking to solve with our Lithium implementation

 

Scalability.  With a very large portfolio of products (150+), constant flow of acquisitions, emerging space in the consumer market, and increased access, our traditional support and feedback mechanisms no longer match our transformational business goals, nor are they able to keep up with the rapid customer base growth.

 

Lithium has provided us with an avenue to meet these challenges by providing a true peer-to-peer community space that scales, where customers ask technical and subject matter related questions, share suggestions and answers, support overall product mastery, and collaborate on future product and service enhancement suggestions all in real time. The forums reduce the need for direct one-on-one support and IdeaStations allow for open and transparent customer feedback mechanisms for customer-driven product enhancements.

 

The Autodesk community is growing at an accelerated pace. In 2014:

  • The community redesign completed in late 2013 greatly impacted our customers' ability to help themselves as well as each other; accelerated collaboration and innovation with our products & services; enabled easy content creation, curation and distribution; all the while extending customer relationships each other, and Autodesk as a whole.
  • Accepted solutions increased 37%
  • The accepted solution to topic ratio increased 13%.
  • Community membership increased by 30% to surpass 2 million registered members
  • Community Visits increased 34% to 27.3 million annually
  • We launched close to 50 new forums, blogs and IdeaStations
  • 3,924 new ideas generated represent a 67% increase
  • 80,345 new forum conversations were started
  • We implemented a training module and highlighted community best practices, driving home a “customer first” principle and saw employee engagement increase 47% over the last 6 months

 

With the continued growth and clear objectives for creating a customer first experience, a revamped community CSAT survey was launched in August of 2014 with the goal to measure the success and satisfaction of our visitors, dive into the types of problems members are trying to solve, and identify opportunities to provide a better experience. Since then:

 

  • 3,500+ recipients have completed the survey.
  • Key customer pain points have been identified, e.g. timeliness to get answers. Resulting Action: an employee outreach pilot program was launched where various community SFDC escalation times have been reduced by 80% to increase our response time for subscription customers.
  • CSAT for participants who identified a successful visit averaged 79%.
  • Our CHI score has seen a steady increase, and is currently at 775.

 

 

In a recent study of AutoCAD users centered on support and learning resources, the ease of finding and relevancy of information for the Autodesk Community exceeded all other resources including direct 1-1 support and in product help.

 

Status:
2015 Lithy Submission

Lithys 2015: SANE Australia - Excellence in Custom...

By JaniceK

Lithys 2015: SANE Australia - Excellence in Customer Satisfaction

Status: 2015 Lithy Submission
by Lithium Technologies JaniceK ‎03-29-2015 03:37 PM - edited ‎03-29-2015 09:55 PM

Company: SANE Australia 
Entry submitted by: Faruk Avdi (faruchidorDirector – Digital, Service Design & Technology

Community: SANE Forums (www.saneforums.org)

Lithy category: Excellence in Customer Satisfaction

 

 

SANE Australia is a leading mental health charity. It is devoted to helping all Australians affected by mental illness lead a better life -- through support, training, and education. SANE began its operations almost thirty years ago, and its award-winning information services and Helpline are highly regarded.

 

In 2014, our customer satisfaction initiatives were as follows:

  1. The release of anonymous, moderated online peer-to-peer support services for people affected by mental illness, in the form of two online communities: one for people living with mental illness, and one for family, friends and other carers
  2. An innovative Partner-and-syndicate model (the first to our knowledge in the health sector) involving syndication of the communities to 15 other not-for-profit service providers (See: https://saneforums.org and then http://saneforums-access.org/t5/custom/page/page-id/Forum-Access for partner versions. By ‘syndication’ we mean the communities are ‘embedded’ in partner websites, taking on their branding, and seamlessly available via primary navigation. Partner organisations are also enabled to publish their own content via custom components within the communities, see: http://mindaustralia.saneforums.org/t5/Our-experience-stories/bd-p/le-forum-0001 for an example)
  3. A mobile customisation of the services mentioned above (Lithium mobile version 1), integrated into SANE’s website menu and adopting branding elements for partner versions.

 

The most important customer issues SANE Australia was looking to solve via its Lithium implementation were:

  • Providing a moderated and anonymous online peer-to-peer service to all people affected by mental illness, in all locations of Australia, including those isolated by distance or other factors
  • A service covering the full spectrum of mental illness, but focused on the person, not the diagnosis
  • Creation of strong and welcoming communities
  • Enabling members and non-members alike to safely obtain and discover quality peer support and information, which empowers them to deal with mental health issues
  • Contribute to the improved mental health of Forums users
  • Enable discovery of the service via trusted relationships formed within pre-existing (offline) communities

 

SANE Forums has been designed as a service, end-to-end, utilising user-centred design. User-centred service design helped SANE identify potential difficulties in discoverability of the service (with only a small budget for marketing).

 

This led to the design and eventual delivery of the partner-and-syndicate model referred to in Q1. This model allows individuals in the community to discover and participate in SANE Forums via a trusted context of an organisation they are already familiar with. This has extended the reach of SANE Forums to tens of thousands more individuals.

 

This partner-and-syndicate model has had many collateral benefits. Taken together they demonstrate a ‘gold-standard’ approach in the mental health sector:

  • Between 60% and 75% of users are obtaining the intended benefits of the service
  • THE Community Health Index (CHI) of SANE Forums sits around 500-550 since the launch of the forums in August
  • Nearly 30% of service traffic has come in through partner websites
  • The service is free-of-charge to partner-organisations in return for a contribution of hours and/or expertise into the pool of moderators, thus increasing the specialist advice available via the forums
  • Organisations in an underfunded sector are able to leverage expensive world-class technology, pooling efforts and expertise 

 

SANE Forums is unique in Australia, providing the first non-diagnosis-specific, online peer-to-peer support service for people living with mental illness, and the first truly national and viable online peer-to-peer support service for families, friends and other carers.

 

‘I so truly love that I can honestly share a little of me here and be privileged to read and know of others stories. Thank you Sane and all the people here sharing. I feel a glimmer of understanding and connection in this forum that I have not felt before.’

-  Member, Lived Experience Forum 

 

Hi Everyone,
Just wanted to let you know how helpful I have found the information posted here. My husband has major depression and has been receiving treatment in a clinic. This process was a stressful one for us both, including the time leading up to the hospital stay.

 

As a result of your input, I have found myself being far more assertive and proactive … and I have made contact with carer support organisations and have a couple of referrals in for programs for both myself and my husband.

 

Thankyou for helping me navigate a way through/ into the system!’  

- Member, Carers Forum

 

SANE Forums was funded by the Australian Government, Department of Health and launched in August 2014. The service has exceeded all expectations and metrics set by the Department for visitation and usage. Within seven months of the launch and as at 21 March 2015, SANE Forums have had:

  • 32,141 unique visitors
  • 8,700 visitors from rural, regional and remote areas (estimate)
  • 1,002 members
  • 265 members (27%) from rural, regional and remote areas
  • 10,795 comments posted
  • 339,366 pages of comments and information viewed
  • 101,334 pages of comments and information viewed via smart phone
  • Almost one third of users (28%) have accessed the service through our partner organisations.

 

Registrations for the service have very steadily increased since launch. An initial seeding and testing pool of 300+ members helped launch a warm and welcoming service, vibrant with helpful discussion, from day one.

 

Member registrations per month

 

The service remains non-diagnostic in focus, and uniquely available to people experiences health issues across the full spectrum of mental health issues.

 

Content analysis in an Evaluation conducted on the service found a great diversity among members, with 29 different diagnoses discussed across the Carers and Lived Experience Forums.

 

Common non-diagnosis specific discussion themes include the following:

Issues

Carers Forum

%

Coping with mental illness and symptoms of loved ones

60%

Navigating mental health systems

45%

Refusing treatment

40%

Relation breakdown/conflict

40%

Stress/worry/anxiety

30%

Lived Experience Forum

%

Symptoms

63%

Assessment/treatment

40%

Medication

47%

Relationships

41%

Stress/worry/anxiety

26%

 

Both communities are showing various signs of good and growing health, including a CHI score hovering between 500 and 550, and the vast majority of comments being posted by and in response to community members:

 

Member and moderator generated posts %

In terms of the primary purpose of the service, early indications look very promising. The highest-rated themes reported by respondents to the recent Evaluation survey were:

  • Safety
  • Connection
  • Less stigma
  • Feeling supported by peers

 

The fostering of these elements will assist in continual growth and participation of members and the overall sense of community.

Evaluation findings also show that mental health benefits are emerging. Increased mental health literacy and empowerment were highly rated across both communities.

 

Repeat visitors to the service average 25-30% per week. Average session durations on the forums averages above 10 minutes per session.

The Evaluation referred to above has many positive statistics indicating the service is becoming an important resource for people living with mental illness, and for families, friends and other carers in Australia.

 

To share some statistics from just one category, concerning ‘access to reliable information, advice and referral drawing on the vast experience and expertise of peers as well as that of experts in the field’, the Evaluation found:

  • 88.9% of survey respondents from the Carers Forum and 64.4% from the Lived Experience Forum agree that they can find advice and support that is suitable and/or relevant for their needs
  • 81.5% of survey respondents from the Carers Forum and 80% from the Lived Experience Forum agree that they have gained new insights through hearing about other people’s experiences
  • 51.9% of respondents from the Carers Forum and 48.9% from the Lived Experience Forum agree that they have used information resources (links, phone numbers and other) provided in discussion threads
  • 55.6% of survey respondents from the Carers Forum and 48.9% from the Lived Experience Forum agree that they’ve learned new practical strategies
  • 37.0% of survey respondents from the Carers Forum and 31.1% from the Lived Experience Forum agree that they have accessed services recommended by members and/or moderators

 

These statistics show that the service is making a real difference in people’s lives.

 

This marks a turning point for online, peer-to-peer support services in Australia.

 

All of this has been made possible via the efforts of talented and caring people from Snaffle Web, Isobar, Persistent Systems and Lithium, and with Lithium's platform and ongoing generous support.

 


Company: SANE Australia 
Entry submitted by: Faruk Avdi (faruchidorDirector – Digital, Service Design & Technology

Community: SANE Forums (www.saneforums.org)

Lithy category: Excellence in Customer Satisfaction

 

 

SANE Australia is a leading mental health charity. It is devoted to helping all Australians affected by mental illness lead a better life -- through support, training, and education. SANE began its operations almost thirty years ago, and its award-winning information services and Helpline are highly regarded.

 

In 2014, our customer satisfaction initiatives were as follows:

  1. The release of anonymous, moderated online peer-to-peer support services for people affected by mental illness, in the form of two online communities: one for people living with mental illness, and one for family, friends and other carers
  2. An innovative Partner-and-syndicate model (the first to our knowledge in the health sector) involving syndication of the communities to 15 other not-for-profit service providers (See: https://saneforums.org and then http://saneforums-access.org/t5/custom/page/page-id/Forum-Access for partner versions. By ‘syndication’ we mean the communities are ‘embedded’ in partner websites, taking on their branding, and seamlessly available via primary navigation. Partner organisations are also enabled to publish their own content via custom components within the communities, see: http://mindaustralia.saneforums.org/t5/Our-experience-stories/bd-p/le-forum-0001 for an example)
  3. A mobile customisation of the services mentioned above (Lithium mobile version 1), integrated into SANE’s website menu and adopting branding elements for partner versions.

 

The most important customer issues SANE Australia was looking to solve via its Lithium implementation were:

  • Providing a moderated and anonymous online peer-to-peer service to all people affected by mental illness, in all locations of Australia, including those isolated by distance or other factors
  • A service covering the full spectrum of mental illness, but focused on the person, not the diagnosis
  • Creation of strong and welcoming communities
  • Enabling members and non-members alike to safely obtain and discover quality peer support and information, which empowers them to deal with mental health issues
  • Contribute to the improved mental health of Forums users
  • Enable discovery of the service via trusted relationships formed within pre-existing (offline) communities

 

SANE Forums has been designed as a service, end-to-end, utilising user-centred design. User-centred service design helped SANE identify potential difficulties in discoverability of the service (with only a small budget for marketing).

 

This led to the design and eventual delivery of the partner-and-syndicate model referred to in Q1. This model allows individuals in the community to discover and participate in SANE Forums via a trusted context of an organisation they are already familiar with. This has extended the reach of SANE Forums to tens of thousands more individuals.

 

This partner-and-syndicate model has had many collateral benefits. Taken together they demonstrate a ‘gold-standard’ approach in the mental health sector:

  • Between 60% and 75% of users are obtaining the intended benefits of the service
  • THE Community Health Index (CHI) of SANE Forums sits around 500-550 since the launch of the forums in August
  • Nearly 30% of service traffic has come in through partner websites
  • The service is free-of-charge to partner-organisations in return for a contribution of hours and/or expertise into the pool of moderators, thus increasing the specialist advice available via the forums
  • Organisations in an underfunded sector are able to leverage expensive world-class technology, pooling efforts and expertise 

 

SANE Forums is unique in Australia, providing the first non-diagnosis-specific, online peer-to-peer support service for people living with mental illness, and the first truly national and viable online peer-to-peer support service for families, friends and other carers.

 

‘I so truly love that I can honestly share a little of me here and be privileged to read and know of others stories. Thank you Sane and all the people here sharing. I feel a glimmer of understanding and connection in this forum that I have not felt before.’

-  Member, Lived Experience Forum 

 

Hi Everyone,
Just wanted to let you know how helpful I have found the information posted here. My husband has major depression and has been receiving treatment in a clinic. This process was a stressful one for us both, including the time leading up to the hospital stay.

 

As a result of your input, I have found myself being far more assertive and proactive … and I have made contact with carer support organisations and have a couple of referrals in for programs for both myself and my husband.

 

Thankyou for helping me navigate a way through/ into the system!’  

- Member, Carers Forum

 

SANE Forums was funded by the Australian Government, Department of Health and launched in August 2014. The service has exceeded all expectations and metrics set by the Department for visitation and usage. Within seven months of the launch and as at 21 March 2015, SANE Forums have had:

  • 32,141 unique visitors
  • 8,700 visitors from rural, regional and remote areas (estimate)
  • 1,002 members
  • 265 members (27%) from rural, regional and remote areas
  • 10,795 comments posted
  • 339,366 pages of comments and information viewed
  • 101,334 pages of comments and information viewed via smart phone
  • Almost one third of users (28%) have accessed the service through our partner organisations.

 

Registrations for the service have very steadily increased since launch. An initial seeding and testing pool of 300+ members helped launch a warm and welcoming service, vibrant with helpful discussion, from day one.

 

Member registrations per month

 

The service remains non-diagnostic in focus, and uniquely available to people experiences health issues across the full spectrum of mental health issues.

 

Content analysis in an Evaluation conducted on the service found a great diversity among members, with 29 different diagnoses discussed across the Carers and Lived Experience Forums.

 

Common non-diagnosis specific discussion themes include the following:

Issues

Carers Forum

%

Coping with mental illness and symptoms of loved ones

60%

Navigating mental health systems

45%

Refusing treatment

40%

Relation breakdown/conflict

40%

Stress/worry/anxiety

30%

Lived Experience Forum

%

Symptoms

63%

Assessment/treatment

40%

Medication

47%

Relationships

41%

Stress/worry/anxiety

26%

 

Both communities are showing various signs of good and growing health, including a CHI score hovering between 500 and 550, and the vast majority of comments being posted by and in response to community members:

 

Member and moderator generated posts %

In terms of the primary purpose of the service, early indications look very promising. The highest-rated themes reported by respondents to the recent Evaluation survey were:

  • Safety
  • Connection
  • Less stigma
  • Feeling supported by peers

 

The fostering of these elements will assist in continual growth and participation of members and the overall sense of community.

Evaluation findings also show that mental health benefits are emerging. Increased mental health literacy and empowerment were highly rated across both communities.

 

Repeat visitors to the service average 25-30% per week. Average session durations on the forums averages above 10 minutes per session.

The Evaluation referred to above has many positive statistics indicating the service is becoming an important resource for people living with mental illness, and for families, friends and other carers in Australia.

 

To share some statistics from just one category, concerning ‘access to reliable information, advice and referral drawing on the vast experience and expertise of peers as well as that of experts in the field’, the Evaluation found:

  • 88.9% of survey respondents from the Carers Forum and 64.4% from the Lived Experience Forum agree that they can find advice and support that is suitable and/or relevant for their needs
  • 81.5% of survey respondents from the Carers Forum and 80% from the Lived Experience Forum agree that they have gained new insights through hearing about other people’s experiences
  • 51.9% of respondents from the Carers Forum and 48.9% from the Lived Experience Forum agree that they have used information resources (links, phone numbers and other) provided in discussion threads
  • 55.6% of survey respondents from the Carers Forum and 48.9% from the Lived Experience Forum agree that they’ve learned new practical strategies
  • 37.0% of survey respondents from the Carers Forum and 31.1% from the Lived Experience Forum agree that they have accessed services recommended by members and/or moderators

 

These statistics show that the service is making a real difference in people’s lives.

 

This marks a turning point for online, peer-to-peer support services in Australia.

 

All of this has been made possible via the efforts of talented and caring people from Snaffle Web, Isobar, Persistent Systems and Lithium, and with Lithium's platform and ongoing generous support.

 

Status:
2014 Lithy Submission

Lithys 2014: DenizBank - Excellence in Customer Sa...

By JaniceK

Lithys 2014: DenizBank - Excellence in Customer Satisfaction

Status: 2014 Lithy Submission
by Lithium Technologies JaniceK ‎04-25-2014 11:16 AM - edited ‎05-05-2014 10:57 AM

Company: DenizBank  

Entry submitted by: Ebru Urunga, Manager at Customer Satisfaction

LSW: https://twitter.com/DenizBank and https://tr-tr.facebook.com/DenizBank

Lithy category: Excellence in Customer Satisfaction

 

DenizBank was founded in 1938 as a state-owned bank in order to provide funding for the developing Turkish maritime sector. Acquired by Zorlu Holding from the Privatization Administration as a banking license in early 1997, DenizBank was further acquired in October 2006 by Dexia, a leading financial group in Europe. Continuing its activities under Dexia umbrella for 6 years, DenizBank operates as from 28 September 2012 under the roof of Sberbank, the biggest and deepest-rooted bank in Russia. As of July 1st, 2013; consumer banking portfolio of Citi Turkey with more than 600 thousand customers and nearly 1400 employees were transferred to DenizBank.

 

The innovative and reformist strategy is our dominant qualification in the market. We are happy to rank the 5th largest private bank in Turkey according to consolidated asset size from a bank without branches, employees or customers, in only 17 years which is considered very short for our sector. We place our customers at the heart of all activities and work towards offering highest benefit to their lives in the quickest way under a single roof with the most advanced banking products in line with our financial supermarket understanding.

 

Integrating digital and mobile technologies to our products and services is among our priorities. We work towards creating, rather than following trends and place digital & mobile technologies at the very heart of our operations in order both to ease our business practices and render people’s lives more beautiful at Deniz. As a reflection of this vision, we brought in such an innovative project as Facebook Banking to the banking industry not only in Turkey, but throughout the world; realized a breakthrough by accepting credit applications through “Direct Message” at Twitter, one of the most widely used social network websites in the world. We actualized our unique “mobile wallet” application FastPay that enables everyone to make money transfer whether they are DenizBank clients or not. In short, we shaped our whole road map for our customers to benefit more conveniently from the gifts of the mobile and digital world.

 

In addition, we have been placed among the top 3 most praised banks in the sector by Capital Magazine, the prestigious publication of business world in Turkey. Alongside our innovative approach in Digital Banking; we have been placed among the top 3 most praised banks in the sector by Capital Magazine, the prestigious publication of business world in Turkey.

 

The rise of DenizBank having undersigned many success stories with its fast and accessible solutions, excellent service quality and unconditional customer satisfaction philosophy will continue under Sberbank roof from now on… Dozens of achievements that we have realized so far give us an indescribable excitement as the guarantee of the triumphs we shall accomplish in the future. In the new era, we will continue to move towards our target to be among the top players of Turkey. As our motto “Life is beautiful at Deniz” explains, we will carry on working to become the “bank at the hearts of people”.

 

Lithium helps companies unlock the passion of their customers. Lithium software powers amazing Social Customer Experiences for more than 400 iconic brands and supports companies grow brand advocacy, drive sales, reduce costs and accelerate innovation to create social communities that redefine the customer experience.

 

The new Lithium brings together trusted people and trusted content to create an exchange of shared value and a more complete measure of reputation. Most importantly – and what really fires us up – is that this acquisition helps Lithium put the power back into consumers’ hands in a real way that delivers real benefits to consumers as well as brands.

 

We know that corporations that tap into their socially empowered customers stand to gain advantage on their socially reluctant competitors in ways beyond just reducing customer support costs. They’ve realized that customer engagement means real, topline growth and that customers who actively engage with brands, products and services are not only loyal advocates, they also spend more. If a business wants to continue to succeed, she needs to innovate and grow and to do that you need to get serious about social.

 

There’s a growing realization that people don’t want to engage with website marketing copy. They’re seeking to engage their peers and learn from their real experiences. Because that’s what they trust—shared human stories relevant to their personal experiences.  And that is the ultimate moment of truth for brands seeking success with the new customer everyone needs to understand today: Generation C.

 

Social networking will carry us one step forward in Turkey as we have many social media users in our country. We as a bank knows that when we gain the trust of the customers and when we understand them, we will be the bank at the hearts of the people.

 

We care about our customers’  thoughts and ideas.  Our focus is excellence in client service and as a result of this we are the first Bank in Turkey who makes surveys thru Social Media. We listen the customers in every area and provide them solutions proactively. We are aware of the value of experienced staff and we built up a dedicated team for Social media service. They have also separate trainings by professional agencies about social media trends and way of behaving. With the help of Lithium features, they are more aware and flexible with the priorities.

 

 

Denizbank knows that, we should be more integrated with social media and provide the best service in that area, to be strong in the digitilization and mobilization age. With this awareness , we recognized the power and privileges of Lithium. We can manage what we can measure and Lithium provides this in very basic and feasible way. We can follow the real time queue backlogs and take necessary actions immediately. If the conversation is not related with us or is not in our scope, we can classify all of these and delete them in one shot by saving time of supervisor. So we can focus with the real claim or complaint of the customers.

 

Word of mouth is a very effective power and social media area holds this by impressing very huge crowds with no cost. This channel becomes a very important candidate which run rings around the other channels by delivering fast and best service wherever our customer or whenever he/she wants to reach us in a very easy way. We improved our quality by the support of Lithium and increased our satisfied customers’ numbers.

 

In our point of view, customer satisfaction is far beyond resolving complaints and we have increased our customer satisfaction by 22%.

 

As we are the 1st  ranking country in Twitter and 2nd ranking country in social media usage in the World, we have a significant number of customers who actively use social media. With the help of Lithium’s flexibility we can process 19% more conversations than before.

 

We started to manage all accounts in one program which provided a 24% increase in agent productivity.

 

Frequent templates have been defined into the system and supply a 30 second savings for each notice by making easier knowledge contribution. Decreasing unrelated conversations provides agents the ability to deal with the real customer claims and complaints, and this feature resulted in a 25% improvement in agent response time.

 

Previously one staff member was checking all conversations and then measuring and reporting the metrics manually. But with Lithium’s privileges, the monitoring became easier and we had a 53% FTE savings.

 

Supervision management and reporting has the ability of online monitoring and being alert in any capacity issues or crisis environment. Real time queue backlogs can be followed up easily. This provides us the ability to take the necessary action where and when necessary.


Company: DenizBank  

Entry submitted by: Ebru Urunga, Manager at Customer Satisfaction

LSW: https://twitter.com/DenizBank and https://tr-tr.facebook.com/DenizBank

Lithy category: Excellence in Customer Satisfaction

 

DenizBank was founded in 1938 as a state-owned bank in order to provide funding for the developing Turkish maritime sector. Acquired by Zorlu Holding from the Privatization Administration as a banking license in early 1997, DenizBank was further acquired in October 2006 by Dexia, a leading financial group in Europe. Continuing its activities under Dexia umbrella for 6 years, DenizBank operates as from 28 September 2012 under the roof of Sberbank, the biggest and deepest-rooted bank in Russia. As of July 1st, 2013; consumer banking portfolio of Citi Turkey with more than 600 thousand customers and nearly 1400 employees were transferred to DenizBank.

 

The innovative and reformist strategy is our dominant qualification in the market. We are happy to rank the 5th largest private bank in Turkey according to consolidated asset size from a bank without branches, employees or customers, in only 17 years which is considered very short for our sector. We place our customers at the heart of all activities and work towards offering highest benefit to their lives in the quickest way under a single roof with the most advanced banking products in line with our financial supermarket understanding.

 

Integrating digital and mobile technologies to our products and services is among our priorities. We work towards creating, rather than following trends and place digital & mobile technologies at the very heart of our operations in order both to ease our business practices and render people’s lives more beautiful at Deniz. As a reflection of this vision, we brought in such an innovative project as Facebook Banking to the banking industry not only in Turkey, but throughout the world; realized a breakthrough by accepting credit applications through “Direct Message” at Twitter, one of the most widely used social network websites in the world. We actualized our unique “mobile wallet” application FastPay that enables everyone to make money transfer whether they are DenizBank clients or not. In short, we shaped our whole road map for our customers to benefit more conveniently from the gifts of the mobile and digital world.

 

In addition, we have been placed among the top 3 most praised banks in the sector by Capital Magazine, the prestigious publication of business world in Turkey. Alongside our innovative approach in Digital Banking; we have been placed among the top 3 most praised banks in the sector by Capital Magazine, the prestigious publication of business world in Turkey.

 

The rise of DenizBank having undersigned many success stories with its fast and accessible solutions, excellent service quality and unconditional customer satisfaction philosophy will continue under Sberbank roof from now on… Dozens of achievements that we have realized so far give us an indescribable excitement as the guarantee of the triumphs we shall accomplish in the future. In the new era, we will continue to move towards our target to be among the top players of Turkey. As our motto “Life is beautiful at Deniz” explains, we will carry on working to become the “bank at the hearts of people”.

 

Lithium helps companies unlock the passion of their customers. Lithium software powers amazing Social Customer Experiences for more than 400 iconic brands and supports companies grow brand advocacy, drive sales, reduce costs and accelerate innovation to create social communities that redefine the customer experience.

 

The new Lithium brings together trusted people and trusted content to create an exchange of shared value and a more complete measure of reputation. Most importantly – and what really fires us up – is that this acquisition helps Lithium put the power back into consumers’ hands in a real way that delivers real benefits to consumers as well as brands.

 

We know that corporations that tap into their socially empowered customers stand to gain advantage on their socially reluctant competitors in ways beyond just reducing customer support costs. They’ve realized that customer engagement means real, topline growth and that customers who actively engage with brands, products and services are not only loyal advocates, they also spend more. If a business wants to continue to succeed, she needs to innovate and grow and to do that you need to get serious about social.

 

There’s a growing realization that people don’t want to engage with website marketing copy. They’re seeking to engage their peers and learn from their real experiences. Because that’s what they trust—shared human stories relevant to their personal experiences.  And that is the ultimate moment of truth for brands seeking success with the new customer everyone needs to understand today: Generation C.

 

Social networking will carry us one step forward in Turkey as we have many social media users in our country. We as a bank knows that when we gain the trust of the customers and when we understand them, we will be the bank at the hearts of the people.

 

We care about our customers’  thoughts and ideas.  Our focus is excellence in client service and as a result of this we are the first Bank in Turkey who makes surveys thru Social Media. We listen the customers in every area and provide them solutions proactively. We are aware of the value of experienced staff and we built up a dedicated team for Social media service. They have also separate trainings by professional agencies about social media trends and way of behaving. With the help of Lithium features, they are more aware and flexible with the priorities.

 

 

Denizbank knows that, we should be more integrated with social media and provide the best service in that area, to be strong in the digitilization and mobilization age. With this awareness , we recognized the power and privileges of Lithium. We can manage what we can measure and Lithium provides this in very basic and feasible way. We can follow the real time queue backlogs and take necessary actions immediately. If the conversation is not related with us or is not in our scope, we can classify all of these and delete them in one shot by saving time of supervisor. So we can focus with the real claim or complaint of the customers.

 

Word of mouth is a very effective power and social media area holds this by impressing very huge crowds with no cost. This channel becomes a very important candidate which run rings around the other channels by delivering fast and best service wherever our customer or whenever he/she wants to reach us in a very easy way. We improved our quality by the support of Lithium and increased our satisfied customers’ numbers.

 

In our point of view, customer satisfaction is far beyond resolving complaints and we have increased our customer satisfaction by 22%.

 

As we are the 1st  ranking country in Twitter and 2nd ranking country in social media usage in the World, we have a significant number of customers who actively use social media. With the help of Lithium’s flexibility we can process 19% more conversations than before.

 

We started to manage all accounts in one program which provided a 24% increase in agent productivity.

 

Frequent templates have been defined into the system and supply a 30 second savings for each notice by making easier knowledge contribution. Decreasing unrelated conversations provides agents the ability to deal with the real customer claims and complaints, and this feature resulted in a 25% improvement in agent response time.

 

Previously one staff member was checking all conversations and then measuring and reporting the metrics manually. But with Lithium’s privileges, the monitoring became easier and we had a 53% FTE savings.

 

Supervision management and reporting has the ability of online monitoring and being alert in any capacity issues or crisis environment. Real time queue backlogs can be followed up easily. This provides us the ability to take the necessary action where and when necessary.

Status:
2015 Lithy Submission

Lithys 2015: Symantec - Excellence in Customer Sat...

By JaniceK

Lithys 2015: Symantec - Excellence in Customer Satisfaction

Status: 2015 Lithy Submission
by Lithium Technologies JaniceK ‎04-06-2015 03:16 PM - edited ‎04-06-2015 03:21 PM

Company: Symantec 
Entry submitted by: Tim Lopez (Tim) Project Manager, Social Customer Care

LSW: Norton Social Support (http://www.twitter.com/NortonSupport)

Lithy category: Excellence in Customer Satisfaction

 

Symantec was founded in 1982 by visionary computer scientists. The company has evolved to become one of the world’s largest software companies with more than 18,500 employees in more than 50 countries. We provide security, storage and systems management solutions to help our customers – from consumers and small businesses to the largest global organizations – secure and manage their information-driven world against more risks at more points, more completely and efficiently than any other company.

 

Our 2014 customer satisfaction goals were to decrease response times from 9 minutes to 6 minutes, move our team from a shared resource “hybrid” model to a dedicated team for Social Response, extend our hours of coverage from 12 hours a day to 24x7, increase our reach by expanding to areas outside of our branded properties, and develop a metric for gauging customer sentiment conversion trends. Through strategic planning, including continued use of Lithium Social Web, we were able to:

    • Reduce response time to just about 5 minutes.
    • Launch 24x7 coverage with our newly formed full-time dedicated response team.
    • Expand support response coverage to Google Play, YouTube, Amazon Reviews, and many popular forums and blogs across the internet.
    • Develop an innovative scoring system that averages the score of sentiment conversions allowing us to track the trend of our ability to delight customers and to ensure that as we grow we continue to focus on maintaining or improving customer satisfaction.
    • Move from English only support to now include Danish, Dutch, French, German, Italian, Portuguese, Spanish, Swedish, and Russian – on both Twitter and Facebook.
    • Generate reports that get distributed on a regular basis to the entire Norton Business Unit.

 

Sentiment Conversions and Time to Response have always been our driving factor. We want our customers to be thrilled with our engagement so we ensure that all of our metrics and KPIs reflect what we can do that benefits the customers. We want our customers to know that we care for them even after we have won over their business. 

 

 

Using Sentiment Conversion tagging that we developed for use with LSW over the last year, we were able to show visual representations on our monthly reports. Using a system that translated the type of sentiment conversion in to a tangible score, we were able to create an average score that represents our success in delighting customers, further allowing us to track the trend.

We were able to streamline our response time by moving to a full time team (in February) and balancing our scheduling around hourly volume trends.

 

Last year we had an 80% increase in individual cases and responses, at the same time we slightly decreased in ‘noise’, 50% increase in Positive Sentiment conversion, on over 14,000 cases handled in over 160,000 conversations monitored.  

 


Company: Symantec 
Entry submitted by: Tim Lopez (Tim) Project Manager, Social Customer Care

LSW: Norton Social Support (http://www.twitter.com/NortonSupport)

Lithy category: Excellence in Customer Satisfaction

 

Symantec was founded in 1982 by visionary computer scientists. The company has evolved to become one of the world’s largest software companies with more than 18,500 employees in more than 50 countries. We provide security, storage and systems management solutions to help our customers – from consumers and small businesses to the largest global organizations – secure and manage their information-driven world against more risks at more points, more completely and efficiently than any other company.

 

Our 2014 customer satisfaction goals were to decrease response times from 9 minutes to 6 minutes, move our team from a shared resource “hybrid” model to a dedicated team for Social Response, extend our hours of coverage from 12 hours a day to 24x7, increase our reach by expanding to areas outside of our branded properties, and develop a metric for gauging customer sentiment conversion trends. Through strategic planning, including continued use of Lithium Social Web, we were able to:

    • Reduce response time to just about 5 minutes.
    • Launch 24x7 coverage with our newly formed full-time dedicated response team.
    • Expand support response coverage to Google Play, YouTube, Amazon Reviews, and many popular forums and blogs across the internet.
    • Develop an innovative scoring system that averages the score of sentiment conversions allowing us to track the trend of our ability to delight customers and to ensure that as we grow we continue to focus on maintaining or improving customer satisfaction.
    • Move from English only support to now include Danish, Dutch, French, German, Italian, Portuguese, Spanish, Swedish, and Russian – on both Twitter and Facebook.
    • Generate reports that get distributed on a regular basis to the entire Norton Business Unit.

 

Sentiment Conversions and Time to Response have always been our driving factor. We want our customers to be thrilled with our engagement so we ensure that all of our metrics and KPIs reflect what we can do that benefits the customers. We want our customers to know that we care for them even after we have won over their business. 

 

 

Using Sentiment Conversion tagging that we developed for use with LSW over the last year, we were able to show visual representations on our monthly reports. Using a system that translated the type of sentiment conversion in to a tangible score, we were able to create an average score that represents our success in delighting customers, further allowing us to track the trend.

We were able to streamline our response time by moving to a full time team (in February) and balancing our scheduling around hourly volume trends.

 

Last year we had an 80% increase in individual cases and responses, at the same time we slightly decreased in ‘noise’, 50% increase in Positive Sentiment conversion, on over 14,000 cases handled in over 160,000 conversations monitored.  

 

Status:
2016 Lithy Submission

Lithys 2016: CallidusCloud - Excellence in Custome...

By JaniceK

Lithys 2016: CallidusCloud - Excellence in Customer Satisfaction

Status: 2016 Lithy Submission
by Lithium Technologies JaniceK ‎04-05-2016 01:45 AM - last edited on ‎05-03-2016 08:42 AM by Moderator Moderator

Untitled.pngCompany: CallidusCloud

Entry submitted by: Lara Golden (Director of Global Community)

Community: CallidusCloud Customer Community

Lithy category: Excellence in Customer Satisfaction

 

CallidusCloud is the global leader in cloud-based sales, marketing, customer experience and learning solutions. CallidusCloud enables organizations to accelerate their lead to money process, a complete suite of solutions that identify the right leads, ensure proper territory and quota distribution, enable sales forces, automate configure price quote and contract management, simplify marketing automation, enable customer experience monitoring, create and distribute learning materials, deliver deep analytic insights, and streamline sales compensation — driving bigger deals, faster.

 

Our customer satisfaction initiatives

 

We had three goals when we launched the community in 2014:

  • Reduce support costs by enabling our customers to help themselves
  • Improve customer retention by empowering our users
  • Encourage cross-product adoption by openly sharing product information with all customers

 

The most important customer issue we were looking to solve via Lithium implementation and that makes our approach to customer satisfaction a gold standard in the industry

 

The ultimate goal was to reduce support costs without sacrificing customer success. We are proud to have an award winning Technical Support team, but without a Community and its accompanying Knowledge Base, our customers weren’t able to help themselves. Putting a Lithium implementation in place allows our customers to get the answers they need, either from each other or from the Knowledge Base, without sacrificing the level of support. Choice is good!

 

Our metrics

 

Satisfaction has paralleled use of the community:


 

2014

2015

Percent change

Posts

163

1899

1065%

Kudos

39

384

884%

Accepted Solutions

5

182

3540%

 

Even as the community was embraced by our customers, one metric in particular stood out: web-based engagement versus call-based engagement. Web-based and self-service support engagement is a key part of our customer success model, as our customers are happy to be able to find solutions on their own at all hours of the day. This is particularly important for a global company providing support to customers in every time zone. Since launching the Community, CallidusCloud has seen web-based engagement skyrocket to over 90% of support issues.

 

Finally, but no less important, we’ve see our Customer Satisfaction survey results increase from less than 90% to over 95% from 2014 to 2015.

 

dcsUntitled.pngvsvd.png


Untitled.pngCompany: CallidusCloud

Entry submitted by: Lara Golden (Director of Global Community)

Community: CallidusCloud Customer Community

Lithy category: Excellence in Customer Satisfaction

 

CallidusCloud is the global leader in cloud-based sales, marketing, customer experience and learning solutions. CallidusCloud enables organizations to accelerate their lead to money process, a complete suite of solutions that identify the right leads, ensure proper territory and quota distribution, enable sales forces, automate configure price quote and contract management, simplify marketing automation, enable customer experience monitoring, create and distribute learning materials, deliver deep analytic insights, and streamline sales compensation — driving bigger deals, faster.

 

Our customer satisfaction initiatives

 

We had three goals when we launched the community in 2014:

  • Reduce support costs by enabling our customers to help themselves
  • Improve customer retention by empowering our users
  • Encourage cross-product adoption by openly sharing product information with all customers

 

The most important customer issue we were looking to solve via Lithium implementation and that makes our approach to customer satisfaction a gold standard in the industry

 

The ultimate goal was to reduce support costs without sacrificing customer success. We are proud to have an award winning Technical Support team, but without a Community and its accompanying Knowledge Base, our customers weren’t able to help themselves. Putting a Lithium implementation in place allows our customers to get the answers they need, either from each other or from the Knowledge Base, without sacrificing the level of support. Choice is good!

 

Our metrics

 

Satisfaction has paralleled use of the community:


 

2014

2015

Percent change

Posts

163

1899

1065%

Kudos

39

384

884%

Accepted Solutions

5

182

3540%

 

Even as the community was embraced by our customers, one metric in particular stood out: web-based engagement versus call-based engagement. Web-based and self-service support engagement is a key part of our customer success model, as our customers are happy to be able to find solutions on their own at all hours of the day. This is particularly important for a global company providing support to customers in every time zone. Since launching the Community, CallidusCloud has seen web-based engagement skyrocket to over 90% of support issues.

 

Finally, but no less important, we’ve see our Customer Satisfaction survey results increase from less than 90% to over 95% from 2014 to 2015.

 

dcsUntitled.pngvsvd.png

Status:
2016 Lithy Submission

Lithys 2016: du - Excellence in Customer Satisfact...

By JaniceK

Lithys 2016: du - Excellence in Customer Satisfaction

Status: 2016 Lithy Submission
by Lithium Technologies JaniceK ‎04-28-2016 06:07 PM - last edited on ‎05-03-2016 08:24 AM by Moderator Moderator

Untitled6.pngCompany: du

Contact: Samya Chahin (Director Digital Self Service)

Community: du Community

Lithy category: Excellence in Customer Satisfaction

 

About our team: Digital Business

Our goal is to drive the digital revolution for our customers and our business. We will do this by offering a seamless, excellent experience across all our digital channels, as well as finding smarter digital solutions that offer the greatest value.

 

About du

du started operating in 2007, offering mobile and fixed telephony, broadband connectivity and IPTV services. Today, we serve more than 7.5 million individual customers and over 80,000 businesses in the UAE. We also provide carrier services for businesses and satellite up/downlink services for TV broadcasters.

 

Our customer satisfaction initiatives 

We see all of our digital channels, including du Community, as an opportunity to improve customer satisfaction. Our aim is to set the standard for service providers in the UAE by giving customers the best experience online. 2015 was a period of intense investment in our digital channels to improve customer satisfaction, take away pain points and reduce the need to queue in stores or at our call centres:

Revamping our online self-service channel ‘My Account’ – to offer 50+ online self-service features – resulting in 25% increase in users in just six months:

  • Added flexibility – quick and easy way to change plans
  • Greater transparency – view payment and usage history
  • Trouble shooting – allowing customers better manage spending and resolve queries
  • Only UAE telecom to allow customers to renew personal ID online – previously customers had to queue in store to renew ID in person to comply with the country’s strict ‘My Number My Identity’ requirements.

 

Offered queue jumping service on du App

We’ve reduced their waiting time in du stores by allowing customers to forward book appointments on du App. Customers can book appointments up to two hours before visiting a du store and ensure they’re next to be seen on arrival – minimizing their wait time. Nearly 12K customers saved time using the service in the first 3 months.

 

du App revamp

A major revamp of du App added new functionalities and a vastly improved user experience as it moved from hybrid to native. This resulted in a 37% increase in downloads of the du App – encouraging customers to switch to a more convenient way of paying for and managing their services.

 

Positive customer satisfaction indicators from our digital initiatives in 2015

 

Untitled7.png

 

The most  important customer issue we  were looking to solve via  Lithium implementation

 

Untitled8.png

 

We want our customers to spend time on the things that matter most to them, not queueing in our stores or on the phone to our call centers. Like any major service provider we experience an unnecessarily high volume of customers visiting, these channels which is a good spend neither of their time, or efficient operationally for our business. Our Community allows us to remedy this problem by solving basic problems for customers.

 

We also believe communities build trust between brands and people. Engage in two-way conversations with our customers is essential to building relationships with them. Our Community allows us to be more open as an organization, listen to our customers, help them and act on their advice to improve service and drive innovation.

 

Untitled9.png

 

In 2015 the main focus for us was to understand community’s member need and to encourage community to help each other and make it easier for them to find solutions. We believe word of mouth is key to spread trust with du and the Community is the ideal place for this.

 

Untitled10.png

 

Results:

Community is giving the opportunity to du employees to interact with customers directly, in a less formal way, which facilitates better discussion and shows we are more open as a brand. This gives us a deeper understanding of their needs and accordingly improve our services as per customer expectation. We are now starting an ‘ask the experts programme’ with leaders in our organization facing live questions on the community.

 

Compared to 2014, we observed an increase of completed registrations by 84% and an increase of unique visits by 207% by end of 2015 – indicating value to our customers.

Untitled11.png

 

The idea section in the Community proved very successful. This gave customers an opportunity to share ideas, observations and suggestions for improvements. A dedicated team have been assigned to look into over 100 ideas shared, with 35% likely to be taken forward to fulfill the customers needs.

 

These ideas also contribute to the Ruler of Dubai’s vision for the city to be the happiest in the world. The team assigned to Community team also share the responsibility of working with the eGovernment smart initiative to collect from the public ideas and comments to participate in building the future of Dubai. This helps maximize the value of each idea shared.

 

a.png

 

Our metrics

Since we launched du Community, our customer contact base measure, which presents the number of customer complaints received through shops and contact centers versus subscriber base has decreased from December 2014 to December 2015 by 5%.

 

Untitled12.png

 

NPS scores for online channels:

 

Untitled14.pngUntitled13.png

 

The first Community value analytics report resulted in an impressive satisfaction result compared to similar telcos:

 

  • 83% come to the community to search for information
  • 59% found the information they are looking for on the Community
  • 33% would call support, 14% would go to the store & 13% would post on Community their question if they can’t find an answer
  • 53% would recommend Community to friends

 

du Community stands at the top when benchmarked with communities of top 4 global communication service providers (CSP) for on customer satisfaction.

 

Untitled15.png

Source of top 4 CSP: Lithium December 2015

 

 

 


Untitled6.pngCompany: du

Contact: Samya Chahin (Director Digital Self Service)

Community: du Community

Lithy category: Excellence in Customer Satisfaction

 

About our team: Digital Business

Our goal is to drive the digital revolution for our customers and our business. We will do this by offering a seamless, excellent experience across all our digital channels, as well as finding smarter digital solutions that offer the greatest value.

 

About du

du started operating in 2007, offering mobile and fixed telephony, broadband connectivity and IPTV services. Today, we serve more than 7.5 million individual customers and over 80,000 businesses in the UAE. We also provide carrier services for businesses and satellite up/downlink services for TV broadcasters.

 

Our customer satisfaction initiatives 

We see all of our digital channels, including du Community, as an opportunity to improve customer satisfaction. Our aim is to set the standard for service providers in the UAE by giving customers the best experience online. 2015 was a period of intense investment in our digital channels to improve customer satisfaction, take away pain points and reduce the need to queue in stores or at our call centres:

Revamping our online self-service channel ‘My Account’ – to offer 50+ online self-service features – resulting in 25% increase in users in just six months:

  • Added flexibility – quick and easy way to change plans
  • Greater transparency – view payment and usage history
  • Trouble shooting – allowing customers better manage spending and resolve queries
  • Only UAE telecom to allow customers to renew personal ID online – previously customers had to queue in store to renew ID in person to comply with the country’s strict ‘My Number My Identity’ requirements.

 

Offered queue jumping service on du App

We’ve reduced their waiting time in du stores by allowing customers to forward book appointments on du App. Customers can book appointments up to two hours before visiting a du store and ensure they’re next to be seen on arrival – minimizing their wait time. Nearly 12K customers saved time using the service in the first 3 months.

 

du App revamp

A major revamp of du App added new functionalities and a vastly improved user experience as it moved from hybrid to native. This resulted in a 37% increase in downloads of the du App – encouraging customers to switch to a more convenient way of paying for and managing their services.

 

Positive customer satisfaction indicators from our digital initiatives in 2015

 

Untitled7.png

 

The most  important customer issue we  were looking to solve via  Lithium implementation

 

Untitled8.png

 

We want our customers to spend time on the things that matter most to them, not queueing in our stores or on the phone to our call centers. Like any major service provider we experience an unnecessarily high volume of customers visiting, these channels which is a good spend neither of their time, or efficient operationally for our business. Our Community allows us to remedy this problem by solving basic problems for customers.

 

We also believe communities build trust between brands and people. Engage in two-way conversations with our customers is essential to building relationships with them. Our Community allows us to be more open as an organization, listen to our customers, help them and act on their advice to improve service and drive innovation.

 

Untitled9.png

 

In 2015 the main focus for us was to understand community’s member need and to encourage community to help each other and make it easier for them to find solutions. We believe word of mouth is key to spread trust with du and the Community is the ideal place for this.

 

Untitled10.png

 

Results:

Community is giving the opportunity to du employees to interact with customers directly, in a less formal way, which facilitates better discussion and shows we are more open as a brand. This gives us a deeper understanding of their needs and accordingly improve our services as per customer expectation. We are now starting an ‘ask the experts programme’ with leaders in our organization facing live questions on the community.

 

Compared to 2014, we observed an increase of completed registrations by 84% and an increase of unique visits by 207% by end of 2015 – indicating value to our customers.

Untitled11.png

 

The idea section in the Community proved very successful. This gave customers an opportunity to share ideas, observations and suggestions for improvements. A dedicated team have been assigned to look into over 100 ideas shared, with 35% likely to be taken forward to fulfill the customers needs.

 

These ideas also contribute to the Ruler of Dubai’s vision for the city to be the happiest in the world. The team assigned to Community team also share the responsibility of working with the eGovernment smart initiative to collect from the public ideas and comments to participate in building the future of Dubai. This helps maximize the value of each idea shared.

 

a.png

 

Our metrics

Since we launched du Community, our customer contact base measure, which presents the number of customer complaints received through shops and contact centers versus subscriber base has decreased from December 2014 to December 2015 by 5%.

 

Untitled12.png

 

NPS scores for online channels:

 

Untitled14.pngUntitled13.png

 

The first Community value analytics report resulted in an impressive satisfaction result compared to similar telcos:

 

  • 83% come to the community to search for information
  • 59% found the information they are looking for on the Community
  • 33% would call support, 14% would go to the store & 13% would post on Community their question if they can’t find an answer
  • 53% would recommend Community to friends

 

du Community stands at the top when benchmarked with communities of top 4 global communication service providers (CSP) for on customer satisfaction.

 

Untitled15.png

Source of top 4 CSP: Lithium December 2015

 

 

 

Status:
2015 Lithy Submission

Lithys 2015: Vodafone Turkey - Excellence in Custo...

By JaniceK

Lithys 2015: Vodafone Turkey - Excellence in Customer Satisfaction

Status: 2015 Lithy Submission
by Lithium Technologies JaniceK ‎04-28-2015 10:50 PM - edited ‎04-28-2015 10:52 PM

Company: Vodafone Turkey
Entry submitted by:  Fahrünnisa Bilgin (FahrunnisaB)  Online Product Specialist - CMS & Social Media    

Community:  Vodafone Forum (forum.vodafone.com.tr)

Lithy category: Excellence in Customer Satisfaction

 

Vodafone revolutionized digital transformation in the Turkish telecommunication market. With a market share of %33,9 (Feb'15) Vodafone Turkey is in use of innovative online technologies and social media to service the special needs of Turkish mobile customers. Vodafone Forum launched in March 2012, as Turkey's first open discussion platform among competition is representing Vodafone Turkey with customer care on social media. Today Vodafone Forum is used as a marketing and support platform, increasing engagement of users through super user cultivation and brand advocacy.   

   

Our 2014 customer satisfaction initiatives

 

At Vodafone Turkey, we take customer care to heart

 

Vodafone Turkey has a proactive approach in social media to collect customer insight. We have improved our success model, based on one-to-one customer care; where people receive answers from their personal moderators and super users. With these initiatives customers are getting a unique online experience since launch of Forum in 2012.   

 

In 2014 we have listened to our super users and established new areas in Forum. We have created new discusission opportunities inside of boards for Vodafone Turkey's youth segment named "Vodafone Freezone" and "Vodafone Arena", which came through a partnership of Vodafone with the turkish soccer team Beşiktaş JK.

 

Our moderators are engaging users continuously, we have contests to drive user activities, where we awarded winners with high-tech devices such as tablets and 3g modems.

 

We have established a buddy programme in Vodafone Forum where we continue to guide people after problem resolution and provide feedback. In this way, Vodafone enables people to get in touch with each other and Vodafone Forum  has excellent reputation with 80 K + registered users, 500 K + unique visitors and 1.2 M + pageviews monthly.    

 

The issue that we were looking to solve with Lithium

 

We respect our customers and listen to their wishes

 

It was the most interesting case when one of our Forum users contacted us about a tariff change, which could be done only in one of our Vodafone Shops. The problem was that the user was disabled, our moderators tried to help online, but we came to know that the user was not able to get out of his house. It was clear for us, that we needed take one step more for getting this issue resolved. That's why our community admin has got in contact with the members of our sales & support team and we managed a meeting with the user and took a trip to his flat in the asian side of Istanbul. The tariff change was recorded in our documents and the case was resolved onsite. It was an amazing success story, which has been celebrated by our customer operation manager. Social media team is still chatting with this user from time to time.  

 

Our results

 

We believe that everybody has the right to use the latest technology

 

The VF Forum team has come up with a new concept: reserving a special device stock and sending the device and desired accesories to the Vodafone Shop for customer pick-up. This method of delivery has great appeal to customers in rural areas who typically are not able to choose from a wide variety of devices. With Lithium's community platform,we communicated the complete device delivery process. This contributed to an increase in Vodafone Forum's eNPS score in a year with 29 points from -6 to +22.

 

 


Company: Vodafone Turkey
Entry submitted by:  Fahrünnisa Bilgin (FahrunnisaB)  Online Product Specialist - CMS & Social Media    

Community:  Vodafone Forum (forum.vodafone.com.tr)

Lithy category: Excellence in Customer Satisfaction

 

Vodafone revolutionized digital transformation in the Turkish telecommunication market. With a market share of %33,9 (Feb'15) Vodafone Turkey is in use of innovative online technologies and social media to service the special needs of Turkish mobile customers. Vodafone Forum launched in March 2012, as Turkey's first open discussion platform among competition is representing Vodafone Turkey with customer care on social media. Today Vodafone Forum is used as a marketing and support platform, increasing engagement of users through super user cultivation and brand advocacy.   

   

Our 2014 customer satisfaction initiatives

 

At Vodafone Turkey, we take customer care to heart

 

Vodafone Turkey has a proactive approach in social media to collect customer insight. We have improved our success model, based on one-to-one customer care; where people receive answers from their personal moderators and super users. With these initiatives customers are getting a unique online experience since launch of Forum in 2012.   

 

In 2014 we have listened to our super users and established new areas in Forum. We have created new discusission opportunities inside of boards for Vodafone Turkey's youth segment named "Vodafone Freezone" and "Vodafone Arena", which came through a partnership of Vodafone with the turkish soccer team Beşiktaş JK.

 

Our moderators are engaging users continuously, we have contests to drive user activities, where we awarded winners with high-tech devices such as tablets and 3g modems.

 

We have established a buddy programme in Vodafone Forum where we continue to guide people after problem resolution and provide feedback. In this way, Vodafone enables people to get in touch with each other and Vodafone Forum  has excellent reputation with 80 K + registered users, 500 K + unique visitors and 1.2 M + pageviews monthly.    

 

The issue that we were looking to solve with Lithium

 

We respect our customers and listen to their wishes

 

It was the most interesting case when one of our Forum users contacted us about a tariff change, which could be done only in one of our Vodafone Shops. The problem was that the user was disabled, our moderators tried to help online, but we came to know that the user was not able to get out of his house. It was clear for us, that we needed take one step more for getting this issue resolved. That's why our community admin has got in contact with the members of our sales & support team and we managed a meeting with the user and took a trip to his flat in the asian side of Istanbul. The tariff change was recorded in our documents and the case was resolved onsite. It was an amazing success story, which has been celebrated by our customer operation manager. Social media team is still chatting with this user from time to time.  

 

Our results

 

We believe that everybody has the right to use the latest technology

 

The VF Forum team has come up with a new concept: reserving a special device stock and sending the device and desired accesories to the Vodafone Shop for customer pick-up. This method of delivery has great appeal to customers in rural areas who typically are not able to choose from a wide variety of devices. With Lithium's community platform,we communicated the complete device delivery process. This contributed to an increase in Vodafone Forum's eNPS score in a year with 29 points from -6 to +22.

 

 

Status:
2016 Lithy Submission

Lithys 2016: Breast Cancer Care - Excellence in Cu...

By JaniceK

Lithys 2016: Breast Cancer Care - Excellence in Customer Satisfaction

Status: 2016 Lithy Submission
by Lithium Technologies JaniceK ‎04-27-2016 06:09 PM - last edited on ‎05-03-2016 08:36 AM by Moderator Moderator

Untitled67.pngCompany: Breast Cancer Care

Contact: Anna Brown (Digital Community Officer)

Community: Breast Cancer Care Forum

Lithy category: Excellence in Customer Satisfaction

 

The Breast Cancer Care Forum is the largest single cancer forum in the UK.  It was the first peer support forum of its kind, originally launched in 1999/2000.  Our Lithium powered platform enables users to safely share their personal stories and receive emotional support from other people affected by breast cancer. Central to the success of the forum is an environment from which trust can develop, thereby encouraging empathy, human connections and interactions, albeit virtual; this in turn creates a safe space that lessens isolation and anxiety.  Real people-virtual connection:  Overcoming isolation using accessible technology. There are many ways to face breast cancer, we help people find theirs.

 

Our organization’s customer satisfaction initiatives in 2015

 

In 2015 we aimed to increase registrations, user engagement and widen our reach to be accessible to everyone affected by breast cancer. As a charity we looked at ways for delivering more for less and reduce our expenses whilst maintaining safety and integrity.

 

We are a user centric organisation and incorporate all user feedback, input or direct data from LSI to inform improvements to customer experience and user journey on the forum. By listening to our users in workshops and reading comments in posts, we know they want instant access to online support at the time they need it, for this reason we have removed first post moderation and implemented SSO so users only need one account for our Forum and breastcancercare.org.uk.

 

To support this reduced moderation we have customised the keyword and smut filter systems, as well as activating the abuse notifications and spam quarantine.  By doing this we have reduced our moderation team from 6 sessional moderators and 1 Coordinator to 1 Digital Community Officer and 1 Digital Community Assistant. Through this careful implementation we have not only preserved our outstanding reputation of being a safe and risk free environment, we have significantly built on it. We can safely rely on robust Lithium technology, and through all these changes we have simultaneously increased and expanded our customer engagement and service provision. To illustrate, below are our targets and achievements for the year.

 

a.png

 

User engagement and satisfaction

We know that the ‘midnight terrors’ are real for many people, both newly diagnosed or further on in their treatment of breast cancer.  A popular thread used by many during the ‘witching hours’ is ‘The Night Birds’; where members of the community chat and reduce isolation when everyone else is asleep.

 

The community is an invaluable source of support and information regardless of the stage of breast cancer journey:  At the beginning when it is all new and frightening;

 

“i have been reading the forums since waiting for my results and found it a tower of strength. Thoug...

 

Experiencing side effects of treatment;

 

I think the side effects affect us more than people realise and that is one reason why these forum...

 

Coming out the other end of treatment and wanting to support others;

 

“EXTOLLING THE VIRTUES AND BENEFITS OF THIS WONDERFUL FORUM AND THE WONDERFUL PEOPLE ON IT. ALL OF W...

Our users regularly share their experiences both of online and offline services.  Increasing user engagement with the rest of Breast Cancer Care is important to us and our users are the best sources of referral:

 

“I’m part way through a course called Moving Forward run by Breast Cancer Care – it’s four morning s...

 

We recognise that for many users they receive the information and support they are looking for by reading posts rather than by actively contributing.  We wanted to encourage this group of forum users to still feel a member of the community and achieved this by introducing Hugs, customised from Kudos. Users are now able to connect with each other as well as show compassion and empathy by sending Hugs in response to a post.  This function has been very popular and from launch in December to the end of March a total of 3,948 Hugs have been given.

 

Untitled68.png

 

Another recent user focussed innovation has been the implementation of Community Champions.  We identified 21 possible users who naturally offer support and empathy as well as support new users and signpost to other areas of support.  100% of people contacted accepted the recognition:

 

“I’m knocked out ‘cos all i do is out of love and passion for my fellow womankind.  How wonderful.”

 

Untitled69.png

 

We have noticed a steady increase in engagement since this implementation and plan on building on this success.  

 

Our plans for the very near future include a forum restructure. Using the data and analytics from LSI, we have identified areas of the forum which are underutilised.  The flexibility of the Lithium platform enables us to move categories and boards to reflect the needs of our users and to enhance the ease of user journey. Removing inactive areas allows us to introduce new areas which have been requested, such as a ‘Coffee Lounge’ where users can still connect in a safe online environment but in conversations which are cancer free.

 

Other new areas include a closed private group for our Community Champions and an innovative category, ‘Ask Our Nurses’. This is where users can directly ask questions to our highly regarded clinical specialists enhancing our Helpline and ‘Ask the nurse’ email service.  

 

Untitled70.png

 

In the last 12 months our forum has grown by 40% and we have no intention of sitting back and settling for that.  With the ability to be reactive to our users’ needs and having the data, both quantitative and qualitative to support and underpin decisions, we will continue to grow from strength to strength.

 

 

 


Untitled67.pngCompany: Breast Cancer Care

Contact: Anna Brown (Digital Community Officer)

Community: Breast Cancer Care Forum

Lithy category: Excellence in Customer Satisfaction

 

The Breast Cancer Care Forum is the largest single cancer forum in the UK.  It was the first peer support forum of its kind, originally launched in 1999/2000.  Our Lithium powered platform enables users to safely share their personal stories and receive emotional support from other people affected by breast cancer. Central to the success of the forum is an environment from which trust can develop, thereby encouraging empathy, human connections and interactions, albeit virtual; this in turn creates a safe space that lessens isolation and anxiety.  Real people-virtual connection:  Overcoming isolation using accessible technology. There are many ways to face breast cancer, we help people find theirs.

 

Our organization’s customer satisfaction initiatives in 2015

 

In 2015 we aimed to increase registrations, user engagement and widen our reach to be accessible to everyone affected by breast cancer. As a charity we looked at ways for delivering more for less and reduce our expenses whilst maintaining safety and integrity.

 

We are a user centric organisation and incorporate all user feedback, input or direct data from LSI to inform improvements to customer experience and user journey on the forum. By listening to our users in workshops and reading comments in posts, we know they want instant access to online support at the time they need it, for this reason we have removed first post moderation and implemented SSO so users only need one account for our Forum and breastcancercare.org.uk.

 

To support this reduced moderation we have customised the keyword and smut filter systems, as well as activating the abuse notifications and spam quarantine.  By doing this we have reduced our moderation team from 6 sessional moderators and 1 Coordinator to 1 Digital Community Officer and 1 Digital Community Assistant. Through this careful implementation we have not only preserved our outstanding reputation of being a safe and risk free environment, we have significantly built on it. We can safely rely on robust Lithium technology, and through all these changes we have simultaneously increased and expanded our customer engagement and service provision. To illustrate, below are our targets and achievements for the year.

 

a.png

 

User engagement and satisfaction

We know that the ‘midnight terrors’ are real for many people, both newly diagnosed or further on in their treatment of breast cancer.  A popular thread used by many during the ‘witching hours’ is ‘The Night Birds’; where members of the community chat and reduce isolation when everyone else is asleep.

 

The community is an invaluable source of support and information regardless of the stage of breast cancer journey:  At the beginning when it is all new and frightening;

 

“i have been reading the forums since waiting for my results and found it a tower of strength. Thoug...

 

Experiencing side effects of treatment;

 

I think the side effects affect us more than people realise and that is one reason why these forum...

 

Coming out the other end of treatment and wanting to support others;

 

“EXTOLLING THE VIRTUES AND BENEFITS OF THIS WONDERFUL FORUM AND THE WONDERFUL PEOPLE ON IT. ALL OF W...

Our users regularly share their experiences both of online and offline services.  Increasing user engagement with the rest of Breast Cancer Care is important to us and our users are the best sources of referral:

 

“I’m part way through a course called Moving Forward run by Breast Cancer Care – it’s four morning s...

 

We recognise that for many users they receive the information and support they are looking for by reading posts rather than by actively contributing.  We wanted to encourage this group of forum users to still feel a member of the community and achieved this by introducing Hugs, customised from Kudos. Users are now able to connect with each other as well as show compassion and empathy by sending Hugs in response to a post.  This function has been very popular and from launch in December to the end of March a total of 3,948 Hugs have been given.

 

Untitled68.png

 

Another recent user focussed innovation has been the implementation of Community Champions.  We identified 21 possible users who naturally offer support and empathy as well as support new users and signpost to other areas of support.  100% of people contacted accepted the recognition:

 

“I’m knocked out ‘cos all i do is out of love and passion for my fellow womankind.  How wonderful.”

 

Untitled69.png

 

We have noticed a steady increase in engagement since this implementation and plan on building on this success.  

 

Our plans for the very near future include a forum restructure. Using the data and analytics from LSI, we have identified areas of the forum which are underutilised.  The flexibility of the Lithium platform enables us to move categories and boards to reflect the needs of our users and to enhance the ease of user journey. Removing inactive areas allows us to introduce new areas which have been requested, such as a ‘Coffee Lounge’ where users can still connect in a safe online environment but in conversations which are cancer free.

 

Other new areas include a closed private group for our Community Champions and an innovative category, ‘Ask Our Nurses’. This is where users can directly ask questions to our highly regarded clinical specialists enhancing our Helpline and ‘Ask the nurse’ email service.  

 

Untitled70.png

 

In the last 12 months our forum has grown by 40% and we have no intention of sitting back and settling for that.  With the ability to be reactive to our users’ needs and having the data, both quantitative and qualitative to support and underpin decisions, we will continue to grow from strength to strength.

 

 

 

Status:
2016 Lithy Finalist

Lithys 2016: Comcast - Excellence in Customer Sati...

By JaniceK

Lithys 2016: Comcast - Excellence in Customer Satisfaction

Status: 2016 Lithy Finalist
by Lithium Technologies JaniceK ‎04-05-2016 01:00 AM - last edited on ‎05-03-2016 08:52 AM by Moderator Moderator

Untitled63.pngCompany:  Comcast 

Entry submitted by: Matt Verna (Analyst)

Community: Comcast Help & Support Forums 

Lithy category:  Excellence in Customer Satisfaction

 

Comcast Cable is one of the nation's largest video, high-speed Internet and phone providers to residential customers under the XFINITY brand and also provides these services to businesses. Comcast has invested in technology to build a sophisticated network that delivers the fastest broadband speeds, and brings customers personalized video, communications and home management offerings. 

 

Our customer satisfaction initiatives 

 

In 2015 Comcast’s Digital Care Team strove to:

 

  • Create and deploy NPS survey program
  • Increase in-channel (social) resolution rates
  • Deploy a Quality program for our team which focused on customer experience and the behaviors necessary to change customer perceptions & sentiments from negative to positive

 

Comcast’s Digital Care Team experienced significant growth in 2015. That growth drove a material increase in customer interactions making it necessary to employ tools that helped drive customer-centric behaviors across our multi-site organization. Our growth, while clearly good for our ability to meet more customers in the channel of their choosing, could have, without careful planning, resulted in the loss of the boutique, one-stop-shop customer experience we have worked to build. A primary tool in our effort to maintain the highest customer satisfaction levels possible is our newly deployed Quality program. The Quality program’s primary goal is to ensure a consistent, high quality customer experience for each and every interaction. With the technology in place to track conversation sentiment and newly allocated resources dedicated to ensuring its accuracy, Digital Care has been able to maintain and improve upon our ability to fully serve our broad customer base.

 

Along with assuring the quality of conversations, the quantity of conversations continued to increase, encouraging even more operational changes. Expanding the team into two divisions, Operations and Strategy, allowed our Operations team to focus on coaching, while letting our Strategy team focus on Quality, Reporting, Forecasting & Scheduling, Technology, Training and the Customer Experience. In 2015, the Digital Care team implemented an entirely ‘in-channel’ Net Promoter System (NPS) survey to its customers on Facebook and Twitter, sending more than one thousand surveys. In 2016 we’ve already sent out more than two thousand surveys. Keeping the customer in-channel from inception to completion was imperative to operational success and ultimately proven with NPS survey results that exceed industry averages and are among the highest for any group in the company.

 

The most important customer issue we were looking to solve via  Lithium implementation and what makes our approach to customer satisfaction a gold standard in the industry

 

The solutions that Lithium provides directly aligns with Digital Care’s key objective - building a better customer experience. To manage the increasing volume of incoming posts and facilitate a streamlined response process, Lithium’s robust tag and routing hierarchy allow Comcast’s social team to provide the highest quality conversations with its customers and eliminate as much room as possible for error. The newly integrated Quality program keeps these processes in check and also allows frontline specialists to participate in peer-to-peer review and approval processes for new employees. Combining the approval process, Quality program and the tag structure has created the necessary balance between technology and operation goals, which in turn has provided a better customer experience. To prove the success of this collaboration, the team’s NPS score places well above the industry average score and surveying the customer in the social channel they interacted in has resulted in a nearly 60% response rate. Our customers’ experience with us will always be the Digital Care Team’s number one priority but the accessibility of viable technology contributes to the successes of the team.

 

 Our metrics

 

Our focus on the customer experience in 2015 and 2016 has had meaningful and tangible results for our customers.

 

  • We are no longer last resort support channel, customers are coming to us first
  • Nearly 75% of customers that came in negative left neutral or positive
  • Reduced non-social channel escalations per month from 4000 to 400
  • Higher than industry average NPS score, nearly 60% response rate to in-channel surveys
  • In-channel resolution increase from 95 to 99% in 2015

 


Untitled63.pngCompany:  Comcast 

Entry submitted by: Matt Verna (Analyst)

Community: Comcast Help & Support Forums 

Lithy category:  Excellence in Customer Satisfaction

 

Comcast Cable is one of the nation's largest video, high-speed Internet and phone providers to residential customers under the XFINITY brand and also provides these services to businesses. Comcast has invested in technology to build a sophisticated network that delivers the fastest broadband speeds, and brings customers personalized video, communications and home management offerings. 

 

Our customer satisfaction initiatives 

 

In 2015 Comcast’s Digital Care Team strove to:

 

  • Create and deploy NPS survey program
  • Increase in-channel (social) resolution rates
  • Deploy a Quality program for our team which focused on customer experience and the behaviors necessary to change customer perceptions & sentiments from negative to positive

 

Comcast’s Digital Care Team experienced significant growth in 2015. That growth drove a material increase in customer interactions making it necessary to employ tools that helped drive customer-centric behaviors across our multi-site organization. Our growth, while clearly good for our ability to meet more customers in the channel of their choosing, could have, without careful planning, resulted in the loss of the boutique, one-stop-shop customer experience we have worked to build. A primary tool in our effort to maintain the highest customer satisfaction levels possible is our newly deployed Quality program. The Quality program’s primary goal is to ensure a consistent, high quality customer experience for each and every interaction. With the technology in place to track conversation sentiment and newly allocated resources dedicated to ensuring its accuracy, Digital Care has been able to maintain and improve upon our ability to fully serve our broad customer base.

 

Along with assuring the quality of conversations, the quantity of conversations continued to increase, encouraging even more operational changes. Expanding the team into two divisions, Operations and Strategy, allowed our Operations team to focus on coaching, while letting our Strategy team focus on Quality, Reporting, Forecasting & Scheduling, Technology, Training and the Customer Experience. In 2015, the Digital Care team implemented an entirely ‘in-channel’ Net Promoter System (NPS) survey to its customers on Facebook and Twitter, sending more than one thousand surveys. In 2016 we’ve already sent out more than two thousand surveys. Keeping the customer in-channel from inception to completion was imperative to operational success and ultimately proven with NPS survey results that exceed industry averages and are among the highest for any group in the company.

 

The most important customer issue we were looking to solve via  Lithium implementation and what makes our approach to customer satisfaction a gold standard in the industry

 

The solutions that Lithium provides directly aligns with Digital Care’s key objective - building a better customer experience. To manage the increasing volume of incoming posts and facilitate a streamlined response process, Lithium’s robust tag and routing hierarchy allow Comcast’s social team to provide the highest quality conversations with its customers and eliminate as much room as possible for error. The newly integrated Quality program keeps these processes in check and also allows frontline specialists to participate in peer-to-peer review and approval processes for new employees. Combining the approval process, Quality program and the tag structure has created the necessary balance between technology and operation goals, which in turn has provided a better customer experience. To prove the success of this collaboration, the team’s NPS score places well above the industry average score and surveying the customer in the social channel they interacted in has resulted in a nearly 60% response rate. Our customers’ experience with us will always be the Digital Care Team’s number one priority but the accessibility of viable technology contributes to the successes of the team.

 

 Our metrics

 

Our focus on the customer experience in 2015 and 2016 has had meaningful and tangible results for our customers.

 

  • We are no longer last resort support channel, customers are coming to us first
  • Nearly 75% of customers that came in negative left neutral or positive
  • Reduced non-social channel escalations per month from 4000 to 400
  • Higher than industry average NPS score, nearly 60% response rate to in-channel surveys
  • In-channel resolution increase from 95 to 99% in 2015

 

Status:
2016 Lithy Submission

Lithys 2016: Hilton Worldwide - Excellence in Cust...

By JaniceK

Lithys 2016: Hilton Worldwide - Excellence in Customer Satisfaction

Status: 2016 Lithy Submission
by Lithium Technologies JaniceK ‎04-27-2016 05:34 PM - last edited on ‎05-03-2016 08:37 AM by Moderator Moderator

Untitled66.pngCompany: Hilton Worldwide

Contact: Lee Diaz (Social Media Product Manager)

Community: Hilton Suggests Twitter 

Lithy category: Excellence in Customer Satisfaction

 

Hilton Worldwide is one of the largest hospitality companies in the world, with mre than 4,600 hotels, resorts and properties in 100 countries and territories, and we’re growing faster than ever. Our 96-year history as pioneers in the industry makes us the preferred venue for travelers, developers, partners, and team members alike.

 

Our customer satisfaction initiatives of 2015

 

Hospitality and customer satisfaction should be extended to all travelers, even before they are your customers. With this focus, in 2015 we continued the expansion of the Hilton Suggests program to be an even broader global community of Hilton Worldwide team members, at all positions, that serve as a proactive resource for travelers visiting around 100 global markets. Hilton Suggests members give their time to listen for travelers’ questions, point unfamiliar travelers in the right direction, and even assist fellow locals seeking the next hidden gem for their bucket list. Through this, we deliver tweet tailored reccommendations for where to eat, what to see and what to do in our cities, to any traveler that needs a little direction.

 

A 2014 Study by Google on the Traveler’s Road to Decision showed that 83% of users that go online to find travel inspiration use social networking, video or photo sites. The @HiltonSuggests team helps develop some of that inspiration and alleviates some local research by surprising and delighting Twitter users seeking out travel advice with unique, local recommendations. By reaching travelers where they are, and when they are asking questions, we were able to share over 30,400 responses in 2015.

 

Untitled62.png

 

The most important customer issue we  were looking to solve via  Lithium implementation? 

 

Travelers, as resourceful as they are, often need direction as they get ready to explore. Our focus is to help answer travelers’ questions of where to go, what to see, and where to eat that we all have as travelers to a new city. Even when they are not looking to Hilton Worldwide to answer their questions, we want to surprise and delight them with our focus actively listening, taking the time to respond, and delivering a quality piece of information from a local perspective.

 

Each suggestion is an authentic, first-hand recommendation based on the experiences of one of our local team members. And while we are happy to help travelers find a hotel - our primary focus is always to enhance the overall travel experience during a new-nomad’s visit.

 

We understand that it’s easier to appreciate the quirks and cultural nuances, too, when you’ve had a chance to experience the culture at its originator. We live and breathe the vision that our founder, Conrad Hilton, understood to be so important:

 

It’s our mission to fill the earth with the light and warmth of hospitality - one tweet at a time.

Untitled63.png

 

Our metrics

 

 

Given our focus, to reach any traveler seeking local recommendations, our core satisfaction metric is based on our ability to connect to travelers: Response. In 2015, we had just over 90 Team Members Tweet over 30,400 responses to travelers’ questions.

 

We leverage Lithium’s Social Web to ensure that each Team Member is receiving traveler questions from their local city / region / market, and can quickly identify which questions they can answer based on their experiences in the city they live and work in.

 

Untitled64.png

 

Untitled65.png


Untitled66.pngCompany: Hilton Worldwide

Contact: Lee Diaz (Social Media Product Manager)

Community: Hilton Suggests Twitter 

Lithy category: Excellence in Customer Satisfaction

 

Hilton Worldwide is one of the largest hospitality companies in the world, with mre than 4,600 hotels, resorts and properties in 100 countries and territories, and we’re growing faster than ever. Our 96-year history as pioneers in the industry makes us the preferred venue for travelers, developers, partners, and team members alike.

 

Our customer satisfaction initiatives of 2015

 

Hospitality and customer satisfaction should be extended to all travelers, even before they are your customers. With this focus, in 2015 we continued the expansion of the Hilton Suggests program to be an even broader global community of Hilton Worldwide team members, at all positions, that serve as a proactive resource for travelers visiting around 100 global markets. Hilton Suggests members give their time to listen for travelers’ questions, point unfamiliar travelers in the right direction, and even assist fellow locals seeking the next hidden gem for their bucket list. Through this, we deliver tweet tailored reccommendations for where to eat, what to see and what to do in our cities, to any traveler that needs a little direction.

 

A 2014 Study by Google on the Traveler’s Road to Decision showed that 83% of users that go online to find travel inspiration use social networking, video or photo sites. The @HiltonSuggests team helps develop some of that inspiration and alleviates some local research by surprising and delighting Twitter users seeking out travel advice with unique, local recommendations. By reaching travelers where they are, and when they are asking questions, we were able to share over 30,400 responses in 2015.

 

Untitled62.png

 

The most important customer issue we  were looking to solve via  Lithium implementation? 

 

Travelers, as resourceful as they are, often need direction as they get ready to explore. Our focus is to help answer travelers’ questions of where to go, what to see, and where to eat that we all have as travelers to a new city. Even when they are not looking to Hilton Worldwide to answer their questions, we want to surprise and delight them with our focus actively listening, taking the time to respond, and delivering a quality piece of information from a local perspective.

 

Each suggestion is an authentic, first-hand recommendation based on the experiences of one of our local team members. And while we are happy to help travelers find a hotel - our primary focus is always to enhance the overall travel experience during a new-nomad’s visit.

 

We understand that it’s easier to appreciate the quirks and cultural nuances, too, when you’ve had a chance to experience the culture at its originator. We live and breathe the vision that our founder, Conrad Hilton, understood to be so important:

 

It’s our mission to fill the earth with the light and warmth of hospitality - one tweet at a time.

Untitled63.png

 

Our metrics

 

 

Given our focus, to reach any traveler seeking local recommendations, our core satisfaction metric is based on our ability to connect to travelers: Response. In 2015, we had just over 90 Team Members Tweet over 30,400 responses to travelers’ questions.

 

We leverage Lithium’s Social Web to ensure that each Team Member is receiving traveler questions from their local city / region / market, and can quickly identify which questions they can answer based on their experiences in the city they live and work in.

 

Untitled64.png

 

Untitled65.png

Status:
2015 Lithy Submission

Lithys 2015: Ooredoo - Excellence in Customer Sati...

By JaniceK

Company: Ooredoo Qatar 

Entry submitted by: Muna Barakat (monabarakat) Community Manager

Community: Ooredoo Community (http://community.ooredoo.qa/

Lithy category: Excellence in Customer Satisfaction 

 

Ooredoo Qatar is a telecomm company based in Qatar. It is the first telecom company in the country. Ooredoo is a provider of mobile services, wireless and wire-line services, entertainment services, and content services, with varying market share in the domestic and international telecom markets and in the business (corporations and individuals) and residential markets.

 

Ooredoo went international few years back to include eight other telecom companies in countries such as, Kuwait, Oman, Maldives, Myanmar, Tunisia, and Algeria. Today, Ooredoo serve more than 90 million people internationally.

 

However, our Ooredoo Community is cozy when it comes to size. We focus on Qatar’s market that has around 2 million people. We launched Community on May 2014, so we are barely one year old.

 

Our 2014 customer satisfaction intiatives

 

Every person in Qatar has at least one device or service from Ooredoo. Due to our verity of services, we have high pressure on our customer service. Although we support our customers on many online and offline channels such as our website, Facebook, twitter, snapechat, instagram, call center, and shops, but we wanted to do the extra mile and offer our customers a unique experience where they can get help from their peers. This is where Lithium role comes!

 

We launched our forum around a year ago, but we are already seeing it grow nicely with members, quality content, and getting picked up by Google Although we haven’t done aggressive paid campaign, so this growth is mostly organic.

 

Ooredoo’s initiative to always offer what is new and different is what attracts customers to it. Peer to peer, social support forum, such as the solution that Lithium offers isn’t a common trend in Qatar or even the region. Being the first of its kind has pros and cons because it is harder to educate the public about these forums. The choice of having a young female community manager is also an indication of unorthodox practice, because Ooredoo is all about the end result and not following what is common or average.

 

Being keen on customer satisfaction, we wanted to hit three main areas:

  • Humanize our brand
    • Weather you are an Ooredoo staff or regular customer on Community, we encourage the user to show his character. Our style of writing is more casual. The result? Customers started to change the image of a faceless corporate, and having names associated with Ooredoo such as the team working on Community like me, and other Ooredoo staff members.
  • Own our content
    • You saw a solution of how to restart your Wi-Fi device of Facebook five months ago. Today, your Wi-Fi started to act up and you need this valuable post, could you find it? With many social media channels like Facebook, twitter, and instagram, it is very tiring and sometimes impossible to find old content.
    • Owing our content meant hassle free to our customers. And it was a win/win solution for our product team that could monitor feedback and gain market research info in a way, AND our customers who don’t have to wait on the phone for many cases.
  • A hub for customers to share, chill, and be heard
    • Increasing enthusiasm level toward our brand
    • get personal with our customers, know who they are, what changes they need, and what they like to watch as a movie so we can include it on our Mozaic service, and many other scenarios.

 

Our results

 

There is a causality effect between Community and decrease in customer complaints, but we don’t think it is a direct causality.

 

However, we have many posts from our super-users, and active users who expressed their satisfaction, or promoted our Ooredoo services on Community countless times, such as this topic that gave a review to our most common services:

 

 

This is an example of a user (who’s not a super user) who gave review on Mozaic service. In return, one of our senior experts on Mozaic replied to every points the user gave, provided future plans, and offered beta trail chances for the user to test. Here are some of the reactions:

 

 


Company: Ooredoo Qatar 

Entry submitted by: Muna Barakat (monabarakat) Community Manager

Community: Ooredoo Community (http://community.ooredoo.qa/

Lithy category: Excellence in Customer Satisfaction 

 

Ooredoo Qatar is a telecomm company based in Qatar. It is the first telecom company in the country. Ooredoo is a provider of mobile services, wireless and wire-line services, entertainment services, and content services, with varying market share in the domestic and international telecom markets and in the business (corporations and individuals) and residential markets.

 

Ooredoo went international few years back to include eight other telecom companies in countries such as, Kuwait, Oman, Maldives, Myanmar, Tunisia, and Algeria. Today, Ooredoo serve more than 90 million people internationally.

 

However, our Ooredoo Community is cozy when it comes to size. We focus on Qatar’s market that has around 2 million people. We launched Community on May 2014, so we are barely one year old.

 

Our 2014 customer satisfaction intiatives

 

Every person in Qatar has at least one device or service from Ooredoo. Due to our verity of services, we have high pressure on our customer service. Although we support our customers on many online and offline channels such as our website, Facebook, twitter, snapechat, instagram, call center, and shops, but we wanted to do the extra mile and offer our customers a unique experience where they can get help from their peers. This is where Lithium role comes!

 

We launched our forum around a year ago, but we are already seeing it grow nicely with members, quality content, and getting picked up by Google Although we haven’t done aggressive paid campaign, so this growth is mostly organic.

 

Ooredoo’s initiative to always offer what is new and different is what attracts customers to it. Peer to peer, social support forum, such as the solution that Lithium offers isn’t a common trend in Qatar or even the region. Being the first of its kind has pros and cons because it is harder to educate the public about these forums. The choice of having a young female community manager is also an indication of unorthodox practice, because Ooredoo is all about the end result and not following what is common or average.

 

Being keen on customer satisfaction, we wanted to hit three main areas:

  • Humanize our brand
    • Weather you are an Ooredoo staff or regular customer on Community, we encourage the user to show his character. Our style of writing is more casual. The result? Customers started to change the image of a faceless corporate, and having names associated with Ooredoo such as the team working on Community like me, and other Ooredoo staff members.
  • Own our content
    • You saw a solution of how to restart your Wi-Fi device of Facebook five months ago. Today, your Wi-Fi started to act up and you need this valuable post, could you find it? With many social media channels like Facebook, twitter, and instagram, it is very tiring and sometimes impossible to find old content.
    • Owing our content meant hassle free to our customers. And it was a win/win solution for our product team that could monitor feedback and gain market research info in a way, AND our customers who don’t have to wait on the phone for many cases.
  • A hub for customers to share, chill, and be heard
    • Increasing enthusiasm level toward our brand
    • get personal with our customers, know who they are, what changes they need, and what they like to watch as a movie so we can include it on our Mozaic service, and many other scenarios.

 

Our results

 

There is a causality effect between Community and decrease in customer complaints, but we don’t think it is a direct causality.

 

However, we have many posts from our super-users, and active users who expressed their satisfaction, or promoted our Ooredoo services on Community countless times, such as this topic that gave a review to our most common services:

 

 

This is an example of a user (who’s not a super user) who gave review on Mozaic service. In return, one of our senior experts on Mozaic replied to every points the user gave, provided future plans, and offered beta trail chances for the user to test. Here are some of the reactions:

 

 

Status:
2015 Lithy Submission

Lithys 2015: Vodafone Espana - Excellence in Custo...

By JaniceK

Lithys 2015: Vodafone Espana - Excellence in Customer Satisfaction

Status: 2015 Lithy Submission
by Lithium Technologies JaniceK ‎04-13-2015 01:08 PM - edited ‎04-18-2015 02:21 PM

Company: Vodafone Espana 
Entry submitted by: Gustavo Casado (Piquio) Social Media Specialist

Community: Foro.Vodafone (http://foro.vodafone.es/)

Lithy category: Excellence in Customer Satisfaction

 

Vodafone Group is a British multinational telecommunications company headquartered in London and with its registered office in Newbury, Berkshire. It is the world's 2nd-largest mobile telecommunications company measured by both subscribers and 2013 revenues (behind China Mobile), and had 434 million subscribers as of March 31, 2014.

 

Our most important customer satisfaction initiatives are:

1) NPS

2) Resolution rate

3) Customer experience program

 

Our challenge that we were looking to solve via our Lithium implementation was to reduce calls through social media support. 6,000 interactions on our Lithium eForum per month reduced 50,000 customer service calls on Vodafone's customer service platform!

 

Additional results:

  • 2% savings in customer service calls
  • 20 points of increase in NPS
  • 30 points of increase in resolution rate
  • 100 points of increase in CHI score

 


Company: Vodafone Espana 
Entry submitted by: Gustavo Casado (Piquio) Social Media Specialist

Community: Foro.Vodafone (http://foro.vodafone.es/)

Lithy category: Excellence in Customer Satisfaction

 

Vodafone Group is a British multinational telecommunications company headquartered in London and with its registered office in Newbury, Berkshire. It is the world's 2nd-largest mobile telecommunications company measured by both subscribers and 2013 revenues (behind China Mobile), and had 434 million subscribers as of March 31, 2014.

 

Our most important customer satisfaction initiatives are:

1) NPS

2) Resolution rate

3) Customer experience program

 

Our challenge that we were looking to solve via our Lithium implementation was to reduce calls through social media support. 6,000 interactions on our Lithium eForum per month reduced 50,000 customer service calls on Vodafone's customer service platform!

 

Additional results:

  • 2% savings in customer service calls
  • 20 points of increase in NPS
  • 30 points of increase in resolution rate
  • 100 points of increase in CHI score

 

Status:
2016 Lithy Submission

Lithys 2016: Frontier Communications - Excellence ...

By JaniceK

Lithys 2016: Frontier Communications - Excellence in Customer Satisfaction

Status: 2016 Lithy Submission
by Lithium Technologies JaniceK ‎04-27-2016 10:59 PM - last edited on ‎05-03-2016 08:36 AM by Moderator Moderator

Untitled71.pngCompany: Dixon Schwabl (representing Frontier Communications)

Entry submitted by: Jessica DiLuglio    (Social Media Account Executive )

Social channel: https://www.facebook.com/FrontierCorp/

Lithy category:  Excellence in Customer Satisfaction

 

Frontier Communications is an S&P 500 company and is included in the Fortune 1000 list of America’s largest corporations. Frontier serves predominantly a mix of urban, suburban, and rural areas across the U.S. The company offers a variety of services to customers over its fiber-optic and copper networks, including video, high-speed internet, advanced voice and Frontier Secure digital protection solutions. Frontier Business Edge offers communications solutions to small, medium, and enterprise businesses.

 

A focus on customer support

 

The company’s social media networks are primarily used for customer engagement, support and retention.

 

On April 1, 2016, Frontier acquired over three million customers from the states of California, Texas and Florida. To manage the anticipated volume of conversation, Frontier needed a tool that could coordinate community engagement between its 100+ customer service representatives, determine strategic workflow of responses and help the company easily serve its new customers.

 

With Lithium, Frontier was able to help listen to the conversation, identify pain points that customers were having and respond to the customers in a timely manner. Due to the efficiency of Lithium Social Web (LSW), social media became a key source of information for Frontier’s senior leadership. What are the main concerns of the customer? Where is the largest amount of volume occurring? How can we help the customer?

 

Thanks to LSW, Frontier was able to answer all of those questions and more in a timely and efficient manner. Plus, Lithium has made it easier for Frontier to prepare for business as usual conversations that occur on the page – and will help them transition forward with helping their customers at an optimal level.

 

LSW helps with customer retention

 

Frontier’s social media platform is a vibrant collection of customers and prospects that use the social channels to ask questions, seek customer support and learn new information. Since every interaction with the customer matters for Frontier, this online network is vitally important to the success of the company and its digital goals.

 

For these reasons, Frontier views their social media, and digital strategy, as a customer retention platform. If the customer remains happy they will continue to purchase the services that Frontier offers.

 

Lithium’s presence for Frontier allows its customer service team to be more efficient and knowledgeable with customers while keeping them happy throughout the communication process. In particular, the workflow operations enabled by LSW allow the Frontier team to work together while helping each customer, ensuring that customers are not seeing duplicate messages or requests.

 

Plus, Lithium’s data allows Frontier to stay ahead of the game when it comes to customer pain points and trending topics that the company needs to be aware of.

 

Frontier’s customer satisfaction results

 

Before the acquisition began, Frontier set a goal of an 85% SLA under 1 hour. During the first few days, Frontier looked at the data and realized that SLA was not reaching the target goal. Knowing what they were tracking at, Frontier was able to readjust and after April 5, the target SLA of 85% under one hour was met each time – it did not get back under 86%.

 

Other helpful metrics that Frontier was able to track were total inbound posts, volume of Facebook, Twitter and Spanish comments, response time, and top topics of what customers were talking about on social media. By being able to track volume of posts, to topics and its average response time, Frontier was able to find out how quickly customer questions were answered and compare concerns expressed by customers on social media to concerns expressed by customers calling into contact centers. This helped the company as a whole quickly identify service issues before they became widespread.

 

The Frontier digital management team has continually exceeded its SLA under one hour goals since April 1, and they have been able to do this despite the volume of the social media conversation increasing by 10x since March.

 

lithys.png


Untitled71.pngCompany: Dixon Schwabl (representing Frontier Communications)

Entry submitted by: Jessica DiLuglio    (Social Media Account Executive )

Social channel: https://www.facebook.com/FrontierCorp/

Lithy category:  Excellence in Customer Satisfaction

 

Frontier Communications is an S&P 500 company and is included in the Fortune 1000 list of America’s largest corporations. Frontier serves predominantly a mix of urban, suburban, and rural areas across the U.S. The company offers a variety of services to customers over its fiber-optic and copper networks, including video, high-speed internet, advanced voice and Frontier Secure digital protection solutions. Frontier Business Edge offers communications solutions to small, medium, and enterprise businesses.

 

A focus on customer support

 

The company’s social media networks are primarily used for customer engagement, support and retention.

 

On April 1, 2016, Frontier acquired over three million customers from the states of California, Texas and Florida. To manage the anticipated volume of conversation, Frontier needed a tool that could coordinate community engagement between its 100+ customer service representatives, determine strategic workflow of responses and help the company easily serve its new customers.

 

With Lithium, Frontier was able to help listen to the conversation, identify pain points that customers were having and respond to the customers in a timely manner. Due to the efficiency of Lithium Social Web (LSW), social media became a key source of information for Frontier’s senior leadership. What are the main concerns of the customer? Where is the largest amount of volume occurring? How can we help the customer?

 

Thanks to LSW, Frontier was able to answer all of those questions and more in a timely and efficient manner. Plus, Lithium has made it easier for Frontier to prepare for business as usual conversations that occur on the page – and will help them transition forward with helping their customers at an optimal level.

 

LSW helps with customer retention

 

Frontier’s social media platform is a vibrant collection of customers and prospects that use the social channels to ask questions, seek customer support and learn new information. Since every interaction with the customer matters for Frontier, this online network is vitally important to the success of the company and its digital goals.

 

For these reasons, Frontier views their social media, and digital strategy, as a customer retention platform. If the customer remains happy they will continue to purchase the services that Frontier offers.

 

Lithium’s presence for Frontier allows its customer service team to be more efficient and knowledgeable with customers while keeping them happy throughout the communication process. In particular, the workflow operations enabled by LSW allow the Frontier team to work together while helping each customer, ensuring that customers are not seeing duplicate messages or requests.

 

Plus, Lithium’s data allows Frontier to stay ahead of the game when it comes to customer pain points and trending topics that the company needs to be aware of.

 

Frontier’s customer satisfaction results

 

Before the acquisition began, Frontier set a goal of an 85% SLA under 1 hour. During the first few days, Frontier looked at the data and realized that SLA was not reaching the target goal. Knowing what they were tracking at, Frontier was able to readjust and after April 5, the target SLA of 85% under one hour was met each time – it did not get back under 86%.

 

Other helpful metrics that Frontier was able to track were total inbound posts, volume of Facebook, Twitter and Spanish comments, response time, and top topics of what customers were talking about on social media. By being able to track volume of posts, to topics and its average response time, Frontier was able to find out how quickly customer questions were answered and compare concerns expressed by customers on social media to concerns expressed by customers calling into contact centers. This helped the company as a whole quickly identify service issues before they became widespread.

 

The Frontier digital management team has continually exceeded its SLA under one hour goals since April 1, and they have been able to do this despite the volume of the social media conversation increasing by 10x since March.

 

lithys.png

Status:
2016 Lithy Submission

Lithys 2016: SANE Australia - Excellence in Custom...

By JaniceK

Lithys 2016: SANE Australia - Excellence in Customer Satisfaction

Status: 2016 Lithy Submission
by Lithium Technologies JaniceK ‎04-04-2016 03:49 PM - last edited on ‎05-03-2016 08:46 AM by Moderator Moderator

url.pngCompany:  SANE Australia

Entry submitted by: Nicole Thomas (Community Manager)

Community: SANE Forums

Lithy category:  Excellence in Customer Satisfaction

 

SANE’s mission is to help all Australians affected by mental illness lead a better life. SANE does this through three key areas of activity to promote a better life for all Australians affected by mental illness: Support, Training, and Education.

 

As part of the activity of Support, SANE runs an online peer support community for people affected by mental illness. This is done through two communities – one for carers of people affected by mental illness and one for those with a lived experience.

 

Our  customer satisfaction initiatives

 

  • Help those with affected by mental illness feel less alone: ‘Friday Feast’ (see discussion here) started in 2015, as an opportunity for members to come together on a Friday night, bring a virtual ‘plate of food’ and have dinner together. Friday Feast is one of our most visited discussions, and received Australia wide media attention during Christmas, when members who were alone for Christmas Dinner logged on to be less alone.

 

  • Service integration: Giving people a seamless experience between sane.org and saneforums.org through Lithium discussion tagging ability.

 

  • Strengthening and growth of the community: To increase the sense of community, a new Role/Rank was created for members who have demonstrated loyalty and commitment to the community. The new role/rank of ‘Community Guide’ was given to members who have now taken on extra responsibilities to nurture and grow the community through one on one interactions with new members or members who need extra support.

 

  • Live community events: Hosting “live sessions” for members to connect with experts conducted through the Lithium platform, to increase knowledge, skills and encourage help seeking. Topics of live sessions have included:

Caring for someone with Bipolar

Managing and changing your thoughts

Myths of Borderline Personality Disorder

 

The most important customer issue we were looking to solve via  Lithium implementation

 

  • Member safety and those at risk of harm are identified and managed quickly, through 24/7 moderation: In 2015, SANE Australia built their moderation team to 77. The team is made up of SANE Australia’s Help Centre team and staff from our partner organisations, who are geographically spread across Australia. Through the Lithium Platform and specifically Moderator Manager, we have been able to create a strong team of moderators, who are consistent in monitoring guidelines and the safety of members. Alongside Moderator Manager, the Lithium platform has given us the ability to house training videos and to communicate with each other, in a ‘moderator only’ space. This communication has been vital to the consistency and quality of the team.

 

  • Increased access to people geographically or socially isolated, to connection, support and a community to belong to: Through our partnership syndicated model, more people have had the opportunity to access the Forums. We have continued to grow our partnership pool from 15 partners in 2014, to 35 partners by December 2015. (example of syndication)

 

  • Live Community Events: These sessions have given people access to information, advice and skill building opportunities to improve their mental health, which they may not have otherwise, due to their geographic or social isolation. In these two hour live session we see, on average, between 60 – 110 posts and thousands of views.

 

 Untitled.png

 

  • ‘Friday Feast’ has been particularly successful in reducing the sense of isolation, giving members a place to connect, sharing a virtual ‘plate of food’ and forget about their mental health difficulties. Over the Christmas period, Friday Feast gained extensive media coverage, as a place people who were alone on Christmas night could connect.

 

e.png

 

  • Website and community integration: We have provided people with a seamless transition between the SANE Australia website and SANE Forums. We have utilized Lithium’s integration ability by tagging forum discussions to be visible on SANE Australia’s website in specific and relevant locations (Example: below and SANE website factsheet).

 

Our metrics

 

Feedback:

"I am a SANE community member for the long haul ..its in my home town ... not just a virtual reality existence."

 

“I cannot express how much hope you have given me. Thank you so much for sharing your experience because before I read that tonight I thought there was no hope.”

 

“Reading posts and sharing on this forum has been very important to me .. like the first time I feel fully accepted among a group of people .. like finding my tribe.”

 

“The forums have also helped me find motivation to do some important things I'd been putting off in my depression. This was with encouragement from other members and moderators.

“I enjoy the 'Topic Tuesdays' (aka Live Forum Events), these are worth watching out for. They are like workshops where members and moderators are online participating at the same time. It's fine to be quiet or to add comments. The last one which happened about a week ago felt therapeutic. Thanks for running it”

 

2015 Evaluation:

  • 82% reported feeling safe in the Forums
  • 71% reported experiencing the support from peers in the Forums
  • 77% of respondents agreed or strongly agreed they felt comfortable sharing their experiences

 

Metrics

CHI average increased throughout the year and didn’t dip below 600 between August 2015 – December 2015, with 709 being our highest score in October.

 

Overall in 2015, 86% of posts were generated by members, demonstrating the peer to peer connection between members.

 

Since launch (5 May 2014) to 20 March 2016
Posts: 42,537
New discussions: 2316
Total members: 2816
Page Views - Total: 1,065,203
Page Views - Mobile: 260,860
Page Views - Tablet 59,964
Unique visitors: 110,746


url.pngCompany:  SANE Australia

Entry submitted by: Nicole Thomas (Community Manager)

Community: SANE Forums

Lithy category:  Excellence in Customer Satisfaction

 

SANE’s mission is to help all Australians affected by mental illness lead a better life. SANE does this through three key areas of activity to promote a better life for all Australians affected by mental illness: Support, Training, and Education.

 

As part of the activity of Support, SANE runs an online peer support community for people affected by mental illness. This is done through two communities – one for carers of people affected by mental illness and one for those with a lived experience.

 

Our  customer satisfaction initiatives

 

  • Help those with affected by mental illness feel less alone: ‘Friday Feast’ (see discussion here) started in 2015, as an opportunity for members to come together on a Friday night, bring a virtual ‘plate of food’ and have dinner together. Friday Feast is one of our most visited discussions, and received Australia wide media attention during Christmas, when members who were alone for Christmas Dinner logged on to be less alone.

 

  • Service integration: Giving people a seamless experience between sane.org and saneforums.org through Lithium discussion tagging ability.

 

  • Strengthening and growth of the community: To increase the sense of community, a new Role/Rank was created for members who have demonstrated loyalty and commitment to the community. The new role/rank of ‘Community Guide’ was given to members who have now taken on extra responsibilities to nurture and grow the community through one on one interactions with new members or members who need extra support.

 

  • Live community events: Hosting “live sessions” for members to connect with experts conducted through the Lithium platform, to increase knowledge, skills and encourage help seeking. Topics of live sessions have included:

Caring for someone with Bipolar

Managing and changing your thoughts

Myths of Borderline Personality Disorder

 

The most important customer issue we were looking to solve via  Lithium implementation

 

  • Member safety and those at risk of harm are identified and managed quickly, through 24/7 moderation: In 2015, SANE Australia built their moderation team to 77. The team is made up of SANE Australia’s Help Centre team and staff from our partner organisations, who are geographically spread across Australia. Through the Lithium Platform and specifically Moderator Manager, we have been able to create a strong team of moderators, who are consistent in monitoring guidelines and the safety of members. Alongside Moderator Manager, the Lithium platform has given us the ability to house training videos and to communicate with each other, in a ‘moderator only’ space. This communication has been vital to the consistency and quality of the team.

 

  • Increased access to people geographically or socially isolated, to connection, support and a community to belong to: Through our partnership syndicated model, more people have had the opportunity to access the Forums. We have continued to grow our partnership pool from 15 partners in 2014, to 35 partners by December 2015. (example of syndication)

 

  • Live Community Events: These sessions have given people access to information, advice and skill building opportunities to improve their mental health, which they may not have otherwise, due to their geographic or social isolation. In these two hour live session we see, on average, between 60 – 110 posts and thousands of views.

 

 Untitled.png

 

  • ‘Friday Feast’ has been particularly successful in reducing the sense of isolation, giving members a place to connect, sharing a virtual ‘plate of food’ and forget about their mental health difficulties. Over the Christmas period, Friday Feast gained extensive media coverage, as a place people who were alone on Christmas night could connect.

 

e.png

 

  • Website and community integration: We have provided people with a seamless transition between the SANE Australia website and SANE Forums. We have utilized Lithium’s integration ability by tagging forum discussions to be visible on SANE Australia’s website in specific and relevant locations (Example: below and SANE website factsheet).

 

Our metrics

 

Feedback:

"I am a SANE community member for the long haul ..its in my home town ... not just a virtual reality existence."

 

“I cannot express how much hope you have given me. Thank you so much for sharing your experience because before I read that tonight I thought there was no hope.”

 

“Reading posts and sharing on this forum has been very important to me .. like the first time I feel fully accepted among a group of people .. like finding my tribe.”

 

“The forums have also helped me find motivation to do some important things I'd been putting off in my depression. This was with encouragement from other members and moderators.

“I enjoy the 'Topic Tuesdays' (aka Live Forum Events), these are worth watching out for. They are like workshops where members and moderators are online participating at the same time. It's fine to be quiet or to add comments. The last one which happened about a week ago felt therapeutic. Thanks for running it”

 

2015 Evaluation:

  • 82% reported feeling safe in the Forums
  • 71% reported experiencing the support from peers in the Forums
  • 77% of respondents agreed or strongly agreed they felt comfortable sharing their experiences

 

Metrics

CHI average increased throughout the year and didn’t dip below 600 between August 2015 – December 2015, with 709 being our highest score in October.

 

Overall in 2015, 86% of posts were generated by members, demonstrating the peer to peer connection between members.

 

Since launch (5 May 2014) to 20 March 2016
Posts: 42,537
New discussions: 2316
Total members: 2816
Page Views - Total: 1,065,203
Page Views - Mobile: 260,860
Page Views - Tablet 59,964
Unique visitors: 110,746

Status:
2016 Lithy Finalist

Lithys 2016: ScottishPower - Excellence in Custome...

By JaniceK

Lithys 2016: ScottishPower - Excellence in Customer Satisfaction

Status: 2016 Lithy Finalist
by Lithium Technologies JaniceK ‎04-04-2016 05:02 PM - last edited on ‎05-03-2016 08:44 AM by Moderator Moderator

Untitled31.pngCompany:  ScottishPower

Entry submitted by: Chris Brennan (Senior Search and Social Strategy Manager - Digital Marketing)

Community: 

https://twitter.com/sp_energypeople

https://twitter.com/ScottishPower

https://www.facebook.com/ScottishPower

Lithy category:  Excellence in Customer Satisfaction

 

ScottishPower supplies energy to over 5 million homes and businesses in the UK, as part of the Iberdrola Group, a global energy company and world leader in wind energy.

 

As the number one European utility by market capitalisation we are helping to change the energy market for the better, driving innovation from the way we generate and supply energy to how we interact with our staff and customers.

 

Social Media is at the heart of our strategic growth and our constant drive to be an Energy company you would be happy to recommend to friends and family.

 

Our  customer satisfaction initiatives: 360o Customer View

 

During 2015, we faced a challenge in managing the perception and reputation of our customer service after a sustained period of instability post implementation of a new Billing and CRM system. Prior to this, our Social Media landscape was a healthy and vibrant small community of engaged advocates. This community rapidly grew and became steadily more negative as customer service complaints and media focus increased. With only two full-time staff operating during business hours our situation quickly became unmanageable and added to the negative perception around ScottishPower at the time.

 

Faced with this challenge, we conceived, developed and began implementation of our Customer 360O program focusing on re-engaging with customers and improving satisfaction and reputation scores. Central to this was bringing social media closer to our tradition customer touch points with a truly Omni-channel approach to service. In delivering this approach, we embarked on three key social initiatives utilising LSW to deliver a truly exceptional Social Customer Care experience.

 

  1. Filter out the noise: Utilise LSW tags and routing to allow our small customer service team to focus on real customer engagements

 

  1. Prioritise those who need help the most: Energy is an important part of our daily lives. Utilising priority rules in LSW we have refined key word routing to ensure when someone loses their electricity supply or are a vulnerable customer we are able to intervene quickly to help.

 

  1. Reducing repeat contacts: From social listening, we identified a pool of repeat customers. Using LSW we have been able to revise and resolve issues through improved end-2-end case management to minimise the reputational damage from serial dissenters.

 

The most important customer issues we were looking to solve via  Lithium implementation

 

Focusing on delivering excellent customer service on social

We have always had a proud history in delivering exceptional service to our customer and that had been impacted somewhat by the migration to our new billing system. Through social it was important that we re-engaged with our customers and restored their confidence in ScottishPower as their energy provider.

 

By embarking on the Customer 3600 project, we have been able to improve our customer service performance on social dramatically. LSW has been central to this strategy and has provided the platform to re-engage with our customers and restore confidence in our brand. Through the metrics that we track regularly we have seen a significant improvement and with a 13 point improvement in our social sentiment post LSW implementation it is clear that our customers are also seeing the benefits of our enhanced social service.

 

Untitled32.png

 

The robustness and confidence we have been able to install in our team since implementing LSW led us to re-open and cleanse over 2.5k pervious social service cases reducing our repeat contacts by 30% and restore faith in previously dissatisfied customers.

 

Due to our increased focus on measurement and performance management, we have now extended our coverage to 24/7 and our team has trebled in size. Internally Social First is our new approach with Monitor Wall visible in key departments such as THE Digital Innovations team, Customer Services and shared with all appropriate C-Suite leaders.

 

Making it easier to do business with us

In-depth routing and reporting capabilities have allowed us to focus on the root cause issues to drive service improvement. As such, we are now able to embark on a pro-active engagement campaign to educate and help consumers and reduce the need for them to individually contact us.

 

Untitled33.pngUntitled34.png

 

Metrics 

  • Positive and neutral sentiment improved from 77% pre Lithium to 90% post Lithium
  • Repeat social complaints reduced by 30%
  • Average response time for Priority 1 cases reduced from 1 hour to 20 minutes.
  • 80% of mentions responded to in less than 1 hour with 98% within 2 hours.
  • 200 repeat customer cases fully reworked and helped through re-engagement using Lithium
  • Recent Independent Industry benchmarking by Social Bakers showed we had the 2nd highest number of service engagement in the industry (highest of the major suppliers by customer base) yet the fastest response rate of all suppliers
  • Overall Customer Satisfaction scores are improving with the percentage of Very Satisfied increasing by 20 percentage points over the last 6 months

 

 Untitled35.png


Untitled31.pngCompany:  ScottishPower

Entry submitted by: Chris Brennan (Senior Search and Social Strategy Manager - Digital Marketing)

Community: 

https://twitter.com/sp_energypeople

https://twitter.com/ScottishPower

https://www.facebook.com/ScottishPower

Lithy category:  Excellence in Customer Satisfaction

 

ScottishPower supplies energy to over 5 million homes and businesses in the UK, as part of the Iberdrola Group, a global energy company and world leader in wind energy.

 

As the number one European utility by market capitalisation we are helping to change the energy market for the better, driving innovation from the way we generate and supply energy to how we interact with our staff and customers.

 

Social Media is at the heart of our strategic growth and our constant drive to be an Energy company you would be happy to recommend to friends and family.

 

Our  customer satisfaction initiatives: 360o Customer View

 

During 2015, we faced a challenge in managing the perception and reputation of our customer service after a sustained period of instability post implementation of a new Billing and CRM system. Prior to this, our Social Media landscape was a healthy and vibrant small community of engaged advocates. This community rapidly grew and became steadily more negative as customer service complaints and media focus increased. With only two full-time staff operating during business hours our situation quickly became unmanageable and added to the negative perception around ScottishPower at the time.

 

Faced with this challenge, we conceived, developed and began implementation of our Customer 360O program focusing on re-engaging with customers and improving satisfaction and reputation scores. Central to this was bringing social media closer to our tradition customer touch points with a truly Omni-channel approach to service. In delivering this approach, we embarked on three key social initiatives utilising LSW to deliver a truly exceptional Social Customer Care experience.

 

  1. Filter out the noise: Utilise LSW tags and routing to allow our small customer service team to focus on real customer engagements

 

  1. Prioritise those who need help the most: Energy is an important part of our daily lives. Utilising priority rules in LSW we have refined key word routing to ensure when someone loses their electricity supply or are a vulnerable customer we are able to intervene quickly to help.

 

  1. Reducing repeat contacts: From social listening, we identified a pool of repeat customers. Using LSW we have been able to revise and resolve issues through improved end-2-end case management to minimise the reputational damage from serial dissenters.

 

The most important customer issues we were looking to solve via  Lithium implementation

 

Focusing on delivering excellent customer service on social

We have always had a proud history in delivering exceptional service to our customer and that had been impacted somewhat by the migration to our new billing system. Through social it was important that we re-engaged with our customers and restored their confidence in ScottishPower as their energy provider.

 

By embarking on the Customer 3600 project, we have been able to improve our customer service performance on social dramatically. LSW has been central to this strategy and has provided the platform to re-engage with our customers and restore confidence in our brand. Through the metrics that we track regularly we have seen a significant improvement and with a 13 point improvement in our social sentiment post LSW implementation it is clear that our customers are also seeing the benefits of our enhanced social service.

 

Untitled32.png

 

The robustness and confidence we have been able to install in our team since implementing LSW led us to re-open and cleanse over 2.5k pervious social service cases reducing our repeat contacts by 30% and restore faith in previously dissatisfied customers.

 

Due to our increased focus on measurement and performance management, we have now extended our coverage to 24/7 and our team has trebled in size. Internally Social First is our new approach with Monitor Wall visible in key departments such as THE Digital Innovations team, Customer Services and shared with all appropriate C-Suite leaders.

 

Making it easier to do business with us

In-depth routing and reporting capabilities have allowed us to focus on the root cause issues to drive service improvement. As such, we are now able to embark on a pro-active engagement campaign to educate and help consumers and reduce the need for them to individually contact us.

 

Untitled33.pngUntitled34.png

 

Metrics 

  • Positive and neutral sentiment improved from 77% pre Lithium to 90% post Lithium
  • Repeat social complaints reduced by 30%
  • Average response time for Priority 1 cases reduced from 1 hour to 20 minutes.
  • 80% of mentions responded to in less than 1 hour with 98% within 2 hours.
  • 200 repeat customer cases fully reworked and helped through re-engagement using Lithium
  • Recent Independent Industry benchmarking by Social Bakers showed we had the 2nd highest number of service engagement in the industry (highest of the major suppliers by customer base) yet the fastest response rate of all suppliers
  • Overall Customer Satisfaction scores are improving with the percentage of Very Satisfied increasing by 20 percentage points over the last 6 months

 

 Untitled35.png

Status:
2015 Lithy Submission

Lithys 2015: Comcast - Excellence in Customer Sati...

By JaniceK

Company: Comcast 
Entry submitted by: Jared Schultheis (jschultheis) Executive Director, Digital Care

Community: Comcast Help & Support Forums (Forums.comcast.com

LSW: @comcastcares, facebook.com/xfinity

Lithy category: Excellence in Customer Satisfaction

 

Comcast Corporation is a global media and technology company with two primary businesses, Comcast Cable and NBCUniversal. Comcast Cable is the nation's largest video, high-speed Internet and phone provider to residential customers under the XFINITY brand and also provides these services to businesses. Comcast has invested in technology to build an advanced network that delivers among the fastest broadband speeds, and brings customers personalized video, communications and home management offerings. 

 

Transforming the customer experience is Comcast’s number one goal. Our customers deserve the best experience every time they interact with us. We have made significant changes and investments in our infrastructure, systems, processes, technology, and tools to improve the customer experience, including the ability to reach our customers quickly and easily through social media.

 

A key strategy in our multi-year roadmap to improving customer experience is using technology and innovation to delight customers. Expanding and continuing to evolve our Digital Care is an essential tactic in giving customers more choice in how they connect with us and solve problems.

 

The Digital Care team’s mission is simple: provide care and support to anyone who needs help, whenever and wherever he or she wants it. In 2014, the Digital Care team was challenged with these goals:

 

  • Increase the percentage of customers served through social media (by 100%),
  • Improve our ability to resolve customer inquiries directly within social care (to 90%+)

 

Through the application of technology, operational rigor and a determination to provide world-class service, the team more than exceeded our goals.

 

Our 2014 objectives were to achieve greater scale, resolve customer inquiries directly within our channel and drive positive change within the organization through actionable insights.

 

Scale: The number of customers supported by the Digital Care team since forming in 2008 has increased by 2,000% and continues to expand exponentially.  Satisfying our customers’ needs begins with organizing the team in a way that is scalable, flexible and fully supported by the larger organization. We created distinct roles within Digital Care that include three teams:

  • Triage
  • Generalists
  • Tenured experts capable of addressing complex inquiries.

 

Creating this team and new processes was made possible by the advanced routing, tagging and tracking within LSW.

 

In Channel Resolution: When customers call, chat or tweet about their service, they expect a resolution to happen through that channel. Our ability to resolve customer inquiries directly within social media depends on the team having access to all appropriate tools, the training to use those tools and direct lines of contact to other internal teams. Even when we call in other teams to help work through the customer’s inquiry, we remain the single point of contact for a customer. Through this approach, we have garnered credibility and demonstrated the long-term viability of social as a strong and effective service channel that requires much less effort from the customer.

 

 

Insights:  Through LSW, we have created a Social Operations Center and Alerting System that provides real time trending specific to our product lines. This gives us an unfiltered stream of customer input and the ability to alert the appropriate teams when issues begin trending. This technology allows us to sort through the noise and provide meaningful information to the organization on a real time basis to consistently seeking out opportunities to transform the customer experience.

 

 

Because social and community support are ‘one-to-many’ interactions, a solution for one customer can often help out dozens or even hundreds of others, helping to avoid unnecessary customer questions and contacts. Based on a number of factors, including the ability to reach us through digital and social channels and tools like the My Account app that allow customers to more easily troubleshoot issues, Comcast has reduced the volume of customer contacts in traditional channels. Since 2010, we have seen nearly a 25% reduction in calls coming in and a 35% reduction in the need for service visits to customers’ homes in part by providing solutions through social and community channels. Through detailed analysis and application of data garnered through our LSW Analytics and LSI for our communities, we have seen that this amplification benefit has helped the Digital Care team handle nearly double the volume of more traditional channels.

 

There are several key areas where the Digital Care team is driving improvements that directly and indirectly impact customer satisfaction including: 

 

  • Efficiency Gains: making it easier and faster for customers to find resolution to their issue
  • Channel Shift: meeting customers where they live online or in social media
  • Reducing Need To Call: solving customer issues through shared resolutions

Company: Comcast 
Entry submitted by: Jared Schultheis (jschultheis) Executive Director, Digital Care

Community: Comcast Help & Support Forums (Forums.comcast.com

LSW: @comcastcares, facebook.com/xfinity

Lithy category: Excellence in Customer Satisfaction

 

Comcast Corporation is a global media and technology company with two primary businesses, Comcast Cable and NBCUniversal. Comcast Cable is the nation's largest video, high-speed Internet and phone provider to residential customers under the XFINITY brand and also provides these services to businesses. Comcast has invested in technology to build an advanced network that delivers among the fastest broadband speeds, and brings customers personalized video, communications and home management offerings. 

 

Transforming the customer experience is Comcast’s number one goal. Our customers deserve the best experience every time they interact with us. We have made significant changes and investments in our infrastructure, systems, processes, technology, and tools to improve the customer experience, including the ability to reach our customers quickly and easily through social media.

 

A key strategy in our multi-year roadmap to improving customer experience is using technology and innovation to delight customers. Expanding and continuing to evolve our Digital Care is an essential tactic in giving customers more choice in how they connect with us and solve problems.

 

The Digital Care team’s mission is simple: provide care and support to anyone who needs help, whenever and wherever he or she wants it. In 2014, the Digital Care team was challenged with these goals:

 

  • Increase the percentage of customers served through social media (by 100%),
  • Improve our ability to resolve customer inquiries directly within social care (to 90%+)

 

Through the application of technology, operational rigor and a determination to provide world-class service, the team more than exceeded our goals.

 

Our 2014 objectives were to achieve greater scale, resolve customer inquiries directly within our channel and drive positive change within the organization through actionable insights.

 

Scale: The number of customers supported by the Digital Care team since forming in 2008 has increased by 2,000% and continues to expand exponentially.  Satisfying our customers’ needs begins with organizing the team in a way that is scalable, flexible and fully supported by the larger organization. We created distinct roles within Digital Care that include three teams:

  • Triage
  • Generalists
  • Tenured experts capable of addressing complex inquiries.

 

Creating this team and new processes was made possible by the advanced routing, tagging and tracking within LSW.

 

In Channel Resolution: When customers call, chat or tweet about their service, they expect a resolution to happen through that channel. Our ability to resolve customer inquiries directly within social media depends on the team having access to all appropriate tools, the training to use those tools and direct lines of contact to other internal teams. Even when we call in other teams to help work through the customer’s inquiry, we remain the single point of contact for a customer. Through this approach, we have garnered credibility and demonstrated the long-term viability of social as a strong and effective service channel that requires much less effort from the customer.

 

 

Insights:  Through LSW, we have created a Social Operations Center and Alerting System that provides real time trending specific to our product lines. This gives us an unfiltered stream of customer input and the ability to alert the appropriate teams when issues begin trending. This technology allows us to sort through the noise and provide meaningful information to the organization on a real time basis to consistently seeking out opportunities to transform the customer experience.

 

 

Because social and community support are ‘one-to-many’ interactions, a solution for one customer can often help out dozens or even hundreds of others, helping to avoid unnecessary customer questions and contacts. Based on a number of factors, including the ability to reach us through digital and social channels and tools like the My Account app that allow customers to more easily troubleshoot issues, Comcast has reduced the volume of customer contacts in traditional channels. Since 2010, we have seen nearly a 25% reduction in calls coming in and a 35% reduction in the need for service visits to customers’ homes in part by providing solutions through social and community channels. Through detailed analysis and application of data garnered through our LSW Analytics and LSI for our communities, we have seen that this amplification benefit has helped the Digital Care team handle nearly double the volume of more traditional channels.

 

There are several key areas where the Digital Care team is driving improvements that directly and indirectly impact customer satisfaction including: 

 

  • Efficiency Gains: making it easier and faster for customers to find resolution to their issue
  • Channel Shift: meeting customers where they live online or in social media
  • Reducing Need To Call: solving customer issues through shared resolutions

Status:
2014 Lithy Submission

Lithys 2014: McDonald's - Excellence in Customer S...

By JaniceK

Lithys 2014: McDonald's - Excellence in Customer Satisfaction

Status: 2014 Lithy Submission
by Lithium Technologies JaniceK ‎04-01-2014 09:32 AM - last edited on ‎04-28-2014 08:53 AM by Moderator Moderator

Company: McDonald's 

Entry submitted by: Julie Fuerst (juliefuerst) Social Media Supervisor

LSW: McDonald's LSW (https://mcdonalds.response.lithium.com/console/agent)

Lithy category: Excellence in Customer Satisfaction

 

On a daily basis, McDonald’s has thousands of customers that contact the company via phone, email or letters; or through social media channels. Through innovative processes and systems, McDonald’s Customer Experience & Insights (CEI) team strives to engage with customers in the channel that they prefer, and provide insights that help protect the brand and customer loyalty. More specifically, the goals of the CEI Social Media team are to protect the brand by helping our customers in social media with issues or questions. The CEI Social Media team works to respond to as many customer service opportunities as possible in hopes that the customer will be “recovered.”

 

The CEI Social Media Team at McDonald’s has partnered with Lithium to help drive customer recovery on Twitter. McDonald’s began using the LSW platform in January 2014 after a successful demo of LSW at the end of 2013 showed that the platform could help drastically increase the number of customer service Tweets the team was responding to on Twitter.

 

Prior to Lithium, McDonald’s CEI Social Team was only able to have one “queue” where all of McDonald’s customer service related Tweets would filter into. Having only one queue caused the Social Team to spend a large amount of time filtering through the Tweets, and assigning Tweets to the appropriate teams within McDonald’s. Additionally, the Social Team was fairly limited with searching, filtering, and routing capabilities, which ultimately affected the number of Tweets the Team could respond to.

 

Lithium has drastically helped the CEI Social Team bring in AND respond to more customer service related Tweets while maintaining reasonable response times. The CEI Social Team’s ability to respond to more customers on Twitter has led to greater customer satisfaction and loyalty, as displayed in customer Tweets below. 

 

 

 

 

 

 

The CEI Social Team has been able to use Lithium’s functionality to automatically route Tweets to the appropriate team/queue (for example, international Tweets automatically get routed to Global Team, etc.). The CEI Social Team has also been able to use Lithium’s functionality to setup a “Proactive” queue where we’re capturing Tweets outside of @mcdonalds and @reachout_mcd. For example, if a customer Tweets a customer service issue without using one of our Twitter handles, we’re now bringing in and responding to these Tweets when we previously hadn’t- hence increasing the number of customers recovered.

 

Lithium has allowed the McDonald’s team to bring in 60 times more incoming messages than what the team was bringing in with the previous engagement tool.

 

The team has also been able to reply to around 135% more customer service related Tweets with Lithium compared to the previous engagement tool and increase customer recovery by about 4%.  

 

Screenshot from previous engagement reporting tool:

 

Screenshot from LSW Export during comparable time period for queues CEI Social Team monitors:

 

 

 


Company: McDonald's 

Entry submitted by: Julie Fuerst (juliefuerst) Social Media Supervisor

LSW: McDonald's LSW (https://mcdonalds.response.lithium.com/console/agent)

Lithy category: Excellence in Customer Satisfaction

 

On a daily basis, McDonald’s has thousands of customers that contact the company via phone, email or letters; or through social media channels. Through innovative processes and systems, McDonald’s Customer Experience & Insights (CEI) team strives to engage with customers in the channel that they prefer, and provide insights that help protect the brand and customer loyalty. More specifically, the goals of the CEI Social Media team are to protect the brand by helping our customers in social media with issues or questions. The CEI Social Media team works to respond to as many customer service opportunities as possible in hopes that the customer will be “recovered.”

 

The CEI Social Media Team at McDonald’s has partnered with Lithium to help drive customer recovery on Twitter. McDonald’s began using the LSW platform in January 2014 after a successful demo of LSW at the end of 2013 showed that the platform could help drastically increase the number of customer service Tweets the team was responding to on Twitter.

 

Prior to Lithium, McDonald’s CEI Social Team was only able to have one “queue” where all of McDonald’s customer service related Tweets would filter into. Having only one queue caused the Social Team to spend a large amount of time filtering through the Tweets, and assigning Tweets to the appropriate teams within McDonald’s. Additionally, the Social Team was fairly limited with searching, filtering, and routing capabilities, which ultimately affected the number of Tweets the Team could respond to.

 

Lithium has drastically helped the CEI Social Team bring in AND respond to more customer service related Tweets while maintaining reasonable response times. The CEI Social Team’s ability to respond to more customers on Twitter has led to greater customer satisfaction and loyalty, as displayed in customer Tweets below. 

 

 

 

 

 

 

The CEI Social Team has been able to use Lithium’s functionality to automatically route Tweets to the appropriate team/queue (for example, international Tweets automatically get routed to Global Team, etc.). The CEI Social Team has also been able to use Lithium’s functionality to setup a “Proactive” queue where we’re capturing Tweets outside of @mcdonalds and @reachout_mcd. For example, if a customer Tweets a customer service issue without using one of our Twitter handles, we’re now bringing in and responding to these Tweets when we previously hadn’t- hence increasing the number of customers recovered.

 

Lithium has allowed the McDonald’s team to bring in 60 times more incoming messages than what the team was bringing in with the previous engagement tool.

 

The team has also been able to reply to around 135% more customer service related Tweets with Lithium compared to the previous engagement tool and increase customer recovery by about 4%.  

 

Screenshot from previous engagement reporting tool:

 

Screenshot from LSW Export during comparable time period for queues CEI Social Team monitors:

 

 

 

Status:
2014 Lithy Submission

Lithys 2014: StarHub- Excellence in Customer Satis...

By JaniceK

Lithys 2014: StarHub- Excellence in Customer Satisfaction

Status: 2014 Lithy Submission
by Lithium Technologies JaniceK ‎04-26-2014 01:09 PM - edited ‎04-29-2014 09:27 AM

Company: StarHub 

Entry submitted by: Darren Choo (darren) AVP of Social CRM

Community: StarHub Community (http://community.starhub.com/)

Lithy category: Excellence in Customer Satisfaction

 

StarHub Community, together with our social media agency Vocanic has worked to build a platform which is managed by consumers, contains info relevant to consumers and is moderated by StarHub. Visitors post their questions and topic experts from among our members step in to respond, thereby setting the scene for peer-to-peer support. Understanding that advocacy is the highest order in social media marketing, we have also built a team of super users – the Sparklers Club – who spend countless hours on the site for the sole purpose of helping others through troubleshooting, moderating conversation threads, and even defending the brand when “bashing” arises. Our initiatives have been recognized and we have won industry accolades in Singapore: Best use of Brand Advocacy (Gold) at the Loyalty & Engagement Awards 2013 and Excellence in Loyalty Marketing (Silver) at the Marketing Excellence Awards 2013. Read the details below.

 

Customer sentiments have changed, leading to a growing preference for peer-to-peer over topdown customer-service assistance.


With social media usage on the rise, it became easier for consumers to engage with their favourite brands, and in so doing sought to be a part of the brand’s activities – to have their voice heard.

 

Advocacy is the highest order in social media marketing but the brand had yet to explore the maximum potential of these advocates with the proper social media tools and platforms.


We want to position StarHub as a company that listens, understands, and cares for our customers and the Singapore community. At the same time, we acknowledge that endorsements are often regarded to be more credible and objective when they come from third parties that do not have a stake in the business.


In creating a new platform, it was crucial that it be instrumental in cultivating brand advocates, where in times of need, users could step in to defend the brand on our behalf from the “bashing” conducted by others. It was to also be a sanctuary for frank opinions, transparency and a hotbed for equipment testing by our loyal customers.


Hence, the aim was to create a community managed by consumers, for the consumers and moderated by StarHub – functioning as a lifestyle hub for the masses.


We required a platform that harnessed advocacy through positive customer support experience – thus, converting detractors to advocates.

 

StarHub’s social media strategy has always focused on engaging customers across all social media channels, hence establishing a dynamic social brand presence on platforms such as Facebook and Twitter, and occupies spaces on LinkedIn and YouTube.


However, we found that a more intimate approach was needed to complement StarHub’s social efforts and amplify engagement with present and potential customers — to handle their issues individually and to foster communication between customers.


While social platforms like Facebook and Twitter were excellent tools that encouraged brand to fan conversations, StarHub wanted a platform that specifically enabled consumers to talk to each other, and found that a forum-styled platform was the way to go.

 

StarHub Community was rolled out over a series of phases.


The first phase from concept to integration took two months, including design, development, testing and debugging. It was also important that before launch, to ensure that the tone of the site was right: a strategy was mapped out to define the right tone, and approach, ensuring that this was a friendly place for consumers to raise their questions and/or offer their own solutions to others.


As consumers today are heavily reliant on info-communications, StarHub and its counterparts in Singapore receive the most flak on social media, so StarHub's customer service team was roped in to manage customer complaints and guide complainants towards an understanding that the site was not a forum for complaints, but a place for a community to grow and learn together with a strong support from the brand itself.


We then moved to identify and select topics that were frequently discussed on StarHub's social media platforms. This pre-populated the Community as a searchable FAQ bank. StarHub Community was launched with these initial content pieces.


Once the site was launched, various marketing activities were carried out to create awareness, educate and drive registrations on the site. Every week, we created and managed wall posts on StarHub's two Facebook pages and two Twitter accounts to create awareness about the site among our existing fan base. To boost visibility and reach, Facebook ads were created from these wall posts to get more eyeballs amongst Facebook fans as well as interactions on our Wall posts that included comments, likes and shares.


With our member base, we kicked off the influencer identification and activation phase. The objective was to get as many influential online personalities as possible to spread the word about StarHub Community and invite their fans and followers to visit the site.


For this phase, we employed the theory of the 1-9-90 rule. 90% of the people on the site are consumers of content but did not participate much in discussions. 9% are people who consume content and also interact with it, for example sharing the content with their own networks and contributing their opinions. 1% of the people are very active on the site, contributing articles, blog write-ups, helping others solve their problems.


We worked to identify and activate the 9%, to drive them into the 1% bracket. We invited these people first to contribute on the site and later created events so we could personally meet them, show our appreciation for them and invite them to help StarHub further strengthen the Community with their recommendations. One of these events was graced by StarHub's Heads of Customer
Service and Marketing. Their presence further solidified the influencers' convictions that StarHub is indeed committed to listening to the public.


The launch strategy was executed in a straightforward, two-phase process.


Phase 1 – Establishing content: We began by populating the forums with existing articles like phone reviews, tech trends, general FAQs as well as information on all StarHub products and services.

 

Phase 2 – Creating awareness and recruitment: To drive visitors to the site to sample the content, we ideated and executed a contest hosted on a Facebook application, where participants had to register as a member of the community first before taking part. The mechanics were such that they had to search for an answer to a question that could only be found on StarHub Community. Prizes included a Samsung Galaxy Note 2 and movie tickets.


We also leveraged on existing fans on the StarHub Facebook to grow the user base on StarHub Community. One example of how this was carried out was to post a summarized review about a particular mobile handset on Facebook, and then encourage the reader to proceed to the Community for the full article.


In addition, we tapped on existing databases collated from sales of products, for example, the iPhone. From there, we encouraged customers to log onto the Community to provide reviews on their handset. We also conducted a recruitment drive among our staff, inviting them to act as conversation starters and subject matter experts to address customer enquiries.


StarHub Community boasts multiple access touch-points, which means that we were able to garner traffic across a multitude of channels that ranged from YouTube to monthly newsletters, over and above Facebook and Twitter.


An application on Facebook was created to allow fans to have a taste of StarHub Community, by providing a “lite” version where they could have their account- or product/service-related questions answered. If they were keen to find out more, all they had to do was crossover to our brand new community. This encouraged users to find answers to their StarHub-related questions themselves instead of approaching our call centres or Shops.


To continue the drive for awareness as well as recruitment, we staged regular contests during popular occasions such as Valentine’s Day and Lunar New Year. The contests required submission of entries on StarHub Community.


We also reached out to our senior and less technologically proficient customers via the Golden Gurus campaign. The aim was to get them involved in conversations that would answer questions they may have had about technology in general.


We appointed eight tech-savvy senior citizens aged between 58 and 77, who stood as information technology (IT) champions for their peers. Acting as StarHub’s ambassadors, they were committed to giving back to society by imparting IT knowledge to other seniors using the Community portal.


Our Active Ageing Hackathon showcased a contest to develop mobile apps that can and will enrich the lives of the elderly. For this, StarHub Community acts as the main platform for the call to action as well as idea submissions. In addition we have invited our Golden Gurus to mentor at workshops to educate contestants on what types of services and apps an older person might benefit.


Active Ageing Hackathon Phase 1 : The StarHub Golden Gurus initiative saw campaigns rolled-out on the Community targeted at including senior citizens in the online conversation. The brand appreciated that seniors often felt left behind and clueless when it came to IT, new media, the internet and the likes. Golden Gurus sought out seniors who were well versed in the intricacies of
technology to coerce and train their peers.


The Active Ageing Hackathon paired StarHub Community members with UP Singapore members to bring together experts, researchers, marketers, designers and developers over one weekend from 16 - 18 Aug 2013 to develop prototypes of solutions to improve the lives of our Seniors in Singapore. 2 best ideas clinched a Samsung GALAXY Tab 2 7.0 Tab each.


Results:
- 988 unique visitors
- 97 entries
- 2,305 votes

 

View the entries here: http://community.starhub.com/t5/Closed-Active-Ageing-Hackathon/idb-p/activeageinghackathon

 

Elderly segment – Active Ageing Hackathon Phase 2 : In a follow-up to the submissions from phase 1, we displayed the submitted prototypes on the Community and asked people to vote for their favourite ones on the forum, giving them the power of influence in helping the prototypes become a reality. Ten $50 StarHub vouchers were given away to lucky voters.


Results:
- 106 unique visitors
- 381 votes


Community post:
http://community.starhub.com/t5/Closed-Active-Ageing-Hackathon/idb-p/activeageinghackathonphase2

 

To engage our female audience, we leveraged on the popular lifestyle magazine show Lady First Singapore, which was localised from a Taiwan format and produced by StarHub. We engaged a targeted group of our influencers and advocates to begin seeding beauty-related content on topics such as skincare, fashion and make-up on StarHub Community. This, along with discussion generated about each episode of the programme, effectively sparked an influx of female chatter on the community. This successfully integrated online and offline engagement activities, thereby extending the “Lady First Singapore” experience beyond the traditional TV screen for its customers.

 

We sent out emails that led customers to perform a simple survey in order to ascertain interests.

 

We targeted females whose interests included beauty, makeup, fashion, hairstyling and write their own blogs. The survey acted as a filtering process to find legitimate female bloggers. 20 bloggers were then invited to attend a briefing where they received topics and social tasks to share with their followers that in turn led to activities, conversations and buzz on the Community.

 

Visit this link for a video of the event: http://community.starhub.com/t5/What-s-New/StarHub-Community-s-first-offline-event-Meeting-up-with-the/m-p/26076#U26076

 

Lady First Campaign Results:
- 7,143 unique visitors to StarHub Community’s Lady First board
- 470 Topics written
- 1,274 replies to topics
- Out of 20 original bloggers, 5 remain active to this day, close to 1 year after the activation. 2 of them are members of our Sparklers super user group.


The success of the drive to include the female target audience in the conversation prompted the brand to plan for and launch a sequel activation set to take place mid-2014.


Link to Winners Announcement post: http://community.starhub.com/t5/StarHub-Community-Announcements/Lady-First-Bloggers-Challenge-Winners-Announcement/m-p/36223#M10

 

Screenshot of winning bloggers:

 

We organised an event to strengthen ties between users, and more importantly between StarHub and our advocates.


Among the thousands on StarHub Community, there lies a select few who shine. A select few who spend countless hours on the Community for the sole purpose of helping others – through troubleshooting, moderating conversation threads, and even defending the brand when “bashing” arises. These heroes – influencers and brand advocates - are recognized by the brand and invited to the Sparklers Club.

 

We put in place a gamification framework identify Community members and advocates and invite them into the Club in order to be groomed as brand guardians.


To encourage this behavior, a value-exchange was set up. As a Sparkler, one would be able to attend get-togethers to meet, greet and share ideas for improving the Community. Sparklers are also regularly engaged for co-creation, ideation and market research, giving them the opportunity to feel like a part of the brand, making the Community a fun and meaningful place to be and contributing to its ultimate growth and success.

 

 

Watch this video introducing the Sparklers Club! http://youtu.be/luUmeumI5YQ


Visit this link for a video and recap of the 2014 event:
http://community.starhub.com/t5/What-s-New/Sparklers-Club-Gathering-2014/m-p/72923#M83

 

In 2013, we won these local marketing awards:
• Loyalty & Engagement Awards 2013 – Best Use of Brand Advocacy (Gold)
• Marketing Excellence Awards 2013 – Excellence in Loyalty Marketing (Silver)

 

In January 2014, we hit our one millionth unique visitor. We recognized and acknowledged our top super users:

 

Members of our community have commended our Community managers:

 

Our members were surveyed for feedback on the Community and this is what they had to say:

 

Visit this link for the infographic and full story: http://community.starhub.com/t5/StarHub-Community-Blog/StarHub-Community-welcomes-its-1-000-000th-unique-visitor/ba-p/58529


We also work with the Customer Service team to create articles for The Knowledge Base (TKB) on StarHub Community. We also feature How-To videos available on StarHub's YouTube channel. The CS team then direct people with queries to these resources for answers and discussions on solutions. This reduces reliance on call-centre personnel.


TKB: 100,000 views over 55 articles
How-To Videos: 29,360 views

 

One of our articles on TKB:

 

Categories on our Knowledge Base:

 

 

 

Screenshot & Link of one of our How-To videos:

http://www.youtube.com/watch?v=UhlUa3zn034

 

 

 


Company: StarHub 

Entry submitted by: Darren Choo (darren) AVP of Social CRM

Community: StarHub Community (http://community.starhub.com/)

Lithy category: Excellence in Customer Satisfaction

 

StarHub Community, together with our social media agency Vocanic has worked to build a platform which is managed by consumers, contains info relevant to consumers and is moderated by StarHub. Visitors post their questions and topic experts from among our members step in to respond, thereby setting the scene for peer-to-peer support. Understanding that advocacy is the highest order in social media marketing, we have also built a team of super users – the Sparklers Club – who spend countless hours on the site for the sole purpose of helping others through troubleshooting, moderating conversation threads, and even defending the brand when “bashing” arises. Our initiatives have been recognized and we have won industry accolades in Singapore: Best use of Brand Advocacy (Gold) at the Loyalty & Engagement Awards 2013 and Excellence in Loyalty Marketing (Silver) at the Marketing Excellence Awards 2013. Read the details below.

 

Customer sentiments have changed, leading to a growing preference for peer-to-peer over topdown customer-service assistance.


With social media usage on the rise, it became easier for consumers to engage with their favourite brands, and in so doing sought to be a part of the brand’s activities – to have their voice heard.

 

Advocacy is the highest order in social media marketing but the brand had yet to explore the maximum potential of these advocates with the proper social media tools and platforms.


We want to position StarHub as a company that listens, understands, and cares for our customers and the Singapore community. At the same time, we acknowledge that endorsements are often regarded to be more credible and objective when they come from third parties that do not have a stake in the business.


In creating a new platform, it was crucial that it be instrumental in cultivating brand advocates, where in times of need, users could step in to defend the brand on our behalf from the “bashing” conducted by others. It was to also be a sanctuary for frank opinions, transparency and a hotbed for equipment testing by our loyal customers.


Hence, the aim was to create a community managed by consumers, for the consumers and moderated by StarHub – functioning as a lifestyle hub for the masses.


We required a platform that harnessed advocacy through positive customer support experience – thus, converting detractors to advocates.

 

StarHub’s social media strategy has always focused on engaging customers across all social media channels, hence establishing a dynamic social brand presence on platforms such as Facebook and Twitter, and occupies spaces on LinkedIn and YouTube.


However, we found that a more intimate approach was needed to complement StarHub’s social efforts and amplify engagement with present and potential customers — to handle their issues individually and to foster communication between customers.


While social platforms like Facebook and Twitter were excellent tools that encouraged brand to fan conversations, StarHub wanted a platform that specifically enabled consumers to talk to each other, and found that a forum-styled platform was the way to go.

 

StarHub Community was rolled out over a series of phases.


The first phase from concept to integration took two months, including design, development, testing and debugging. It was also important that before launch, to ensure that the tone of the site was right: a strategy was mapped out to define the right tone, and approach, ensuring that this was a friendly place for consumers to raise their questions and/or offer their own solutions to others.


As consumers today are heavily reliant on info-communications, StarHub and its counterparts in Singapore receive the most flak on social media, so StarHub's customer service team was roped in to manage customer complaints and guide complainants towards an understanding that the site was not a forum for complaints, but a place for a community to grow and learn together with a strong support from the brand itself.


We then moved to identify and select topics that were frequently discussed on StarHub's social media platforms. This pre-populated the Community as a searchable FAQ bank. StarHub Community was launched with these initial content pieces.


Once the site was launched, various marketing activities were carried out to create awareness, educate and drive registrations on the site. Every week, we created and managed wall posts on StarHub's two Facebook pages and two Twitter accounts to create awareness about the site among our existing fan base. To boost visibility and reach, Facebook ads were created from these wall posts to get more eyeballs amongst Facebook fans as well as interactions on our Wall posts that included comments, likes and shares.


With our member base, we kicked off the influencer identification and activation phase. The objective was to get as many influential online personalities as possible to spread the word about StarHub Community and invite their fans and followers to visit the site.


For this phase, we employed the theory of the 1-9-90 rule. 90% of the people on the site are consumers of content but did not participate much in discussions. 9% are people who consume content and also interact with it, for example sharing the content with their own networks and contributing their opinions. 1% of the people are very active on the site, contributing articles, blog write-ups, helping others solve their problems.


We worked to identify and activate the 9%, to drive them into the 1% bracket. We invited these people first to contribute on the site and later created events so we could personally meet them, show our appreciation for them and invite them to help StarHub further strengthen the Community with their recommendations. One of these events was graced by StarHub's Heads of Customer
Service and Marketing. Their presence further solidified the influencers' convictions that StarHub is indeed committed to listening to the public.


The launch strategy was executed in a straightforward, two-phase process.


Phase 1 – Establishing content: We began by populating the forums with existing articles like phone reviews, tech trends, general FAQs as well as information on all StarHub products and services.

 

Phase 2 – Creating awareness and recruitment: To drive visitors to the site to sample the content, we ideated and executed a contest hosted on a Facebook application, where participants had to register as a member of the community first before taking part. The mechanics were such that they had to search for an answer to a question that could only be found on StarHub Community. Prizes included a Samsung Galaxy Note 2 and movie tickets.


We also leveraged on existing fans on the StarHub Facebook to grow the user base on StarHub Community. One example of how this was carried out was to post a summarized review about a particular mobile handset on Facebook, and then encourage the reader to proceed to the Community for the full article.


In addition, we tapped on existing databases collated from sales of products, for example, the iPhone. From there, we encouraged customers to log onto the Community to provide reviews on their handset. We also conducted a recruitment drive among our staff, inviting them to act as conversation starters and subject matter experts to address customer enquiries.


StarHub Community boasts multiple access touch-points, which means that we were able to garner traffic across a multitude of channels that ranged from YouTube to monthly newsletters, over and above Facebook and Twitter.


An application on Facebook was created to allow fans to have a taste of StarHub Community, by providing a “lite” version where they could have their account- or product/service-related questions answered. If they were keen to find out more, all they had to do was crossover to our brand new community. This encouraged users to find answers to their StarHub-related questions themselves instead of approaching our call centres or Shops.


To continue the drive for awareness as well as recruitment, we staged regular contests during popular occasions such as Valentine’s Day and Lunar New Year. The contests required submission of entries on StarHub Community.


We also reached out to our senior and less technologically proficient customers via the Golden Gurus campaign. The aim was to get them involved in conversations that would answer questions they may have had about technology in general.


We appointed eight tech-savvy senior citizens aged between 58 and 77, who stood as information technology (IT) champions for their peers. Acting as StarHub’s ambassadors, they were committed to giving back to society by imparting IT knowledge to other seniors using the Community portal.


Our Active Ageing Hackathon showcased a contest to develop mobile apps that can and will enrich the lives of the elderly. For this, StarHub Community acts as the main platform for the call to action as well as idea submissions. In addition we have invited our Golden Gurus to mentor at workshops to educate contestants on what types of services and apps an older person might benefit.


Active Ageing Hackathon Phase 1 : The StarHub Golden Gurus initiative saw campaigns rolled-out on the Community targeted at including senior citizens in the online conversation. The brand appreciated that seniors often felt left behind and clueless when it came to IT, new media, the internet and the likes. Golden Gurus sought out seniors who were well versed in the intricacies of
technology to coerce and train their peers.


The Active Ageing Hackathon paired StarHub Community members with UP Singapore members to bring together experts, researchers, marketers, designers and developers over one weekend from 16 - 18 Aug 2013 to develop prototypes of solutions to improve the lives of our Seniors in Singapore. 2 best ideas clinched a Samsung GALAXY Tab 2 7.0 Tab each.


Results:
- 988 unique visitors
- 97 entries
- 2,305 votes

 

View the entries here: http://community.starhub.com/t5/Closed-Active-Ageing-Hackathon/idb-p/activeageinghackathon

 

Elderly segment – Active Ageing Hackathon Phase 2 : In a follow-up to the submissions from phase 1, we displayed the submitted prototypes on the Community and asked people to vote for their favourite ones on the forum, giving them the power of influence in helping the prototypes become a reality. Ten $50 StarHub vouchers were given away to lucky voters.


Results:
- 106 unique visitors
- 381 votes


Community post:
http://community.starhub.com/t5/Closed-Active-Ageing-Hackathon/idb-p/activeageinghackathonphase2

 

To engage our female audience, we leveraged on the popular lifestyle magazine show Lady First Singapore, which was localised from a Taiwan format and produced by StarHub. We engaged a targeted group of our influencers and advocates to begin seeding beauty-related content on topics such as skincare, fashion and make-up on StarHub Community. This, along with discussion generated about each episode of the programme, effectively sparked an influx of female chatter on the community. This successfully integrated online and offline engagement activities, thereby extending the “Lady First Singapore” experience beyond the traditional TV screen for its customers.

 

We sent out emails that led customers to perform a simple survey in order to ascertain interests.

 

We targeted females whose interests included beauty, makeup, fashion, hairstyling and write their own blogs. The survey acted as a filtering process to find legitimate female bloggers. 20 bloggers were then invited to attend a briefing where they received topics and social tasks to share with their followers that in turn led to activities, conversations and buzz on the Community.

 

Visit this link for a video of the event: http://community.starhub.com/t5/What-s-New/StarHub-Community-s-first-offline-event-Meeting-up-with-the/m-p/26076#U26076

 

Lady First Campaign Results:
- 7,143 unique visitors to StarHub Community’s Lady First board
- 470 Topics written
- 1,274 replies to topics
- Out of 20 original bloggers, 5 remain active to this day, close to 1 year after the activation. 2 of them are members of our Sparklers super user group.


The success of the drive to include the female target audience in the conversation prompted the brand to plan for and launch a sequel activation set to take place mid-2014.


Link to Winners Announcement post: http://community.starhub.com/t5/StarHub-Community-Announcements/Lady-First-Bloggers-Challenge-Winners-Announcement/m-p/36223#M10

 

Screenshot of winning bloggers:

 

We organised an event to strengthen ties between users, and more importantly between StarHub and our advocates.


Among the thousands on StarHub Community, there lies a select few who shine. A select few who spend countless hours on the Community for the sole purpose of helping others – through troubleshooting, moderating conversation threads, and even defending the brand when “bashing” arises. These heroes – influencers and brand advocates - are recognized by the brand and invited to the Sparklers Club.

 

We put in place a gamification framework identify Community members and advocates and invite them into the Club in order to be groomed as brand guardians.


To encourage this behavior, a value-exchange was set up. As a Sparkler, one would be able to attend get-togethers to meet, greet and share ideas for improving the Community. Sparklers are also regularly engaged for co-creation, ideation and market research, giving them the opportunity to feel like a part of the brand, making the Community a fun and meaningful place to be and contributing to its ultimate growth and success.

 

 

Watch this video introducing the Sparklers Club! http://youtu.be/luUmeumI5YQ


Visit this link for a video and recap of the 2014 event:
http://community.starhub.com/t5/What-s-New/Sparklers-Club-Gathering-2014/m-p/72923#M83

 

In 2013, we won these local marketing awards:
• Loyalty & Engagement Awards 2013 – Best Use of Brand Advocacy (Gold)
• Marketing Excellence Awards 2013 – Excellence in Loyalty Marketing (Silver)

 

In January 2014, we hit our one millionth unique visitor. We recognized and acknowledged our top super users:

 

Members of our community have commended our Community managers:

 

Our members were surveyed for feedback on the Community and this is what they had to say:

 

Visit this link for the infographic and full story: http://community.starhub.com/t5/StarHub-Community-Blog/StarHub-Community-welcomes-its-1-000-000th-unique-visitor/ba-p/58529


We also work with the Customer Service team to create articles for The Knowledge Base (TKB) on StarHub Community. We also feature How-To videos available on StarHub's YouTube channel. The CS team then direct people with queries to these resources for answers and discussions on solutions. This reduces reliance on call-centre personnel.


TKB: 100,000 views over 55 articles
How-To Videos: 29,360 views

 

One of our articles on TKB:

 

Categories on our Knowledge Base:

 

 

 

Screenshot & Link of one of our How-To videos:

http://www.youtube.com/watch?v=UhlUa3zn034

 

 

 

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