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:
2014 Lithy Submission

Lithys 2014: Vodafone Espana - Support Savings MVP

By DeniseJ

Lithys 2014: Vodafone Espana - Support Savings MVP

Status: 2014 Lithy Submission
by Lithium Technologies DeniseJ ‎04-01-2014 02:47 PM - last edited on ‎04-28-2014 08:54 AM by Moderator Moderator

Company: Vodafone Espana 

Entry submitted by: Zaira Pérez (Zperezp) Specialist, Self Management Channel

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

Lithy category: Support Savings MVP

 

 

Vodafone Spain's aim is to provide best in class service to our customers with innovative and great value added offers and products. Vodafone Spain eForum Community serves the needs for those customers after product acquisition in order to provide a great experience and exploitation of their devices & acquired services. 

 

Lithium provides Vodafone Spain the channel to enable direct communication with customers in order to satisfy their queries and incident resolution. At the same time, we provide customers with a Knowledge Center with loads of Tutorials and tips to engage and improve their mobile devices and DSL connection.

 

Vodafone Spain Heroes promotes both users as a support channel and new useful content creation. Those interactions and new content also engage user self-management and product knowledge. Furthermore, this Programme enables users to feel they are in a comfortable community where they may ask their questions and uncertainties, because many of the questions are either addressed or fully resolved by users on an equal level.

 

 

Since the Programme started back in November 2013, “Vodafone Heroes Programme” participants drove over 10k new interactions within the Vodafone Spain. In addition, over 25 contestants actively help out other users.  A great amount of kudos and new accepted solutions have been originated from those answers and users keep on recommending the Programme to their friends. As a result of the Vodafone Heroes Programme, we managed to deflect call volume by over 1.6m total calls. In addition, we enhanced our Net Promoter Score (NPS) by an average of 5 NPS points YoY and unassisted resolution rate increased by 10.2%.

 

More about Vodafone Spain Heroes Programme

 

Our Vodafone Spain Heroes Programme is focused on acquisition of new Community Members and Moderators outside the company employees to enable a real 2.0. approach.  Vodafone Spain Heroes is created with the intention to enable a Community where users can compete to get new badges and powers while helping each other solve their queries.

 

This gamification programme not only encourages greater customer/user participation but also promotes new useful content creation. Those new interactions and content also engage user self-management and product knowledge. This enables great Community growth for Vodafone Spain eForum users as a support channel to get helpful and resolute answers providing internal KPIs a real boost.

 

Vodafone Spain Heroes Programme is closely monitored on a weekly basis by the Spain Community Managers who provide Heroes with guidance and one-to-one follow up on their adventure. The Programme includes 3 role categories (Vodafone Hero Apprentice, Vodafone Hero and Vodafone SuperHero) and 4 power badges (speed, wisdom, aim and creation) that allow users to possess different strengths.

 

 

Programme is based on nomination of weekly winners for each power badge providing users with exclusive benefits and privileges as they get Points of Power along with their nominations. Benefits are also related with fame and pride such as allowing users to moderate or ban other users as well as collaborating on official content creation published within Vodafone sites. There is a Points of Power catalogue accessible to the users once they enter the programme where users can redeem and select their desired prizes. Offer range is very wide not only offering goods but also “benefits” and events participation or pride recognition.

 

Any Vodafone Spain eForum registered user is eligible to participate in the Heroes Programme. Users need to pass the initial challenge to get their first “hero Apprentice” badge and from then, new badges unlocked will move users up in the scale of roles. Once a user reaches to unlock the 4 badges, they are appointed Vodafone Superheroes.

 

At Vodafone, we truly think we deserve to become Lithys winners as this Programme has evolved and demonstrated the value of the Vodafone eForum community, resulting in support savings through call deflection. 

 


Company: Vodafone Espana 

Entry submitted by: Zaira Pérez (Zperezp) Specialist, Self Management Channel

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

Lithy category: Support Savings MVP

 

 

Vodafone Spain's aim is to provide best in class service to our customers with innovative and great value added offers and products. Vodafone Spain eForum Community serves the needs for those customers after product acquisition in order to provide a great experience and exploitation of their devices & acquired services. 

 

Lithium provides Vodafone Spain the channel to enable direct communication with customers in order to satisfy their queries and incident resolution. At the same time, we provide customers with a Knowledge Center with loads of Tutorials and tips to engage and improve their mobile devices and DSL connection.

 

Vodafone Spain Heroes promotes both users as a support channel and new useful content creation. Those interactions and new content also engage user self-management and product knowledge. Furthermore, this Programme enables users to feel they are in a comfortable community where they may ask their questions and uncertainties, because many of the questions are either addressed or fully resolved by users on an equal level.

 

 

Since the Programme started back in November 2013, “Vodafone Heroes Programme” participants drove over 10k new interactions within the Vodafone Spain. In addition, over 25 contestants actively help out other users.  A great amount of kudos and new accepted solutions have been originated from those answers and users keep on recommending the Programme to their friends. As a result of the Vodafone Heroes Programme, we managed to deflect call volume by over 1.6m total calls. In addition, we enhanced our Net Promoter Score (NPS) by an average of 5 NPS points YoY and unassisted resolution rate increased by 10.2%.

 

More about Vodafone Spain Heroes Programme

 

Our Vodafone Spain Heroes Programme is focused on acquisition of new Community Members and Moderators outside the company employees to enable a real 2.0. approach.  Vodafone Spain Heroes is created with the intention to enable a Community where users can compete to get new badges and powers while helping each other solve their queries.

 

This gamification programme not only encourages greater customer/user participation but also promotes new useful content creation. Those new interactions and content also engage user self-management and product knowledge. This enables great Community growth for Vodafone Spain eForum users as a support channel to get helpful and resolute answers providing internal KPIs a real boost.

 

Vodafone Spain Heroes Programme is closely monitored on a weekly basis by the Spain Community Managers who provide Heroes with guidance and one-to-one follow up on their adventure. The Programme includes 3 role categories (Vodafone Hero Apprentice, Vodafone Hero and Vodafone SuperHero) and 4 power badges (speed, wisdom, aim and creation) that allow users to possess different strengths.

 

 

Programme is based on nomination of weekly winners for each power badge providing users with exclusive benefits and privileges as they get Points of Power along with their nominations. Benefits are also related with fame and pride such as allowing users to moderate or ban other users as well as collaborating on official content creation published within Vodafone sites. There is a Points of Power catalogue accessible to the users once they enter the programme where users can redeem and select their desired prizes. Offer range is very wide not only offering goods but also “benefits” and events participation or pride recognition.

 

Any Vodafone Spain eForum registered user is eligible to participate in the Heroes Programme. Users need to pass the initial challenge to get their first “hero Apprentice” badge and from then, new badges unlocked will move users up in the scale of roles. Once a user reaches to unlock the 4 badges, they are appointed Vodafone Superheroes.

 

At Vodafone, we truly think we deserve to become Lithys winners as this Programme has evolved and demonstrated the value of the Vodafone eForum community, resulting in support savings through call deflection. 

 

Status:
2016 Lithy Submission

Lithys 2016: Centrify Corporation - Support Saving...

By JaniceK

Lithys 2016: Centrify Corporation - Support Savings MVP

Status: 2016 Lithy Submission
by Lithium Technologies JaniceK ‎04-18-2016 03:33 PM - last edited on ‎05-03-2016 08:39 AM by Moderator Moderator

photo.pngCompany: Centrify Corporation

Entry submitted by: Anton Chiang (Sr. Manager, Community & Support Program)

Community: Centrify Community

Lithy category: Support Savings MVP

 

Centrify is the leader in securing enterprise identities against cyberthreats that target today’s hybrid IT environment of cloud, mobile and on-premises. The Centrify Identity Platform protects against the leading point of attack used in data breaches ― compromised credentials — by securing an enterprise’s internal and external users as well as its privileged accounts. Centrify delivers stronger security, continuous compliance and enhanced user productivity through single sign-on, multi-factor authentication, mobile and Mac management, privileged access security and session monitoring. Centrify is trusted by over 5000 customers, including more than half of the Fortune 50.

 

How we are implementing Community to meet our customer care business goals

 

Centrify provides unified identity management for end users and privileged users, with flagship products addressing needs for identity management across cloud, mobile and data centers. Our support team interacts with IT admins with diverse skills sets spanning across *NIX, Windows, Active Directory and SAML, just to name a few.

 

The Centrify Support team believes that building a Community of Centrify admins across the globe plays an important role in providing world class support to our customer base. With a vibrant community, we are able to increase customer satisfaction with an ever growing library of user generated solutions, tech blogs and videos. In addition, we’re able to reduce support contact cost across all regions yet meet SLA’s and responsiveness by leveraging the community.

 

Our community consists of product forums, tech blogs and Ideas Exchange. All users have read access across all product forums and tech blogs. With our newly implemented “Ask the Community” widget, customers can quickly find existing answers in a wealth of accepted solutions and tech articles. All registered users are welcomed to post in our free Centrify Express forum. This enables Centrify to provide a positive user experience for our free product users, potentially leading to paid upgrade when their organizations expand.

 

For our paid customers, they have the option to ask questions in the premium product forums. These questions are automatically escalated to an internal “A-Team” of superusers if the community does not answer within 24 hours. This ensures that our paid customers receive timely responses while Centrify reduces support contact volume.

 

Our paid customers can also to post product enhancement ideas and vote on them in the Ideas Exchange. Here, Centrify’s product team members regularly engage in discussions with customers, providing them with an exclusive channel to share valuable feedback to the Centrify product team.

 

Changes we implemented  because of cost reductions based on Lithium Community 

 

At Centrify, we value support as a team that adds value to our customers and not a cost center. That being said, just like every successful and customer centric organization, we keep a close eye on our costs every year. The savings in headcount to support our customers are re-invested to make the Community and Support Portal more interactive and resourceful. With new products, new customers we are always innovating and ensuring that every type of customers who come to us for a help can easily find their answers. We have re-launched our community several months ago with an improved design and structure, focusing on making the community easier to use for new and returning members alike. In the future, we will be enhancing the UI further to provide a single pane of glass for all existing customers to address their technical and product needs. The success of Community for our customers has also encouraged our internal teams to increase participation. Technical teams across Centrify now regularly create useful tech blog articles, how-to’s and videos to increase the value of this every growing library of user generated content.

 

Our customer care and business results 

 

Centrify Community started as a platform for our freemium product (Centrify Express) users to ask their questions. Since then, we have opened up additional product forums, tech blogs and customer Idea Exchange.

 

In spite of growing our customers base and revenues by 2x, our team has been able to successfully support 5000+ customers and continuously achieve a 92%+ customers satisfaction*. Without enabling peer-to-peer community help, we would not be able to sustain such rapid growth while maintaining a high score for customer satisfaction. Support Management at Centrify is always looking at metrics to drive more self-service, engineer efficiency and content creation (Knowledge articles and how-to videos).

 

*Customer Satisfaction is derived from 5 survey metrics that we collect from our customers. Every time a case that is opened with Technical Support team at Centrify, the customer will have an opportunity to provide their feedback on the products, people, and features / functionality of Centrify Solutions. Customer are asked to rate us on the 5 parameters (1) Case Owner Satisfaction (2) Overall Product Satisfaction (3) Product Quality (4)Features and Functionality and (5) Overall Support Satisfaction.

 

Untitled10.png

 

We’ve seen steady community growth in the past 4 years. Q1 2016 we saw a year over year increase of user sessions by 38%.

 

More than 30k visits per month in indirect contact deflection. 40+ technical topics are answered and turned into searchable community knowledge for future use. 15+ technical blogs / video blogs are created monthly for our community member’s consumption.

 

Rich Multimedia Content in the community tech blog:

 

Untitled11.png

 

Wealth of technical information and resource in the community. “Ask the Community” widget makes it easy for users to get started:

 

Untitled12.png

 

Idea Exchange:

 

Untitled13.png

 

 

 


photo.pngCompany: Centrify Corporation

Entry submitted by: Anton Chiang (Sr. Manager, Community & Support Program)

Community: Centrify Community

Lithy category: Support Savings MVP

 

Centrify is the leader in securing enterprise identities against cyberthreats that target today’s hybrid IT environment of cloud, mobile and on-premises. The Centrify Identity Platform protects against the leading point of attack used in data breaches ― compromised credentials — by securing an enterprise’s internal and external users as well as its privileged accounts. Centrify delivers stronger security, continuous compliance and enhanced user productivity through single sign-on, multi-factor authentication, mobile and Mac management, privileged access security and session monitoring. Centrify is trusted by over 5000 customers, including more than half of the Fortune 50.

 

How we are implementing Community to meet our customer care business goals

 

Centrify provides unified identity management for end users and privileged users, with flagship products addressing needs for identity management across cloud, mobile and data centers. Our support team interacts with IT admins with diverse skills sets spanning across *NIX, Windows, Active Directory and SAML, just to name a few.

 

The Centrify Support team believes that building a Community of Centrify admins across the globe plays an important role in providing world class support to our customer base. With a vibrant community, we are able to increase customer satisfaction with an ever growing library of user generated solutions, tech blogs and videos. In addition, we’re able to reduce support contact cost across all regions yet meet SLA’s and responsiveness by leveraging the community.

 

Our community consists of product forums, tech blogs and Ideas Exchange. All users have read access across all product forums and tech blogs. With our newly implemented “Ask the Community” widget, customers can quickly find existing answers in a wealth of accepted solutions and tech articles. All registered users are welcomed to post in our free Centrify Express forum. This enables Centrify to provide a positive user experience for our free product users, potentially leading to paid upgrade when their organizations expand.

 

For our paid customers, they have the option to ask questions in the premium product forums. These questions are automatically escalated to an internal “A-Team” of superusers if the community does not answer within 24 hours. This ensures that our paid customers receive timely responses while Centrify reduces support contact volume.

 

Our paid customers can also to post product enhancement ideas and vote on them in the Ideas Exchange. Here, Centrify’s product team members regularly engage in discussions with customers, providing them with an exclusive channel to share valuable feedback to the Centrify product team.

 

Changes we implemented  because of cost reductions based on Lithium Community 

 

At Centrify, we value support as a team that adds value to our customers and not a cost center. That being said, just like every successful and customer centric organization, we keep a close eye on our costs every year. The savings in headcount to support our customers are re-invested to make the Community and Support Portal more interactive and resourceful. With new products, new customers we are always innovating and ensuring that every type of customers who come to us for a help can easily find their answers. We have re-launched our community several months ago with an improved design and structure, focusing on making the community easier to use for new and returning members alike. In the future, we will be enhancing the UI further to provide a single pane of glass for all existing customers to address their technical and product needs. The success of Community for our customers has also encouraged our internal teams to increase participation. Technical teams across Centrify now regularly create useful tech blog articles, how-to’s and videos to increase the value of this every growing library of user generated content.

 

Our customer care and business results 

 

Centrify Community started as a platform for our freemium product (Centrify Express) users to ask their questions. Since then, we have opened up additional product forums, tech blogs and customer Idea Exchange.

 

In spite of growing our customers base and revenues by 2x, our team has been able to successfully support 5000+ customers and continuously achieve a 92%+ customers satisfaction*. Without enabling peer-to-peer community help, we would not be able to sustain such rapid growth while maintaining a high score for customer satisfaction. Support Management at Centrify is always looking at metrics to drive more self-service, engineer efficiency and content creation (Knowledge articles and how-to videos).

 

*Customer Satisfaction is derived from 5 survey metrics that we collect from our customers. Every time a case that is opened with Technical Support team at Centrify, the customer will have an opportunity to provide their feedback on the products, people, and features / functionality of Centrify Solutions. Customer are asked to rate us on the 5 parameters (1) Case Owner Satisfaction (2) Overall Product Satisfaction (3) Product Quality (4)Features and Functionality and (5) Overall Support Satisfaction.

 

Untitled10.png

 

We’ve seen steady community growth in the past 4 years. Q1 2016 we saw a year over year increase of user sessions by 38%.

 

More than 30k visits per month in indirect contact deflection. 40+ technical topics are answered and turned into searchable community knowledge for future use. 15+ technical blogs / video blogs are created monthly for our community member’s consumption.

 

Rich Multimedia Content in the community tech blog:

 

Untitled11.png

 

Wealth of technical information and resource in the community. “Ask the Community” widget makes it easy for users to get started:

 

Untitled12.png

 

Idea Exchange:

 

Untitled13.png

 

 

 

Status:
2015 Lithy Submission

Lithys 2015: Telefonica O2 UK - Support Savings MV...

By JaniceK

Lithys 2015: Telefonica O2 UK - Support Savings MVP

Status: 2015 Lithy Submission
by Lithium Technologies JaniceK ‎04-18-2015 09:06 PM - edited ‎05-02-2016 04:44 PM

Company: Telefonica O2 UK Telefonica.png
Entry submitted by: Marjo Hallapera (marion101) Head of Community

Community: O2 UK Community (http://community.o2.co.uk/

Lithy category: Support Savings MVP

 

The O2 UK is a Telefónica-owned company, managing communities on an international scale in order to optimize and enhance the way in which brands interact and engage with their valued customers. One such community is O2 UK. With more than 20 million customers, O2 is one of the largest mobile telecommunications providers in the United Kingdom. It is supported by Telefónica whose strategy is to become the leading global communications company in the digital world with a goal of opening new pathways, which continue to transform possibilities into reality for their customers.

 

The O2 Community has gone from strength to strength in 2014, utilizing user-generated content (UGC) and site navigation in a number of ways to ensure our community content is as useful and cost-effective as possible.

 

Guides created by members on the O2 Community are consistently detailed, accurate and attract the trust of other members due to the supportive atmosphere encouraged and maintained by our Community Team. UGC is consistently useful for customer awareness and deflection to the 500,000+ unique users coming to our community every month.

 

Due to the high quality of the content created, we have begun to integrate it into our business on a wider scale. One guide for example is used for network self-diagnosis, a commonly queried issue in any telecoms company. This single community post, when used on Twitter, turns a normal 3-tweet customer interaction into a single tweet, attributing to a major cost savings per year. It frees the time up of many advisors, making them considerably more efficient. In 2015 we will repeat this process with a number of products and services, ensuring that our community content forms an even stronger base of knowledge. Below is a snippet of one of our great UGC pieces, with 280,500 views and constantly counting:

 

O2 chart 1.png

We welcome UGC in a number of forms. In 2014 alone, the community welcomed 47 video guides to be used by other customers. These video guides (including iPhone self-help, Operating System tutorials, etc.) have been created at absolutely no cost to O2, but can be used to help other customers as any professional video could – producing a single video elsewhere could otherwise cost the company $7k. This process also enables our customers to contribute to the business they use, and ultimately, to feel as valued as they truly are.

 

O2 chart 2.png

Due to the high volume of visits to certain pages on the community, such as details on services and products, they have attracted a high SEO value to the business. We have utilized this high volume by adding banners for other products within these community pages. This creates a huge amount of awareness for these products, as well as ensuring the community and its potential is tapped into as much as possible. This approach also mirrors in our OS and device announcements, where we often attract over 20,000 views to single update posts that are also shared across the web.

 

O2 chart 3.png

Finally, we have created a campaign within the community to help members to decide on which devices to purchase as a result of peer reviews. Try the Tech allows members to ‘borrow’ devices from us for a few weeks to test out. Every tester writes a thorough review and each content piece creates vibrant discussions about which devices to purchase. The quality of these reviews is so high that device manufacturers have reached out to us in order to gain high quality reviews on brand new devices that will increase sales. Testing and reviewing a device also gives the members more knowledge about the device itself and thus helps them out when offering advice to others on the community. Check out the link below for an example of the quality of content we attract.

 

Samsung Galaxy Note 4 review (TryThe Tech)

 

On top of all of these aspects of benefit the community provides for O2, the peer-to-peer advice concept methodology is ever-present, with members offering advice every day. The average response time on the community (when analyzing a full 24 hour cycle) is consistently under 300 minutes and often under 200 minutes, ensuring that any members who enter will have an answer quickly and efficiently. Our regular members are here each and every day, offering insights as well as advice. They have an online home in the community, which is easy to see when we consider that one of our more regular members posted more than 16,000 times in 2014.


Company: Telefonica O2 UK Telefonica.png
Entry submitted by: Marjo Hallapera (marion101) Head of Community

Community: O2 UK Community (http://community.o2.co.uk/

Lithy category: Support Savings MVP

 

The O2 UK is a Telefónica-owned company, managing communities on an international scale in order to optimize and enhance the way in which brands interact and engage with their valued customers. One such community is O2 UK. With more than 20 million customers, O2 is one of the largest mobile telecommunications providers in the United Kingdom. It is supported by Telefónica whose strategy is to become the leading global communications company in the digital world with a goal of opening new pathways, which continue to transform possibilities into reality for their customers.

 

The O2 Community has gone from strength to strength in 2014, utilizing user-generated content (UGC) and site navigation in a number of ways to ensure our community content is as useful and cost-effective as possible.

 

Guides created by members on the O2 Community are consistently detailed, accurate and attract the trust of other members due to the supportive atmosphere encouraged and maintained by our Community Team. UGC is consistently useful for customer awareness and deflection to the 500,000+ unique users coming to our community every month.

 

Due to the high quality of the content created, we have begun to integrate it into our business on a wider scale. One guide for example is used for network self-diagnosis, a commonly queried issue in any telecoms company. This single community post, when used on Twitter, turns a normal 3-tweet customer interaction into a single tweet, attributing to a major cost savings per year. It frees the time up of many advisors, making them considerably more efficient. In 2015 we will repeat this process with a number of products and services, ensuring that our community content forms an even stronger base of knowledge. Below is a snippet of one of our great UGC pieces, with 280,500 views and constantly counting:

 

O2 chart 1.png

We welcome UGC in a number of forms. In 2014 alone, the community welcomed 47 video guides to be used by other customers. These video guides (including iPhone self-help, Operating System tutorials, etc.) have been created at absolutely no cost to O2, but can be used to help other customers as any professional video could – producing a single video elsewhere could otherwise cost the company $7k. This process also enables our customers to contribute to the business they use, and ultimately, to feel as valued as they truly are.

 

O2 chart 2.png

Due to the high volume of visits to certain pages on the community, such as details on services and products, they have attracted a high SEO value to the business. We have utilized this high volume by adding banners for other products within these community pages. This creates a huge amount of awareness for these products, as well as ensuring the community and its potential is tapped into as much as possible. This approach also mirrors in our OS and device announcements, where we often attract over 20,000 views to single update posts that are also shared across the web.

 

O2 chart 3.png

Finally, we have created a campaign within the community to help members to decide on which devices to purchase as a result of peer reviews. Try the Tech allows members to ‘borrow’ devices from us for a few weeks to test out. Every tester writes a thorough review and each content piece creates vibrant discussions about which devices to purchase. The quality of these reviews is so high that device manufacturers have reached out to us in order to gain high quality reviews on brand new devices that will increase sales. Testing and reviewing a device also gives the members more knowledge about the device itself and thus helps them out when offering advice to others on the community. Check out the link below for an example of the quality of content we attract.

 

Samsung Galaxy Note 4 review (TryThe Tech)

 

On top of all of these aspects of benefit the community provides for O2, the peer-to-peer advice concept methodology is ever-present, with members offering advice every day. The average response time on the community (when analyzing a full 24 hour cycle) is consistently under 300 minutes and often under 200 minutes, ensuring that any members who enter will have an answer quickly and efficiently. Our regular members are here each and every day, offering insights as well as advice. They have an online home in the community, which is easy to see when we consider that one of our more regular members posted more than 16,000 times in 2014.

Status:
2015 Lithy Submission

Lithys 2015: giffgaff - Support Savings MVP

By JaniceK

Lithys 2015: giffgaff - Support Savings MVP

Status: 2015 Lithy Submission
by Lithium Technologies JaniceK ‎03-26-2015 02:08 PM - edited ‎03-29-2015 03:47 PM

Company: giffgafflogo

Entry submitted by: Gregg Baker (greggHead of Community

Community: giffgaff Community (http://community.giffgaff.com)

Lithy category: Support Savings MVP

 

 

giffgaff, founded 5 years ago and known as “the mobile network run by you”, utilizes Lithium to provide a first class experience for our members. At giffgaff we like to do things differently. We don’t believe in having shops on the high street, call centers you have to ring for help or generally just making life difficult for people. Instead we are online only and pass on the savings to our members.

 

‘giffgaff’ itself is an ancient Scottish word meaning mutuality and from day one we ensured we founded a business built on mutual relationships and understanding. We built the business around having a community at the heart of it, suggesting ideas, helping each other and keeping us real. This allows us to operate a very lean business and pass on the savings to our members. Lithium as a platform allowed us to facilitate that and evolve our thinking even further.

 

Our community provides first line support for our business by utilizing the Lithium platform. Members answer support questions, create knowledgebase articles and even create tutorial videos. We utilize standard platform features as well as embedding a tool to ask the community on our product pages. We empower our Community members to be powerful advocates for us, driving acquisition, while also giving them the tools and the channel to be our front line support. Reflect on that for a moment, our members provide all support for us (apart from private account related issues). As a result, we have seen a contact rate from our customers of once every five years.

 

Community members write the articles that go into our Knowledge Base, they help create the video tutorials taking members through difficult set ups and they are on hand to answer member questions, with an average response time of just 90 seconds (that's well under the average of 11 minutes for call centers). Typically tracked in minutes or even hours, our Community can solve a situation in seconds and then have that solution seen by at least 50 other people a month.

 

On average we receive 10,000-11,000 questions a month, of which the solutions are viewed at least 500,000 times a month. That’s a lot of calls deflected. We estimate savings in the region of $35M a year thanks to all of the amazing work our Community does. The best part is that members are happy with the responses they receive, in fact so happy we even picked up an award from ‘Which?’, that’s a pretty big deal here in the UK. We even found a way to add some giffgaff charm to that by letting one of our Community members go and accept the award on our behalf.

 

We truly believe we have a better way of providing customer service and so far satisfaction scores of over 80% would agree.

 


Company: giffgafflogo

Entry submitted by: Gregg Baker (greggHead of Community

Community: giffgaff Community (http://community.giffgaff.com)

Lithy category: Support Savings MVP

 

 

giffgaff, founded 5 years ago and known as “the mobile network run by you”, utilizes Lithium to provide a first class experience for our members. At giffgaff we like to do things differently. We don’t believe in having shops on the high street, call centers you have to ring for help or generally just making life difficult for people. Instead we are online only and pass on the savings to our members.

 

‘giffgaff’ itself is an ancient Scottish word meaning mutuality and from day one we ensured we founded a business built on mutual relationships and understanding. We built the business around having a community at the heart of it, suggesting ideas, helping each other and keeping us real. This allows us to operate a very lean business and pass on the savings to our members. Lithium as a platform allowed us to facilitate that and evolve our thinking even further.

 

Our community provides first line support for our business by utilizing the Lithium platform. Members answer support questions, create knowledgebase articles and even create tutorial videos. We utilize standard platform features as well as embedding a tool to ask the community on our product pages. We empower our Community members to be powerful advocates for us, driving acquisition, while also giving them the tools and the channel to be our front line support. Reflect on that for a moment, our members provide all support for us (apart from private account related issues). As a result, we have seen a contact rate from our customers of once every five years.

 

Community members write the articles that go into our Knowledge Base, they help create the video tutorials taking members through difficult set ups and they are on hand to answer member questions, with an average response time of just 90 seconds (that's well under the average of 11 minutes for call centers). Typically tracked in minutes or even hours, our Community can solve a situation in seconds and then have that solution seen by at least 50 other people a month.

 

On average we receive 10,000-11,000 questions a month, of which the solutions are viewed at least 500,000 times a month. That’s a lot of calls deflected. We estimate savings in the region of $35M a year thanks to all of the amazing work our Community does. The best part is that members are happy with the responses they receive, in fact so happy we even picked up an award from ‘Which?’, that’s a pretty big deal here in the UK. We even found a way to add some giffgaff charm to that by letting one of our Community members go and accept the award on our behalf.

 

We truly believe we have a better way of providing customer service and so far satisfaction scores of over 80% would agree.

 

Status:
2016 Lithy Submission

Lithys 2016: Vodafone Spain - Support Savings MVP

By JaniceK

Lithys 2016: Vodafone Spain - Support Savings MVP

Status: 2016 Lithy Submission
by Lithium Technologies JaniceK ‎04-27-2016 03:39 PM - last edited on ‎05-03-2016 08:30 AM by Moderator Moderator

ybgfv.pngCompany: Vodafone Spain    

Contact: Alejandro Moreno ( Community Manager)

Community:   Foro Vodafone 

Lithy category: Support Savings MVP

 

Vodafone Spain is part of Vodafone Group, one of the world’s largest telecommunications companies and provides a range of services including voice, messaging, data and fixed communications. Vodafone has mobile operations in 26 countries, partners with mobile networks in 57 more, and fixed broadband operations in 17 markets. As of 31 December 2015, Vodafone had 461 million mobile customers and 13 million fixed broadband customers.

 

Vodafone Spain has 14.255.000 mobile customers and 2.960.000 fixed broadband customers. All of them get benefit of the experience and capacity of a world leader that helps its customers to be better connected. For more info: please visit: www.vodafone.es

 

How we are implementing Community our customer care business goals

 

Our target are:

  • Increase total number of registered users.
  • Increase Community Content counting number of created posts
  • Increase community participation
  • Acquire new “super-users” that help us as community mods.
  • Increase NPS and Employees Resolution Rate. 

 

Changes we implemented because of cost reductions based on Lithium Community

 

The changes we have made:  

  • New community home: it’s more visual and accessible. We have used click map to detect the hotspots.
  • Launch new mobile version enabling users easier access to the community for smartphones and tablets.
  • New badges for super-users integrated on console.
  • We create content based on Key trends such as movies, series and video games to increase user participation and gain awareness to promote eForum Channel.
  • Our employees are continuously improving their answers and performance to encourage further volume of customers using eForum as the contact mechanism prior to Call Center contacts.

 

Our results

 

€3.7 M potentially saved on incoming Customer Call Center Calls. 

 

large.png


ybgfv.pngCompany: Vodafone Spain    

Contact: Alejandro Moreno ( Community Manager)

Community:   Foro Vodafone 

Lithy category: Support Savings MVP

 

Vodafone Spain is part of Vodafone Group, one of the world’s largest telecommunications companies and provides a range of services including voice, messaging, data and fixed communications. Vodafone has mobile operations in 26 countries, partners with mobile networks in 57 more, and fixed broadband operations in 17 markets. As of 31 December 2015, Vodafone had 461 million mobile customers and 13 million fixed broadband customers.

 

Vodafone Spain has 14.255.000 mobile customers and 2.960.000 fixed broadband customers. All of them get benefit of the experience and capacity of a world leader that helps its customers to be better connected. For more info: please visit: www.vodafone.es

 

How we are implementing Community our customer care business goals

 

Our target are:

  • Increase total number of registered users.
  • Increase Community Content counting number of created posts
  • Increase community participation
  • Acquire new “super-users” that help us as community mods.
  • Increase NPS and Employees Resolution Rate. 

 

Changes we implemented because of cost reductions based on Lithium Community

 

The changes we have made:  

  • New community home: it’s more visual and accessible. We have used click map to detect the hotspots.
  • Launch new mobile version enabling users easier access to the community for smartphones and tablets.
  • New badges for super-users integrated on console.
  • We create content based on Key trends such as movies, series and video games to increase user participation and gain awareness to promote eForum Channel.
  • Our employees are continuously improving their answers and performance to encourage further volume of customers using eForum as the contact mechanism prior to Call Center contacts.

 

Our results

 

€3.7 M potentially saved on incoming Customer Call Center Calls. 

 

large.png

Status:
2015 Lithy Submission

Lithys 2015: Vodafone New Zealand - Support Saving...

By JaniceK

Lithys 2015: Vodafone New Zealand - Support Savings MVP

Status: 2015 Lithy Submission
by Lithium Technologies JaniceK ‎04-25-2015 05:23 PM - edited ‎05-02-2016 04:43 PM

Company: Vodafone New Zealand Ltd Vodafone logo.png

Entry submitted by: Mike Hales (VF_MikeHales) Digital Content Manager

Community: Vodafone Community (http://community.vodafone.co.nz)

Lithy category: Support Savings MVP

 

Vodafone NZ has been New Zealand’s leading total telecommunications provider for nearly 20 years. It is a provider of mobile, fixed line telecommunication and television services over 4G, Fibre, cable and copper. It’s a key player in the wider New Zealand community through its Vodafone Foundation activities as well as sponsoring key music and sporting teams and events.

 

Our customer care business goals

 

Our core goal is to deflect customer call by either providing a dialogue and answer online or provide contextual links to relevant content that may also answer the question. So, we have implemented a programme of work to integrate FAQs (from RightNow) as well as User Guides (from World Manuals) in context in topics to draw customers to quick answers. Additionally, we have created sticky posts to sit at the top of topics to answer the most common questions. Finally, we have have embedded video content into topics and answers for the same reasons as above.

 

The changes we implemented

 

We have now provided prominent links and promotions from our most common service touchpoints to direct customers to the Community – on web, mobile and through Social Media such as Facebook and Twitter.

 

Our business results

 

Using the formula of Unique visitors X resolution rate X deflection rate X cost per call, supported by data from an online survey with a strong sample size, we have been able to prove cost savings of more than NZ $3 million over a 2-year period, we’re expecting in year 3 to further show an increased deflection rate through provision of further self-help content and tools.


Company: Vodafone New Zealand Ltd Vodafone logo.png

Entry submitted by: Mike Hales (VF_MikeHales) Digital Content Manager

Community: Vodafone Community (http://community.vodafone.co.nz)

Lithy category: Support Savings MVP

 

Vodafone NZ has been New Zealand’s leading total telecommunications provider for nearly 20 years. It is a provider of mobile, fixed line telecommunication and television services over 4G, Fibre, cable and copper. It’s a key player in the wider New Zealand community through its Vodafone Foundation activities as well as sponsoring key music and sporting teams and events.

 

Our customer care business goals

 

Our core goal is to deflect customer call by either providing a dialogue and answer online or provide contextual links to relevant content that may also answer the question. So, we have implemented a programme of work to integrate FAQs (from RightNow) as well as User Guides (from World Manuals) in context in topics to draw customers to quick answers. Additionally, we have created sticky posts to sit at the top of topics to answer the most common questions. Finally, we have have embedded video content into topics and answers for the same reasons as above.

 

The changes we implemented

 

We have now provided prominent links and promotions from our most common service touchpoints to direct customers to the Community – on web, mobile and through Social Media such as Facebook and Twitter.

 

Our business results

 

Using the formula of Unique visitors X resolution rate X deflection rate X cost per call, supported by data from an online survey with a strong sample size, we have been able to prove cost savings of more than NZ $3 million over a 2-year period, we’re expecting in year 3 to further show an increased deflection rate through provision of further self-help content and tools.

Status:
2016 Lithy Submission

Lithys 2016: Optus - Support Savings MVP

By JaniceK

Lithys 2016: Optus - Support Savings MVP

Status: 2016 Lithy Submission
by Lithium Technologies JaniceK ‎04-27-2016 05:44 PM - last edited on ‎05-03-2016 08:37 AM by Moderator Moderator

optusSCREAM_Teal-YellowBubble-sRGB.jpgCompany: Optus

Contact: Karen Le (Community Manager)

Community: My Optus Community

Lithy category: Support Savings MVP

 

As Australia's second largest Telecommunication provider, Optus is in the business of connecting people. We offer a broad range of communications services including mobile, telephony, internet, business network services, satellite services and subscription television to over ten million customers every day.

 

While we are a company that is focused on enabling homes and businesses with technology and entertainment, our vision is to lead Australia in outstanding customer experience.

 

How community meets our customer care business goals

 

Like many companies, the provision of customer service through traditional channels contributes to a significant proportion of our operational cost base. This year, our overarching Customer Service Strategy has been firmly rooted in digital with the dual purpose of meeting the shift in customer preference and reducing support costs. The under-utilisation of community based customer support was recognised as a key area of opportunity. The resulting business objective was to actively drive My Optus Community to deflect an incremental 350,000 calls from the call centre during FY16 (March ’15 to April ‘16). What we actually achieved was an incremental 500,000+ calls. There were a number of key initiatives that were implemented in order to achieve these goals;

 

Integration of Community within our digital assets

 

This focused on the inclusion of contextually relevant widgets that surface community conversation on the optus.com.au website, including the homepage, help & support, product and sales pages. Strong community CTA’s were on all electronic communications and a further extension of our online integration strategy has been to develop campaign landing pages directly within the community; giving customers the opportunity to directly ask questions, comment and respond directly. These questions are work flowed into to LSW where moderators are able to respond where required. This has worked so well that the Pre- Paid team have made the community landing page part of the customer on-boarding journey, allowing all new Pre-Paid customers ask questions at the time of setup to provide a seamless experience.

Pre-Paid Welcome Hub

 

Default support channel within our Go to Market Programs

 

One of the most significant cultural changes was to position to community as THE default support channel for our Go To Market programs. When Optus launched a new mobile App in September, WiFi Talk (gives customers with limited indoor mobile coverage can use the app to make and receive calls over a WiFi connection), My Optus Community was used as the primary support channel and for the very first time all the customer broadcast communications directed customers to a blog post in My Optus Community with all of the key details. Over 67,000 people viewed the post, resulting in 230 comments. This was so effective that only 20 support calls were logged about WiFi Talk issues each week since it launched. This has been successfully replicated a number of times since with equal success and is now considered BAU practice.

WiFi Talk Launch

 

Australia’s First Responsive Community

 

We’ve acknowledged the trend of needing support on-the-go by making My Optus Community the first fully responsive community in Australia, ensuring that members have the same experience across all of their devices. This has resulted in a jump from 510K mobile visits last financial year to 1.3 million this year. Today over 50% of our traffic is generated by mobile devices.

 

Driving traffic and informing customers through the Optus Blog

 

In June of 2015 we launched the My Optus Community Blog, which has played an important role in our content marketing strategy and has been an excellent vehicle for the discovery of community content. Since launch, we have maintained a steady rhythm of content production with over 125 articles published, which have received over 500,000 page views and contribute a significant proportion of search referrals.

 

My Optus Community Blog

 

Improving the Resolution Rate

 

In a world first, we customised the way that the Tribal Knowledgebase (TKB) module is traditionally used to change the way articles are created and published. In doing so, we give community members the control to identify support content they want and think other members might need, allowing us to scale through crowd sourcing. Threads can be nominated as Wiki articles by the community, who can also make updates to the content, giving them power to help other members. Since we launched this module in September, 63 articles have been authored and received over 26,000 views.

My Optus Community Wiki

 

This combined with prioritised routing of unanswered posts into the social media team through LSW has seen the customer reported resolution rate increase from 9% to 37%.

 

Retaining & recognising our members

 

The implementation of a formalised Super User program and the introduction of Premium Gamification has seen the contributions made from our super users increase by almost 300% year on year. This translates to almost 1,500 hours being spent in the community by our top 5 users. The program runs on a 6 month cycle, is built on deep personal relationships (that extends into the ‘real’ world) and actively recruits users from other communities based on a set of attributes.

 

The execution of our strategy in combination with attentive and responsive community management has seen us exceed the 350,000 incremental call reduction target by more almost 60%, delivering a 230% increase on Opex saving.

 

Cost reductions from our community

 

The organisation’s business objective was to actively utilise My Optus Community to deflect an incremental 350,000 calls from the call centre. These call reduction projections are used to plan for our voice channel workforce. The number of actual calls are recorded and tracked against the projection figures ensure that capacity planning and headcount is accurate and adjustments are made accordingly, and due to these reduced volumes we are able to incrementally increase capacity when unforeseen issues arise.

 

Also, through the increased participation by members there a reduction in the reliance on Optus moderators to input into the discussion by 40% in comparison to the previous financial year, meaning we were able to handle an 82% increase in engagement volume across social with minimal increase in resource (4 FTE).

 

Our results

 

The combination of executive support, solid strategy and a focused team has delivered an outstanding set of outcomes for My Optus Community including an incremental reduction of over 500,000 calls delivering 230% increase on Opex savings. There has been a considerable impact, not only on the number of calls reduced but in the way we organise and plan our headcount and workforce. This has meant we’ve been able to provide more support to customers when they need us as well as a significant reduction in our operational expenditure.

 

Listen to what the VP of Customer Service has to say about the results and the impact they’ve had on the organisation’s performance.

 

 

jnhbgfvc.png


optusSCREAM_Teal-YellowBubble-sRGB.jpgCompany: Optus

Contact: Karen Le (Community Manager)

Community: My Optus Community

Lithy category: Support Savings MVP

 

As Australia's second largest Telecommunication provider, Optus is in the business of connecting people. We offer a broad range of communications services including mobile, telephony, internet, business network services, satellite services and subscription television to over ten million customers every day.

 

While we are a company that is focused on enabling homes and businesses with technology and entertainment, our vision is to lead Australia in outstanding customer experience.

 

How community meets our customer care business goals

 

Like many companies, the provision of customer service through traditional channels contributes to a significant proportion of our operational cost base. This year, our overarching Customer Service Strategy has been firmly rooted in digital with the dual purpose of meeting the shift in customer preference and reducing support costs. The under-utilisation of community based customer support was recognised as a key area of opportunity. The resulting business objective was to actively drive My Optus Community to deflect an incremental 350,000 calls from the call centre during FY16 (March ’15 to April ‘16). What we actually achieved was an incremental 500,000+ calls. There were a number of key initiatives that were implemented in order to achieve these goals;

 

Integration of Community within our digital assets

 

This focused on the inclusion of contextually relevant widgets that surface community conversation on the optus.com.au website, including the homepage, help & support, product and sales pages. Strong community CTA’s were on all electronic communications and a further extension of our online integration strategy has been to develop campaign landing pages directly within the community; giving customers the opportunity to directly ask questions, comment and respond directly. These questions are work flowed into to LSW where moderators are able to respond where required. This has worked so well that the Pre- Paid team have made the community landing page part of the customer on-boarding journey, allowing all new Pre-Paid customers ask questions at the time of setup to provide a seamless experience.

Pre-Paid Welcome Hub

 

Default support channel within our Go to Market Programs

 

One of the most significant cultural changes was to position to community as THE default support channel for our Go To Market programs. When Optus launched a new mobile App in September, WiFi Talk (gives customers with limited indoor mobile coverage can use the app to make and receive calls over a WiFi connection), My Optus Community was used as the primary support channel and for the very first time all the customer broadcast communications directed customers to a blog post in My Optus Community with all of the key details. Over 67,000 people viewed the post, resulting in 230 comments. This was so effective that only 20 support calls were logged about WiFi Talk issues each week since it launched. This has been successfully replicated a number of times since with equal success and is now considered BAU practice.

WiFi Talk Launch

 

Australia’s First Responsive Community

 

We’ve acknowledged the trend of needing support on-the-go by making My Optus Community the first fully responsive community in Australia, ensuring that members have the same experience across all of their devices. This has resulted in a jump from 510K mobile visits last financial year to 1.3 million this year. Today over 50% of our traffic is generated by mobile devices.

 

Driving traffic and informing customers through the Optus Blog

 

In June of 2015 we launched the My Optus Community Blog, which has played an important role in our content marketing strategy and has been an excellent vehicle for the discovery of community content. Since launch, we have maintained a steady rhythm of content production with over 125 articles published, which have received over 500,000 page views and contribute a significant proportion of search referrals.

 

My Optus Community Blog

 

Improving the Resolution Rate

 

In a world first, we customised the way that the Tribal Knowledgebase (TKB) module is traditionally used to change the way articles are created and published. In doing so, we give community members the control to identify support content they want and think other members might need, allowing us to scale through crowd sourcing. Threads can be nominated as Wiki articles by the community, who can also make updates to the content, giving them power to help other members. Since we launched this module in September, 63 articles have been authored and received over 26,000 views.

My Optus Community Wiki

 

This combined with prioritised routing of unanswered posts into the social media team through LSW has seen the customer reported resolution rate increase from 9% to 37%.

 

Retaining & recognising our members

 

The implementation of a formalised Super User program and the introduction of Premium Gamification has seen the contributions made from our super users increase by almost 300% year on year. This translates to almost 1,500 hours being spent in the community by our top 5 users. The program runs on a 6 month cycle, is built on deep personal relationships (that extends into the ‘real’ world) and actively recruits users from other communities based on a set of attributes.

 

The execution of our strategy in combination with attentive and responsive community management has seen us exceed the 350,000 incremental call reduction target by more almost 60%, delivering a 230% increase on Opex saving.

 

Cost reductions from our community

 

The organisation’s business objective was to actively utilise My Optus Community to deflect an incremental 350,000 calls from the call centre. These call reduction projections are used to plan for our voice channel workforce. The number of actual calls are recorded and tracked against the projection figures ensure that capacity planning and headcount is accurate and adjustments are made accordingly, and due to these reduced volumes we are able to incrementally increase capacity when unforeseen issues arise.

 

Also, through the increased participation by members there a reduction in the reliance on Optus moderators to input into the discussion by 40% in comparison to the previous financial year, meaning we were able to handle an 82% increase in engagement volume across social with minimal increase in resource (4 FTE).

 

Our results

 

The combination of executive support, solid strategy and a focused team has delivered an outstanding set of outcomes for My Optus Community including an incremental reduction of over 500,000 calls delivering 230% increase on Opex savings. There has been a considerable impact, not only on the number of calls reduced but in the way we organise and plan our headcount and workforce. This has meant we’ve been able to provide more support to customers when they need us as well as a significant reduction in our operational expenditure.

 

Listen to what the VP of Customer Service has to say about the results and the impact they’ve had on the organisation’s performance.

 

 

jnhbgfvc.png

Status:
2015 Lithy Submission

Lithys 2015: Orange Spain - Support Savings MVP

By JaniceK

Lithys 2015: Orange Spain - Support Savings MVP

Status: 2015 Lithy Submission
by Lithium Technologies JaniceK ‎04-18-2015 08:42 PM - edited ‎05-02-2016 04:42 PM

Company: Orange Spain  Orange logo.png
Entry submitted by: Santiago Martín Martín (tiako) Social Support Manager

Community: Comunidad Orange (https://comunidad.orange.es) and La Comunidad amena.com (https://comunidad.amena.com)

Lithy category: Support Savings MVP

 

Orange Espagne SAU is one of the biggest telecom companies in Spain with almost 15 million of customers. It is part of Orange Group and operates with three brands in the Spanish market: Orange, amena.com and Simyo.

 

In 2014, Orange Spain took the decision to take a big step in the social support of our customers. Lithium applications were a key enabler and platform for the execution of this new strategy.

 

The cornerstone of this strategy has been the launch of new communities, in our two brands (Orange and Amena.com) as a new space of conversation and help among our customers.

 

Our main business goal has been call deflection with a big focus in superusers cultivation program (see Marketing champion Orange Spain application). We have used extensively gamification facilities of Lithium community to get our superusers to create a big amount of solutions to other customers issues.

 

Orange chart 7.png

 

Orange Spain community replaced our old forums and it proved essential to not losing SEO positioning of main threads thanks to the easy and proper migration process.

 

Besides, we decided to put in place a new social customer support model, mainly in Facebook and Twitter, focusing on customer satisfaction, resolution and response time.

 

LSW has helped us to build this new model and to get the highest performance of our support and comms teams. We have made extensive usage of tagging, queuing and reporting facilities of the application, getting the better efficiency of our agents who only have to be focused in solving our customer request and incidents.

 

Our customer care organization changes as a result of cost reductions with Community and LSW

 

All the activity in communities and social media channels is managed by two different areas of the company: Comms and Customer Support, with more than 50 people conversing with our customers.

In telco industry, main part or social activity is about customers asking support. It is a big challenge to be able to build a model that integrates social support seamlessly in the whole customer support processes.

 

LSW has allowed us to organize tasks and people and get the most of everyone. We have been able to integrate the work of community managers, support agents, web advisors and community moderators. All they know who is the responsible to answer any tweet or post coming to our social accounts thanks to the queues and rules that we have built over LSW.

 

We are proud of our highly motivated and skilled teams!! 

Orange chart 8.jpg

Our business results

 

Regarding communities, we have got 300k monthly visits. Mainly, these visits are coming to communities to solve any doubt or problem. We have found that 27% of visitors surveyed, say that they get their problem solved in their visit, so we are saving costs consistently: around 500k euros at year.

 

We are very happy also with the contribution to the community of our superusers: 56% of topics of the last month, got a solution by one of them.

 

Regarding social media, Facebook and Twitter, we are very proud of achieving our goals of response time and customer satisfaction: we answer 90% of posts in our SLA time (2 hours), and we got 80% of customer satisfaction in these interactions.

 

These indicators have put us consistently in the top-5 of most socially devoted brands in Spain on Facebook, month by month, according to Social Bakers ranking

 

 Orange chart 9.jpg

 

 


Company: Orange Spain  Orange logo.png
Entry submitted by: Santiago Martín Martín (tiako) Social Support Manager

Community: Comunidad Orange (https://comunidad.orange.es) and La Comunidad amena.com (https://comunidad.amena.com)

Lithy category: Support Savings MVP

 

Orange Espagne SAU is one of the biggest telecom companies in Spain with almost 15 million of customers. It is part of Orange Group and operates with three brands in the Spanish market: Orange, amena.com and Simyo.

 

In 2014, Orange Spain took the decision to take a big step in the social support of our customers. Lithium applications were a key enabler and platform for the execution of this new strategy.

 

The cornerstone of this strategy has been the launch of new communities, in our two brands (Orange and Amena.com) as a new space of conversation and help among our customers.

 

Our main business goal has been call deflection with a big focus in superusers cultivation program (see Marketing champion Orange Spain application). We have used extensively gamification facilities of Lithium community to get our superusers to create a big amount of solutions to other customers issues.

 

Orange chart 7.png

 

Orange Spain community replaced our old forums and it proved essential to not losing SEO positioning of main threads thanks to the easy and proper migration process.

 

Besides, we decided to put in place a new social customer support model, mainly in Facebook and Twitter, focusing on customer satisfaction, resolution and response time.

 

LSW has helped us to build this new model and to get the highest performance of our support and comms teams. We have made extensive usage of tagging, queuing and reporting facilities of the application, getting the better efficiency of our agents who only have to be focused in solving our customer request and incidents.

 

Our customer care organization changes as a result of cost reductions with Community and LSW

 

All the activity in communities and social media channels is managed by two different areas of the company: Comms and Customer Support, with more than 50 people conversing with our customers.

In telco industry, main part or social activity is about customers asking support. It is a big challenge to be able to build a model that integrates social support seamlessly in the whole customer support processes.

 

LSW has allowed us to organize tasks and people and get the most of everyone. We have been able to integrate the work of community managers, support agents, web advisors and community moderators. All they know who is the responsible to answer any tweet or post coming to our social accounts thanks to the queues and rules that we have built over LSW.

 

We are proud of our highly motivated and skilled teams!! 

Orange chart 8.jpg

Our business results

 

Regarding communities, we have got 300k monthly visits. Mainly, these visits are coming to communities to solve any doubt or problem. We have found that 27% of visitors surveyed, say that they get their problem solved in their visit, so we are saving costs consistently: around 500k euros at year.

 

We are very happy also with the contribution to the community of our superusers: 56% of topics of the last month, got a solution by one of them.

 

Regarding social media, Facebook and Twitter, we are very proud of achieving our goals of response time and customer satisfaction: we answer 90% of posts in our SLA time (2 hours), and we got 80% of customer satisfaction in these interactions.

 

These indicators have put us consistently in the top-5 of most socially devoted brands in Spain on Facebook, month by month, according to Social Bakers ranking

 

 Orange chart 9.jpg

 

 

Status:
2016 Lithy Submission

Lithys 2016: Zuora - Support Savings MVP

By JaniceK

Lithys 2016: Zuora - Support Savings MVP

Status: 2016 Lithy Submission
by Lithium Technologies JaniceK ‎04-27-2016 05:22 PM - last edited on ‎05-03-2016 08:37 AM by Moderator Moderator

Untitled59.pngCompany: Zuora

Contact: Lana Lee  (Support Community Manager)

Community: Zuora Community

Lithy category: Support Savings MVP

 

Zuora’s Relationship Business Management (RBM) solution helps businesses launch or shift products to subscription, implement pay-as-you-go pricing and packaging models, gain insights into subscriber behavior, open revenue streams, and disrupt market segments to gain competitive advantage. Headquartered in Silicon Valley, Zuora also operates offices in Atlanta, Boston, San Francisco, London, Paris, Munich, Beijing, Sydney, Tokyo, Amsterdam, Vienna, Copenhagen and Stockholm. Clients come from a wide range of industries: media, travel services, consumer packaged goods, cloud services, and telecommunications. Clients include Financial Times, Schneider Electric, Box, Honeywell, NCR, RTL, lynda.com, The Guardian, YP.com, BlueJeans, Shutterfly, TripAdvisor, Vivint and Trulia.

 

How our community meets our customer care business goals

 

The Zuora Community is a one-stop destination for our customer and partners to discover “just-in-time” solutions through peer-to-peer collaboration and easy access to knowledge documentation, contribute and vote on product ideas, learn about new product releases and grow in their Zuora expertise.

Using our Zendesk integration with our Community, any non-Zuora community post that has no intial response within 48 hours will automatically create a Zendesk ticket. Once a Support agent answers the Zendesk ticket, the answer goes back to the Community as a response and is auto-selected as an accepted answer.  With over 30 support agents in our global Customer Support Services and Community team, we ensure that no issue is left unattended.

Our Community uses Lithium’s topic discussion boards, blog, ideas, forums and user group features to engage with our customers:

  • Our Topic Discussion Boards provide a collaborative space for customers to ask questions from Zuora staff and other users, gain credibility via kudos and accepted answers and share best practices.
  • Our Announcements area informs customers about release notifications and product updates and allows Zuora to interact with our customers when they have questions.
  • The Ideas forum is our most popular area because it allows our customers to interact with our Product Managers to potentially impact our product roadmap.
  • We use User Groups to help connect users before events, network with each other locally and grant access to limited availability programs where customers can provide feedback to product managers on our latest releases and new features.

 

In only 3 months, at at an average of 20k page views per month, we trust that the Zuora Community is a “home run”  for our company and we look forward to its bright future.


Since our Community launched, the reduction of support tickets was seen immediately which gives us time to become more focused on strategic initiatives such as customer advocacy, SME training, and increasing product adoption through self-service.

 

Our results


Within a week of our community’s launch, the Support Team saw a 9% reduction of support tickets.  Now, in our third month post-launch, we have reduced support tickets by 11% - proving that the Zuora Community is rich with content that helps our customers easily find the information they need to power their subscription business.

 

Zuora chart.png


Untitled59.pngCompany: Zuora

Contact: Lana Lee  (Support Community Manager)

Community: Zuora Community

Lithy category: Support Savings MVP

 

Zuora’s Relationship Business Management (RBM) solution helps businesses launch or shift products to subscription, implement pay-as-you-go pricing and packaging models, gain insights into subscriber behavior, open revenue streams, and disrupt market segments to gain competitive advantage. Headquartered in Silicon Valley, Zuora also operates offices in Atlanta, Boston, San Francisco, London, Paris, Munich, Beijing, Sydney, Tokyo, Amsterdam, Vienna, Copenhagen and Stockholm. Clients come from a wide range of industries: media, travel services, consumer packaged goods, cloud services, and telecommunications. Clients include Financial Times, Schneider Electric, Box, Honeywell, NCR, RTL, lynda.com, The Guardian, YP.com, BlueJeans, Shutterfly, TripAdvisor, Vivint and Trulia.

 

How our community meets our customer care business goals

 

The Zuora Community is a one-stop destination for our customer and partners to discover “just-in-time” solutions through peer-to-peer collaboration and easy access to knowledge documentation, contribute and vote on product ideas, learn about new product releases and grow in their Zuora expertise.

Using our Zendesk integration with our Community, any non-Zuora community post that has no intial response within 48 hours will automatically create a Zendesk ticket. Once a Support agent answers the Zendesk ticket, the answer goes back to the Community as a response and is auto-selected as an accepted answer.  With over 30 support agents in our global Customer Support Services and Community team, we ensure that no issue is left unattended.

Our Community uses Lithium’s topic discussion boards, blog, ideas, forums and user group features to engage with our customers:

  • Our Topic Discussion Boards provide a collaborative space for customers to ask questions from Zuora staff and other users, gain credibility via kudos and accepted answers and share best practices.
  • Our Announcements area informs customers about release notifications and product updates and allows Zuora to interact with our customers when they have questions.
  • The Ideas forum is our most popular area because it allows our customers to interact with our Product Managers to potentially impact our product roadmap.
  • We use User Groups to help connect users before events, network with each other locally and grant access to limited availability programs where customers can provide feedback to product managers on our latest releases and new features.

 

In only 3 months, at at an average of 20k page views per month, we trust that the Zuora Community is a “home run”  for our company and we look forward to its bright future.


Since our Community launched, the reduction of support tickets was seen immediately which gives us time to become more focused on strategic initiatives such as customer advocacy, SME training, and increasing product adoption through self-service.

 

Our results


Within a week of our community’s launch, the Support Team saw a 9% reduction of support tickets.  Now, in our third month post-launch, we have reduced support tickets by 11% - proving that the Zuora Community is rich with content that helps our customers easily find the information they need to power their subscription business.

 

Zuora chart.png

Status:
2016 Lithy Finalist

Lithys 2016: AT&T - Support Savings MVP

By JaniceK

Lithys 2016: AT&T - Support Savings MVP

Status: 2016 Lithy Finalist
by Lithium Technologies JaniceK ‎04-05-2016 12:49 AM - last edited on ‎05-03-2016 08:42 AM by Moderator Moderator

url.pngCompany:  AT&T

Entry submitted by: Bridgette Butler  (Sr. Community Manager)

Community: AT&T Community Forums

Lithy category:  Support Savings MVP

 

AT&T Inc. (NYSE:T) helps millions around the globe connect with leading entertainment, mobile, high-speed Internet and voice services. We’re the world’s largest provider of pay TV. We have TV customers in the U.S. and 11 Latin American countries. We offer the best global coverage of any U.S. wireless provider*. And we help businesses worldwide serve their customers better with our mobility and highly secure cloud solutions.

*Global coverage claim based on offering discounted voice and data roaming; LTE roaming; voice roaming; and world-capable smartphone and tablets in more countries than any other U.S. based carrier.

 

How we are implementing Community to meet our customer care business goals

 

AT&T customers have been finding solutions and connecting with AT&T on our Lithium community for more than 13 years. Given how well established our community is, we knew it wouldn’t be easy to dramatically increase the number of customers we serve in 2015, but that was nonetheless our goal.

 

To make the most of our limited budget, we used an intensely data-driven approach to community management and platform enhancements, identifying key opportunities for growth and improved customer success, and prioritizing accordingly. Guided by this approach, we:

 

  • Moved to a Lithium badging solution and added new badges to complement our member engagement program. The badging migration yielded significant cost savings, enabled faster time to market for badging enhancements, and contributed to page-load time reduction, which in turn contributed to a better customer experience
  • Appended hyperlinked Accepted Solutions to 228 support articles on att.com, which not only assisted att.com users, but also drove traffic to our community
  • Employed SEO techniques, including revisiting our archived content, to make it easier for customers and search engines to find answers. Our SEO efforts garnered at least 100k additional unique visitors per month.
  • Improved posting flows to allow authentication after entering the text for a post. This contributed to nearly doubling the new threads posted in the community YoY.
  • Removed traditional registration email verification to create a more effortless registration experience for our customers
  • Launched a “classic view” to complement our Tile and List views, enabling our super-users to engage on the community using the interface of their choice

 

Untitled58.png

 

The result? The AT&T Community Forums shed nearly six million customer contacts from our call centers in 2015 – a more than 30% increase YoY – resulting in a cost savings of nearly $45 million.

 

Untitled59.png

 

Changes in our customer care organization that were implemented because of cost reductions based on Lithium Community 

 

Believing collaboration and cooperation are the keys to cross-organizational success, the AT&T Community Forums team encouraged, educated and embraced skilled internal Care groups to supplement community knowledge and, when needed, to address specific customer concerns.

 

DIRECTV: Owing to the success we have seen with the Lithium-powered AT&T community, the decision was made to migrate the existing DIRECTV community from another platform into the AT&T forums in December 2015, and we launched and introduced a new DIRECTV customer care team to address the needs of our DIRECTV customers.

 

Untitled60.png

 

 

U-verse: After careful analysis of highly viewed threads regarding recurring issues, the AT&TU-verseCare team seeded 50 “how-to” posts replete with images.

 

Untitled61.png

 

The U-verse team also authored more than 3k posts in 2015 – a 155% increase over 2014.

 

Mobility: The ATTMobilityCare team launched in January 2015 and grew over the year, creating more than 8k posts last year.

 

Digital Life: The ATTDigitalLifeCS team created more than 700 posts in 2015 – a 350% increase over 2014.

 

AT&T wireless product subject matter experts answered community questions in two Ask an Expert events. More than 1.3k unique visitors viewed each of the discussions.

 

Additionally, we partnered with AT&T product subject matter experts to discuss topics of interest selected by our 50 super user ACES in two private-area Community Exchanges. The 269 posts in the eight topical threads were viewed more than 1k times, thus equipping our super users to better answer peer-to-peer questions.

 

Untitled62.png

Our metrics

 

Our efforts on the Community Forums achieved phenomenal results in 2015, with more than 30% incremental calls shed YoY, and with more than four million more unique visitors than in 2014. The lift in call shed and traffic/usage was accompanied by improvements in nearly every major metric of the business, including:

 

  • 95% YoY increase in new topics
  • 69% YoY increase in Accepted Solutions
  • 13% YoY decrease in average monthly average response time (AMART)
  • 91% YoY increase in ACE (super-user) replies
  • 40% YoY increase in Cost Avoidance

 

Calculated using an established and verifiable formula, the AT&T Community Forums shed nearly 6M customer contacts from our call centers in 2015, resulting in a cost savings of nearly $45M.

 


url.pngCompany:  AT&T

Entry submitted by: Bridgette Butler  (Sr. Community Manager)

Community: AT&T Community Forums

Lithy category:  Support Savings MVP

 

AT&T Inc. (NYSE:T) helps millions around the globe connect with leading entertainment, mobile, high-speed Internet and voice services. We’re the world’s largest provider of pay TV. We have TV customers in the U.S. and 11 Latin American countries. We offer the best global coverage of any U.S. wireless provider*. And we help businesses worldwide serve their customers better with our mobility and highly secure cloud solutions.

*Global coverage claim based on offering discounted voice and data roaming; LTE roaming; voice roaming; and world-capable smartphone and tablets in more countries than any other U.S. based carrier.

 

How we are implementing Community to meet our customer care business goals

 

AT&T customers have been finding solutions and connecting with AT&T on our Lithium community for more than 13 years. Given how well established our community is, we knew it wouldn’t be easy to dramatically increase the number of customers we serve in 2015, but that was nonetheless our goal.

 

To make the most of our limited budget, we used an intensely data-driven approach to community management and platform enhancements, identifying key opportunities for growth and improved customer success, and prioritizing accordingly. Guided by this approach, we:

 

  • Moved to a Lithium badging solution and added new badges to complement our member engagement program. The badging migration yielded significant cost savings, enabled faster time to market for badging enhancements, and contributed to page-load time reduction, which in turn contributed to a better customer experience
  • Appended hyperlinked Accepted Solutions to 228 support articles on att.com, which not only assisted att.com users, but also drove traffic to our community
  • Employed SEO techniques, including revisiting our archived content, to make it easier for customers and search engines to find answers. Our SEO efforts garnered at least 100k additional unique visitors per month.
  • Improved posting flows to allow authentication after entering the text for a post. This contributed to nearly doubling the new threads posted in the community YoY.
  • Removed traditional registration email verification to create a more effortless registration experience for our customers
  • Launched a “classic view” to complement our Tile and List views, enabling our super-users to engage on the community using the interface of their choice

 

Untitled58.png

 

The result? The AT&T Community Forums shed nearly six million customer contacts from our call centers in 2015 – a more than 30% increase YoY – resulting in a cost savings of nearly $45 million.

 

Untitled59.png

 

Changes in our customer care organization that were implemented because of cost reductions based on Lithium Community 

 

Believing collaboration and cooperation are the keys to cross-organizational success, the AT&T Community Forums team encouraged, educated and embraced skilled internal Care groups to supplement community knowledge and, when needed, to address specific customer concerns.

 

DIRECTV: Owing to the success we have seen with the Lithium-powered AT&T community, the decision was made to migrate the existing DIRECTV community from another platform into the AT&T forums in December 2015, and we launched and introduced a new DIRECTV customer care team to address the needs of our DIRECTV customers.

 

Untitled60.png

 

 

U-verse: After careful analysis of highly viewed threads regarding recurring issues, the AT&TU-verseCare team seeded 50 “how-to” posts replete with images.

 

Untitled61.png

 

The U-verse team also authored more than 3k posts in 2015 – a 155% increase over 2014.

 

Mobility: The ATTMobilityCare team launched in January 2015 and grew over the year, creating more than 8k posts last year.

 

Digital Life: The ATTDigitalLifeCS team created more than 700 posts in 2015 – a 350% increase over 2014.

 

AT&T wireless product subject matter experts answered community questions in two Ask an Expert events. More than 1.3k unique visitors viewed each of the discussions.

 

Additionally, we partnered with AT&T product subject matter experts to discuss topics of interest selected by our 50 super user ACES in two private-area Community Exchanges. The 269 posts in the eight topical threads were viewed more than 1k times, thus equipping our super users to better answer peer-to-peer questions.

 

Untitled62.png

Our metrics

 

Our efforts on the Community Forums achieved phenomenal results in 2015, with more than 30% incremental calls shed YoY, and with more than four million more unique visitors than in 2014. The lift in call shed and traffic/usage was accompanied by improvements in nearly every major metric of the business, including:

 

  • 95% YoY increase in new topics
  • 69% YoY increase in Accepted Solutions
  • 13% YoY decrease in average monthly average response time (AMART)
  • 91% YoY increase in ACE (super-user) replies
  • 40% YoY increase in Cost Avoidance

 

Calculated using an established and verifiable formula, the AT&T Community Forums shed nearly 6M customer contacts from our call centers in 2015, resulting in a cost savings of nearly $45M.

 

Status:
2016 Lithy Submission

Lithys 2016: giffgaff - Support Savings MVP

By JaniceK

Lithys 2016: giffgaff - Support Savings MVP

Status: 2016 Lithy Submission
by Lithium Technologies JaniceK ‎04-28-2016 05:55 PM - last edited on ‎05-03-2016 08:24 AM by Moderator Moderator

giffgafflogo(1).jpgCompany: giffgaff

Contact: Gregg Baker (Head of Community)

Community: giffgaff community

Lithy category:  Support Savings MVP

 

giffgaff, the UK based mobile network run by its members, has now been going strong for over 6 years. It was founded on the principal of having a community at the heart of everything. Be that Idea generation, business decisions and even our support.

 

We are an online only company, which means no retail stores and no pesky call centres to have to suffer when you need a helping hand. We found a better way, the right way, to do mobile with the support of our members.

 

Our customer care model

 

At giffgaff our peer to peer support model is not simply a way of saving money, or reducing cases, etc. It’s an approach we believe is the right way of doing things. Because of that, is is integral to how we function and operate as a business. 

 

From day one, we wanted to give our members the best tools and platforms and sit back and let them decide how they should be used, what the purpose of them should be. Lithium was our platform of choice and our Community pushes it to it’s limits – more than we ever could.

 

The giffgaff approach

 

Our approach was born out of a desire to disrupt an industry, challenge ways of thinking and be a cause members would be driven to back. We stand proud of the difference our members made, taking it from a brave new idea to an industry expectation.

 

6 years of doing something different, 6 years of trusting our members, 6 years of having members come together and deliver a better way. This is the giffgaff way of doing things, putting metrics behind something which we just believe in is a HUGE challenge. So, this is our best metric, 6 years going on 7.

 

 


giffgafflogo(1).jpgCompany: giffgaff

Contact: Gregg Baker (Head of Community)

Community: giffgaff community

Lithy category:  Support Savings MVP

 

giffgaff, the UK based mobile network run by its members, has now been going strong for over 6 years. It was founded on the principal of having a community at the heart of everything. Be that Idea generation, business decisions and even our support.

 

We are an online only company, which means no retail stores and no pesky call centres to have to suffer when you need a helping hand. We found a better way, the right way, to do mobile with the support of our members.

 

Our customer care model

 

At giffgaff our peer to peer support model is not simply a way of saving money, or reducing cases, etc. It’s an approach we believe is the right way of doing things. Because of that, is is integral to how we function and operate as a business. 

 

From day one, we wanted to give our members the best tools and platforms and sit back and let them decide how they should be used, what the purpose of them should be. Lithium was our platform of choice and our Community pushes it to it’s limits – more than we ever could.

 

The giffgaff approach

 

Our approach was born out of a desire to disrupt an industry, challenge ways of thinking and be a cause members would be driven to back. We stand proud of the difference our members made, taking it from a brave new idea to an industry expectation.

 

6 years of doing something different, 6 years of trusting our members, 6 years of having members come together and deliver a better way. This is the giffgaff way of doing things, putting metrics behind something which we just believe in is a HUGE challenge. So, this is our best metric, 6 years going on 7.

 

 

Status:
2016 Lithy Submission

Lithys 2016: Telekom Deutschland GmbH - Support Sa...

By JaniceK

Lithys 2016: Telekom Deutschland GmbH - Support Savings MVP

Status: 2016 Lithy Submission
by Lithium Technologies JaniceK ‎05-01-2016 11:44 AM - edited ‎05-04-2016 11:39 AM

Untitled18.pngCompany: Telekom Deutschland GmbH

Contact: Eva Heinrichs (Platform Owner Telekom hilft Community)

Community: Telekom hilft Community

Lithy category:  Support Savings MVP

 

Following our slogan “life is for sharing” Telekom Deutschland GmbH offers innovative products and services connecting people all over the word. Customers should be given easy access to the world of telephone, Internet, Internet TV and cloud services. As a telecommunications provider, it is Telekom's goal to enable this by providing the best possible communications and IT services. Meaning Telekom customers can enjoy the "life is for sharing" experience anytime, any place.

 

Telekom hilft Community, Europe’s largest telco community, is a pillar of Deutsche Telekom’s customer care -for both consumer and business customers. The focus is on support, but also leveraging product feedback and co-creation.

 

Our three pillars to leverage the community for support excellence

 

Established in 2014 we bundled three legacy forums to Telekom hilft Community to foster the peer-to-peer “customers help customers” concept. Steadily growing, the community has >550.000 registered users (growth of 50% since 2014). To enhance the involvement of our most active super users producing >50% of all content, we are using gamification elements. Furthermore the closed user group “Community Guides” with advanced editing rights enables us to gain customer insights for the platform development. Additionally, we also launched the closed user group “Telekom hilft Lab” connecting product managers with customers to develop and evaluate current as well as future products and services.

 

Telekom Austria twitter.png

Title: Participants of the Community Manager Guides event with the superusers of Telekom hilft Community

 

Untitled20.png

Title: Example of promotion on Facebook for our CUG “Telekom hilft Lab”

 

Telekom hilft Community enables us to increase our permeability and customer proximity by facilitating involvement in closed user groups. Participation of super users and active listeners helps Deutsche Telekom to gain valuable customer insights. The project PM@ThC (product manager at Telekom hilft Community) helps for example product managers to receive precious feedback and also users to get profound answers from experts. The close relationship between customers and Deutsche Telekom’s employees has even effect on 3rd party support, such as shorter on-site technical support time. These insights are communicated to the management board and are part of our early-warning system.

 

Recognizing the changing user behavior, a relaunch in 2015 included a responsive design to increase traffic of mobile phones and tablets, which now accounts for up to 30% of our overall traffic. Additionally, we integrated Telekom hilft Community in other DT websites such as Telekom eShop and help portal. They include a search widget, a service tab and customized landing pages informing about the Telekom hilft Community. Auto suggestions help customers to find relevant content and enrich the problem solving or buying process at all stages. Relevant discussion feeds were posted on Deutsche Telekom’s social media channels, enabling the community team to enrich their content and link to Telekom hilft Community by using synergies between the different platforms.

 

Untitled21.png

Title: Example of integration within geschaeftskunden.telekom.de via service tab

 

Telekom Austria 2.png

Title: Example of seamless integration of community posts within search results of other portals

 

Untitled23.png

Title: Example of a posting at Deutsche Telekom’s social media channels from the Telekom hilft Community: Why do my incoming calls always end directly on my mailbox?

 

The community’s impact on our customer care organization

 

Community Management is the new Service: By linking Community solutions on other social media channels, we are constantly promoting Telekom hilft Community. By doing so, we are increasing the relevance of our “user to user” centric platform. Adapting to the new business environment, customer service focuses now more on community management instead of just answering questions. Due to the community focused activities, we improved the solution rate within the community from 25% to 35% year to date.

 

Facilitating the permeability and customer proximity, the success of Telekom hilft Community is influencing the online strategy of Deutsche Telekom i.e. user generated content cements the reputation of Deutsche Telekom as a customer-centric company. Furthermore, providing a strong external reputation affects the employees who have learnt about the value of Telekom hilft Community and strengthen it through blog entries on blog.telekom.de.

 

Introducing new use cases steadily, we start social commerce with ratings and reviews at the business customers’ eShop to foster product recommendations and to assist in the buying process by giving additional information. By doing so, gamification elements motivate users to rate products while other users award those ratings with kudos. This encourages the overall community building of Telekom hilft Community.

Telekom Austria 3.png

Title: Example of integration of ratings & reviews in business customers shop on geschaeftskunden.telekom.de

 

How we became leader in service through customer satisfaction and operational efficiency

 

Deutsche Telekom pursues a quality leadership strategy in the German market. Therefore customer satisfaction is an important part of the overall strategy. We believe that happy customers share their experiences just as troubled customers ask for help. 80% of the questions in the community are answered by other community members, mostly happy customers. Telekom support colleagues answer only 20% of the questions.

 

A recent survey by a big German business magazine, Focus Money, confirmed the leading role of Deutsche Telekom: The best online service across industries in Germany is provided by Deutsche Telekom. As Focus Money also says, “Telekom hilft” is rated as a most likeable service brand in Germany.

 

Telekom Austria 4.png

Title: Gero Niemayer, managing director customer service Telekom Deutschland, proudly presents Focus Money survey results on Twitter

 

Telekom hilft Community attracts on average approximately 1.6m unique visitors each month – trending up 22% on year to year comparison. Based on a 35% solution rate, we assume that >350,000 calls can be avoided per month. In addition to the value of deflected calls, we take advantage of priceless value from customer insights and increased reputation for Deutsche Telekom.

 

Before Telekom hilft Community started, Deutsche Telekom offered three different online platforms. Migrated and consolidated to one platform, Lithium helps us to streamline customer service and the IT landscape as well as to enhance usability and the user journey for our customers.

 


Untitled18.pngCompany: Telekom Deutschland GmbH

Contact: Eva Heinrichs (Platform Owner Telekom hilft Community)

Community: Telekom hilft Community

Lithy category:  Support Savings MVP

 

Following our slogan “life is for sharing” Telekom Deutschland GmbH offers innovative products and services connecting people all over the word. Customers should be given easy access to the world of telephone, Internet, Internet TV and cloud services. As a telecommunications provider, it is Telekom's goal to enable this by providing the best possible communications and IT services. Meaning Telekom customers can enjoy the "life is for sharing" experience anytime, any place.

 

Telekom hilft Community, Europe’s largest telco community, is a pillar of Deutsche Telekom’s customer care -for both consumer and business customers. The focus is on support, but also leveraging product feedback and co-creation.

 

Our three pillars to leverage the community for support excellence

 

Established in 2014 we bundled three legacy forums to Telekom hilft Community to foster the peer-to-peer “customers help customers” concept. Steadily growing, the community has >550.000 registered users (growth of 50% since 2014). To enhance the involvement of our most active super users producing >50% of all content, we are using gamification elements. Furthermore the closed user group “Community Guides” with advanced editing rights enables us to gain customer insights for the platform development. Additionally, we also launched the closed user group “Telekom hilft Lab” connecting product managers with customers to develop and evaluate current as well as future products and services.

 

Telekom Austria twitter.png

Title: Participants of the Community Manager Guides event with the superusers of Telekom hilft Community

 

Untitled20.png

Title: Example of promotion on Facebook for our CUG “Telekom hilft Lab”

 

Telekom hilft Community enables us to increase our permeability and customer proximity by facilitating involvement in closed user groups. Participation of super users and active listeners helps Deutsche Telekom to gain valuable customer insights. The project PM@ThC (product manager at Telekom hilft Community) helps for example product managers to receive precious feedback and also users to get profound answers from experts. The close relationship between customers and Deutsche Telekom’s employees has even effect on 3rd party support, such as shorter on-site technical support time. These insights are communicated to the management board and are part of our early-warning system.

 

Recognizing the changing user behavior, a relaunch in 2015 included a responsive design to increase traffic of mobile phones and tablets, which now accounts for up to 30% of our overall traffic. Additionally, we integrated Telekom hilft Community in other DT websites such as Telekom eShop and help portal. They include a search widget, a service tab and customized landing pages informing about the Telekom hilft Community. Auto suggestions help customers to find relevant content and enrich the problem solving or buying process at all stages. Relevant discussion feeds were posted on Deutsche Telekom’s social media channels, enabling the community team to enrich their content and link to Telekom hilft Community by using synergies between the different platforms.

 

Untitled21.png

Title: Example of integration within geschaeftskunden.telekom.de via service tab

 

Telekom Austria 2.png

Title: Example of seamless integration of community posts within search results of other portals

 

Untitled23.png

Title: Example of a posting at Deutsche Telekom’s social media channels from the Telekom hilft Community: Why do my incoming calls always end directly on my mailbox?

 

The community’s impact on our customer care organization

 

Community Management is the new Service: By linking Community solutions on other social media channels, we are constantly promoting Telekom hilft Community. By doing so, we are increasing the relevance of our “user to user” centric platform. Adapting to the new business environment, customer service focuses now more on community management instead of just answering questions. Due to the community focused activities, we improved the solution rate within the community from 25% to 35% year to date.

 

Facilitating the permeability and customer proximity, the success of Telekom hilft Community is influencing the online strategy of Deutsche Telekom i.e. user generated content cements the reputation of Deutsche Telekom as a customer-centric company. Furthermore, providing a strong external reputation affects the employees who have learnt about the value of Telekom hilft Community and strengthen it through blog entries on blog.telekom.de.

 

Introducing new use cases steadily, we start social commerce with ratings and reviews at the business customers’ eShop to foster product recommendations and to assist in the buying process by giving additional information. By doing so, gamification elements motivate users to rate products while other users award those ratings with kudos. This encourages the overall community building of Telekom hilft Community.

Telekom Austria 3.png

Title: Example of integration of ratings & reviews in business customers shop on geschaeftskunden.telekom.de

 

How we became leader in service through customer satisfaction and operational efficiency

 

Deutsche Telekom pursues a quality leadership strategy in the German market. Therefore customer satisfaction is an important part of the overall strategy. We believe that happy customers share their experiences just as troubled customers ask for help. 80% of the questions in the community are answered by other community members, mostly happy customers. Telekom support colleagues answer only 20% of the questions.

 

A recent survey by a big German business magazine, Focus Money, confirmed the leading role of Deutsche Telekom: The best online service across industries in Germany is provided by Deutsche Telekom. As Focus Money also says, “Telekom hilft” is rated as a most likeable service brand in Germany.

 

Telekom Austria 4.png

Title: Gero Niemayer, managing director customer service Telekom Deutschland, proudly presents Focus Money survey results on Twitter

 

Telekom hilft Community attracts on average approximately 1.6m unique visitors each month – trending up 22% on year to year comparison. Based on a 35% solution rate, we assume that >350,000 calls can be avoided per month. In addition to the value of deflected calls, we take advantage of priceless value from customer insights and increased reputation for Deutsche Telekom.

 

Before Telekom hilft Community started, Deutsche Telekom offered three different online platforms. Migrated and consolidated to one platform, Lithium helps us to streamline customer service and the IT landscape as well as to enhance usability and the user journey for our customers.

 

Status:
2015 Lithy Submission

Lithys 2015: Autodesk - Support Savings MVP

By JaniceK

Lithys 2015: Autodesk - Support Savings MVP

Status: 2015 Lithy Submission
by Lithium Technologies JaniceK ‎04-25-2015 09:06 PM - edited ‎05-02-2016 04:39 PM

Company: Autodesk Autodesk logo.png

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

Community: Autodesk Community (Forums.autodesk.com)

Lithy category: Support Savings MVP

 

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.

 

Autodesk, one of the world leaders in 3D design, engineering, and entertainment software is delivering on customers’ needs before they ask. Autodesk drives customer loyalty and product affinity through a Total Community strategy. The strategy includes activations on Facebook, nearly 200,000 followers on Twitter, more than 40 million views on YouTube, and a branded community, running on the Lithium platform, which has seen its unique visitors grow by 34% in the last year, with a membership of 2million+ customers.


One of the pillars of the Autodesk social strategy is its branded community which is the main hub for directly connecting with customers.  Dating back to 1986, with Compuserve, Autodesk has leveraged community to foster peer-to-peer to support, drive greater brand affinity, and solidify relationships with its customers. It has evolved to focus on collaborating with and anticipating the needs of customers.


Now its nine communities in multiple languages offer customers unique experiences by industry, region, and expertise level. The company shares product use information, solves potential product issues, and promotes best practices to proactively supply customers with the tools and information needed for a successful product experience supporting Autodesk’s customer care goals which are centered on rapid, relevant, service, support and learning for every customer.

 

Autodesk’s recently-launched Knowledge Network (AKN) as a place for users to find product solutions, learn more about products and link in to the community. When looking for support, top knowledge based articles appear in search results, which even include accepted solutions from the community. This speaks volumes to the importance of the Autodesk Community participation for quick problem solving capabilities, not to mention the Expert Elites our Super Users of Autodesk Community who answer support questions directly.  In the last 12 months, nearly 20 million unique visitors came to the AKN site to learn and explore, troubleshoot an issue, or download software.

 

Autodesk chart 3.png

Autodesk’s Expert Elite are the Super Fans and lifeblood of the Autodesk Community. The Autodesk Expert Elite program was created to recognize customers around the world who have contributed a significant amount of time, knowledge, and assistance to fellow customers.  These people have demonstrated a strong sense of leadership and use an engaging style of collaboration that contributes to a healthy and valuable customer community. The program now has over 200 members representing 23 different countries. They have delivered 7,000 accepted solutions, received 17,000 kudos and posted 60,000 replies.

Autodesk chart 4.png

Autodesk has also recognized the importance of video content on the community, and last year piloted and launched a webinar program to proactively offer customers another way to learn about and experience Autodesk products. For instance, the Installation and Licensing Community hosted “Troubleshooting Desktop Subscription Licensing issues” webinar to give users the information they need to get the “software up and ready.”  The Autodesk Help webinar series is a virtual studio house, with regular, and in some cases weekly offerings.  Webinar attendance can be as high as 200 live attendees and videos posted online can reach over 5,000 views. Over 50% of webinar attendees are repeat participants because they derive continued value from the webinar content.

 

Autodesk chart 5.png

These programs provide information that helps our customers get their products up and running quickly.  Our goal is helping customers to optimize productivity and with these programs our service and support professionals can begin to shift reactive help to providing more proactive solutions to our customers.

 

Our business results

 

Autodesk’s collaborative and proactive approach supported by several key programs, including Expert Elite, Knowledge Network, and Autodesk Help Webinars. The tactics have delivered the following community success metrics:

  • Autodesk Communities received over 27 million unique visits in the last 12 months.
  • Autodesk Community successfully serves answers to millions of customers, yielding a multimillion dollar value to Autodesk and its customers.
  • Customer success is tracked and measured via surveys to ensure that the community is providing actual solutions, and at an increasing rate.
  • The community has more than 2 million registered members that have shared more than 135,000 kudos and over 20,000 newly accepted solutions in the last year.

 


Company: Autodesk Autodesk logo.png

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

Community: Autodesk Community (Forums.autodesk.com)

Lithy category: Support Savings MVP

 

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.

 

Autodesk, one of the world leaders in 3D design, engineering, and entertainment software is delivering on customers’ needs before they ask. Autodesk drives customer loyalty and product affinity through a Total Community strategy. The strategy includes activations on Facebook, nearly 200,000 followers on Twitter, more than 40 million views on YouTube, and a branded community, running on the Lithium platform, which has seen its unique visitors grow by 34% in the last year, with a membership of 2million+ customers.


One of the pillars of the Autodesk social strategy is its branded community which is the main hub for directly connecting with customers.  Dating back to 1986, with Compuserve, Autodesk has leveraged community to foster peer-to-peer to support, drive greater brand affinity, and solidify relationships with its customers. It has evolved to focus on collaborating with and anticipating the needs of customers.


Now its nine communities in multiple languages offer customers unique experiences by industry, region, and expertise level. The company shares product use information, solves potential product issues, and promotes best practices to proactively supply customers with the tools and information needed for a successful product experience supporting Autodesk’s customer care goals which are centered on rapid, relevant, service, support and learning for every customer.

 

Autodesk’s recently-launched Knowledge Network (AKN) as a place for users to find product solutions, learn more about products and link in to the community. When looking for support, top knowledge based articles appear in search results, which even include accepted solutions from the community. This speaks volumes to the importance of the Autodesk Community participation for quick problem solving capabilities, not to mention the Expert Elites our Super Users of Autodesk Community who answer support questions directly.  In the last 12 months, nearly 20 million unique visitors came to the AKN site to learn and explore, troubleshoot an issue, or download software.

 

Autodesk chart 3.png

Autodesk’s Expert Elite are the Super Fans and lifeblood of the Autodesk Community. The Autodesk Expert Elite program was created to recognize customers around the world who have contributed a significant amount of time, knowledge, and assistance to fellow customers.  These people have demonstrated a strong sense of leadership and use an engaging style of collaboration that contributes to a healthy and valuable customer community. The program now has over 200 members representing 23 different countries. They have delivered 7,000 accepted solutions, received 17,000 kudos and posted 60,000 replies.

Autodesk chart 4.png

Autodesk has also recognized the importance of video content on the community, and last year piloted and launched a webinar program to proactively offer customers another way to learn about and experience Autodesk products. For instance, the Installation and Licensing Community hosted “Troubleshooting Desktop Subscription Licensing issues” webinar to give users the information they need to get the “software up and ready.”  The Autodesk Help webinar series is a virtual studio house, with regular, and in some cases weekly offerings.  Webinar attendance can be as high as 200 live attendees and videos posted online can reach over 5,000 views. Over 50% of webinar attendees are repeat participants because they derive continued value from the webinar content.

 

Autodesk chart 5.png

These programs provide information that helps our customers get their products up and running quickly.  Our goal is helping customers to optimize productivity and with these programs our service and support professionals can begin to shift reactive help to providing more proactive solutions to our customers.

 

Our business results

 

Autodesk’s collaborative and proactive approach supported by several key programs, including Expert Elite, Knowledge Network, and Autodesk Help Webinars. The tactics have delivered the following community success metrics:

  • Autodesk Communities received over 27 million unique visits in the last 12 months.
  • Autodesk Community successfully serves answers to millions of customers, yielding a multimillion dollar value to Autodesk and its customers.
  • Customer success is tracked and measured via surveys to ensure that the community is providing actual solutions, and at an increasing rate.
  • The community has more than 2 million registered members that have shared more than 135,000 kudos and over 20,000 newly accepted solutions in the last year.

 

Status:
2016 Lithy Submission

Lithys 2016: TELUS - Support Savings MVP

By JaniceK

Lithys 2016: TELUS - Support Savings MVP

Status: 2016 Lithy Submission
by Lithium Technologies JaniceK ‎04-26-2016 11:26 AM - last edited on ‎05-03-2016 08:33 AM by Moderator Moderator

Untitled23.pngCompany:  TELUS

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

Community: TELUS Neighbourhood

Lithy category:  Support Savings MVP

 

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.

 

Reimagining our Social Strategy for Customer Care

 

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. We paired this team investment with LSW, which we use to listen and engage across Twitter and Facebook, and redesigned how we workgroup and flow potential cases. Most significantly, we also onboarded more teams internally to LSW, including Marketing Communications and PR, enabling better collaboration and swifter auctioning of support opportunities. With the launch of the Tribal Knowledge Base inside our community, the TELUS Neighbourhood, and LSW campaign and publishing capability, we have developed and implemented a virtuous cycle of customer listening, engagement, and needs fulfillment (see supporting visual).

 

Untitled25.png

 

Organizational Efficiency Through LSW

 

Through focused use of LSW and the redefinition of our operational team’s skillsets, we have consolidated a number of job functions within operations from our Marketing Communications team, and have further enabled the collaboration between operations, Marketing Communications, and PR teams. We have enabled efficiencies, reduced hand-offs, and optimized the customer experience by getting support opportunities identified and handled faster, also recognizing that experience and brand conversations often become support opportunities.

 

Leveraging both operations team expertise and the fact that more teams and functions were onboarded to LSW, we were able to further rethink team functions for efficiency, and maximize the value of our new operations team by consolidating some of the functions previously executed on by other teams.

 

Our Q1 2016 Support Savings Results

 

A summary of the benefits realized in Q1 2016:

 

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

Untitled23.pngCompany:  TELUS

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

Community: TELUS Neighbourhood

Lithy category:  Support Savings MVP

 

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.

 

Reimagining our Social Strategy for Customer Care

 

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. We paired this team investment with LSW, which we use to listen and engage across Twitter and Facebook, and redesigned how we workgroup and flow potential cases. Most significantly, we also onboarded more teams internally to LSW, including Marketing Communications and PR, enabling better collaboration and swifter auctioning of support opportunities. With the launch of the Tribal Knowledge Base inside our community, the TELUS Neighbourhood, and LSW campaign and publishing capability, we have developed and implemented a virtuous cycle of customer listening, engagement, and needs fulfillment (see supporting visual).

 

Untitled25.png

 

Organizational Efficiency Through LSW

 

Through focused use of LSW and the redefinition of our operational team’s skillsets, we have consolidated a number of job functions within operations from our Marketing Communications team, and have further enabled the collaboration between operations, Marketing Communications, and PR teams. We have enabled efficiencies, reduced hand-offs, and optimized the customer experience by getting support opportunities identified and handled faster, also recognizing that experience and brand conversations often become support opportunities.

 

Leveraging both operations team expertise and the fact that more teams and functions were onboarded to LSW, we were able to further rethink team functions for efficiency, and maximize the value of our new operations team by consolidating some of the functions previously executed on by other teams.

 

Our Q1 2016 Support Savings Results

 

A summary of the benefits realized in Q1 2016:

 

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

Status:
2014 Lithy Winner

Lithys 2014: Telefonica - Support Savings MVP

By JaniceK

Lithys 2014: Telefonica - Support Savings MVP

Status: 2014 Lithy Winner
by Lithium Technologies JaniceK ‎03-23-2014 02:00 PM - last edited on ‎04-28-2014 08:53 AM by Moderator Moderator

Company: Telefonica                  

Entry submitted by: Emilio Rodriguez Menendez (UT04546) Community Manager

Community: Comunidad Movistar (comunidad.movistar.es)

Lithy category: Support Savings MVP

 

Telefónica is one of the world leading integrated operators in the telecommunications sector, providing communication, information and entertainment solutions, with presence in Europe and Latin America. It operates in 24 countries. As of September 2013, Telefónica’s total number of customers amounted to 320.3 million.

 

Telefonica Spain’s 2014 goals focused on the following:

  • Reduce customer support telephone calls 
  • Increase CSI in social environments
  • Increase commercial leads to homepage
  • Improve SEO positioning (especially for FTTH and 4G)
  • Improve the tone of the Internet buzz towards Movistar
  • Improve customer self-servicing 

Through our Lithium-powered community, we were primarily able to support our call reduction goal with significant cost savings in 2013. In addition, community has increased our CSI, CHI, and NPS, as well as acquisition and traffic. Here are some of our results in those areas (also see our Digital Strategy Leader entry for additional results):

 

-       Customers are thrilled with engaging with the service provider and peers in a thriving engagement hub. Our community boasts a Net Promoter Score (NPS) of 76% in response to the question “would you recommend us to your friends and family?”

-       Customer Satisfaction Index (CSI) of customers attended in the Community: 9.1

-       Community Health Index (CHI): stable over 700 during the last year (Top 5 in Telco Sector )

-       Telefonica’s landmark product, Movistar Fusion, an integrated offering that brings together broadband, mobile, landline, and television services all in 1 simple package, has achieved
successful results since the launch in October 2012. Before the official commercial launch, Fusion was introduced to the community for a few weeks prior as the central communication hub, where customers generated hundreds of posts ranging from billing questions to general excitement and feedback from members who were eager to either sign up or switch their existing plan to Fusion. To this day, the Fusion FAQ on the community is still one of our most visited posts—approximately 85,000 unique visits with over 700 posts since the FAQ was posted in September 2012. This helpful FAQ has contributed to Telefonica’s increase in call deflection.

 

The thriving Movistar community has provided tremendous cost savings for Telefonica:

-       56% of surveyed community members indicated that they were able to get a resolution through the community without needing to call customer service.

-       Of those 56%, 65% of them declared that they may have called our call center if they hadn’t found the answer they were looking for through community.

-       As a result, we received 15.2M visits to our community and avoided 5M calls, which amounted to €10 million in savings in 2013.

 

Here is an example of a hot topic that community was able to resolve: How to change the Wifi router password (385,000 visits): 

 

 

Another example of a popular issue that community was able to resolve: How to switch the voice mailbox off (300,000 visits):

 

 

 

 


Company: Telefonica                  

Entry submitted by: Emilio Rodriguez Menendez (UT04546) Community Manager

Community: Comunidad Movistar (comunidad.movistar.es)

Lithy category: Support Savings MVP

 

Telefónica is one of the world leading integrated operators in the telecommunications sector, providing communication, information and entertainment solutions, with presence in Europe and Latin America. It operates in 24 countries. As of September 2013, Telefónica’s total number of customers amounted to 320.3 million.

 

Telefonica Spain’s 2014 goals focused on the following:

  • Reduce customer support telephone calls 
  • Increase CSI in social environments
  • Increase commercial leads to homepage
  • Improve SEO positioning (especially for FTTH and 4G)
  • Improve the tone of the Internet buzz towards Movistar
  • Improve customer self-servicing 

Through our Lithium-powered community, we were primarily able to support our call reduction goal with significant cost savings in 2013. In addition, community has increased our CSI, CHI, and NPS, as well as acquisition and traffic. Here are some of our results in those areas (also see our Digital Strategy Leader entry for additional results):

 

-       Customers are thrilled with engaging with the service provider and peers in a thriving engagement hub. Our community boasts a Net Promoter Score (NPS) of 76% in response to the question “would you recommend us to your friends and family?”

-       Customer Satisfaction Index (CSI) of customers attended in the Community: 9.1

-       Community Health Index (CHI): stable over 700 during the last year (Top 5 in Telco Sector )

-       Telefonica’s landmark product, Movistar Fusion, an integrated offering that brings together broadband, mobile, landline, and television services all in 1 simple package, has achieved
successful results since the launch in October 2012. Before the official commercial launch, Fusion was introduced to the community for a few weeks prior as the central communication hub, where customers generated hundreds of posts ranging from billing questions to general excitement and feedback from members who were eager to either sign up or switch their existing plan to Fusion. To this day, the Fusion FAQ on the community is still one of our most visited posts—approximately 85,000 unique visits with over 700 posts since the FAQ was posted in September 2012. This helpful FAQ has contributed to Telefonica’s increase in call deflection.

 

The thriving Movistar community has provided tremendous cost savings for Telefonica:

-       56% of surveyed community members indicated that they were able to get a resolution through the community without needing to call customer service.

-       Of those 56%, 65% of them declared that they may have called our call center if they hadn’t found the answer they were looking for through community.

-       As a result, we received 15.2M visits to our community and avoided 5M calls, which amounted to €10 million in savings in 2013.

 

Here is an example of a hot topic that community was able to resolve: How to change the Wifi router password (385,000 visits): 

 

 

Another example of a popular issue that community was able to resolve: How to switch the voice mailbox off (300,000 visits):

 

 

 

 

Status:
2016 Lithy Submission

Lithys 2016: SmartBear - Support Savings MVP

By JaniceK

Lithys 2016: SmartBear - Support Savings MVP

Status: 2016 Lithy Submission
by Lithium Technologies JaniceK ‎03-31-2016 04:19 PM - last edited on ‎05-03-2016 08:46 AM by Moderator Moderator

Untitled1.pngCompany: SmartBear


Entry submitted by: Tatyana Gorbunova (Community Manager)

Community: SmartBear Community 

Lithy category: Support Savings MVP

 

As the leader in software quality tools for the connected world, SmartBear supports more than four million software professionals and over 25,000 organizations in 194 countries that use its products to build and deliver the world’s greatest applications. With today’s applications deploying on mobile, Web, desktop, Internet of Things (IoT) or even embedded computing platforms, the connected nature of these applications through public and private APIs presents a unique set of challenges for developers, testers and operations teams. SmartBear's software quality tools assist with code review, functional and load testing, API readiness as well as performance monitoring of these modern applications.

 

The SmartBear Community provides 24/7 assistance for all product users. In addition, the Customer Care Team helps our customers resolve technical issues during normal business hours. Decreasing the load on our Support Team was one of the important tasks for 2015.

 

People should go to the Community first

In 2015, we were concentrating on increasing the number of questions asked in the Community. For this, we launched different community programs oriented towards increasing the community visibility and boosting the activity of current community members.

 

We allocated one community manager who worked with community members, launched different community programs oriented towards new and existing community members.

 

To decrease the number of support cases, we have implemented the pre-submission search on the Contact Support form. When a customer submits a case, we show community topics where a similar question has already been discussed. Answering one specific question in the Community often means answering the same question for dozens of people.

 

The results of this implementation were great – many people went to the Community instead of contacting the Support Team.

 

Involve different teams into discussions

As a rule, different teams don’t have time to read all community questions. However, we had a community manager who could refer an interesting question to a certain developer, QA engineer, technical writer, etc. They would find an answer faster when given a specific question and not having to review all community questions. Involving employees in the community brings great quality to practically all community discussions.

 

In addition, community members see that they can talk to developers of the product they use. They like it and often return to them to ask other interesting questions or provide some valuable feedback.

 

Case Deflection Increase

Working on all of our initiatives helped us increase the number of deflected support cases (cases that would normally go to the Support Team, but were resolved in the Community). Last year, we doubled those metrics – at the end of 2015, we had 12% of deflected cases in comparison with 6.8% of deflected cases at the beginning of the same year.

 

Untitled2.png

 


Untitled1.pngCompany: SmartBear


Entry submitted by: Tatyana Gorbunova (Community Manager)

Community: SmartBear Community 

Lithy category: Support Savings MVP

 

As the leader in software quality tools for the connected world, SmartBear supports more than four million software professionals and over 25,000 organizations in 194 countries that use its products to build and deliver the world’s greatest applications. With today’s applications deploying on mobile, Web, desktop, Internet of Things (IoT) or even embedded computing platforms, the connected nature of these applications through public and private APIs presents a unique set of challenges for developers, testers and operations teams. SmartBear's software quality tools assist with code review, functional and load testing, API readiness as well as performance monitoring of these modern applications.

 

The SmartBear Community provides 24/7 assistance for all product users. In addition, the Customer Care Team helps our customers resolve technical issues during normal business hours. Decreasing the load on our Support Team was one of the important tasks for 2015.

 

People should go to the Community first

In 2015, we were concentrating on increasing the number of questions asked in the Community. For this, we launched different community programs oriented towards increasing the community visibility and boosting the activity of current community members.

 

We allocated one community manager who worked with community members, launched different community programs oriented towards new and existing community members.

 

To decrease the number of support cases, we have implemented the pre-submission search on the Contact Support form. When a customer submits a case, we show community topics where a similar question has already been discussed. Answering one specific question in the Community often means answering the same question for dozens of people.

 

The results of this implementation were great – many people went to the Community instead of contacting the Support Team.

 

Involve different teams into discussions

As a rule, different teams don’t have time to read all community questions. However, we had a community manager who could refer an interesting question to a certain developer, QA engineer, technical writer, etc. They would find an answer faster when given a specific question and not having to review all community questions. Involving employees in the community brings great quality to practically all community discussions.

 

In addition, community members see that they can talk to developers of the product they use. They like it and often return to them to ask other interesting questions or provide some valuable feedback.

 

Case Deflection Increase

Working on all of our initiatives helped us increase the number of deflected support cases (cases that would normally go to the Support Team, but were resolved in the Community). Last year, we doubled those metrics – at the end of 2015, we had 12% of deflected cases in comparison with 6.8% of deflected cases at the beginning of the same year.

 

Untitled2.png

 

Status:
2015 Lithy Submission

Lithys 2015: Turkcell - Support Savings MVP

By JaniceK

Lithys 2015: Turkcell - Support Savings MVP

Status: 2015 Lithy Submission
by Lithium Technologies JaniceK ‎04-27-2015 08:43 PM - edited ‎05-02-2016 04:35 PM

Company: Turkcell  Turkcell logo.jpg

Entry submitted by: Mustafa Altay (mustafaaltay) UX Information Architect

Community: Turkcell Forum (https://forum.turkcell.com.tr/)

Lithy category: Support Savings MVP

 

GSM-based mobile communication in Turkey began when Turkcell commenced operations in February 1994. Since then, it has continuously increased the variety of its services based on mobile audio and data communication, as well as on its quality levels and as a result, its number of subscribers.

 

Turkcell is a regional leader by being the market leader in five countries out of nine it operates in. Turkcell, with its wide coverage area and diverse range of services abroad, is able to provide its subscribers with mobile communication services both in Turkey and around the world.

 

Before Turkcell Forum implementation Turkcell only use social media channels like FB, twitter as two way communication. Customers became more online and want to touch companies online. Turkcell had to adapt these changes in customer behavior. So, Turkcell changed its digital strategy to one way communication to two-way communication. Turkcell believes that two-way communication reveals invaluable information about customer needs and buying habits, and this gives Turkcell a vital edge over its competitors.

 

Recently a large number of companies offering web-based customer opinion platforms have emerged worldwide, providing them with the opportunity to articulate their experiences and comments on products and services. Turkcell recognized that it is not about a platform, it is all about culture and strategy.

 

Turkcell has the best customer support in all areas. As a leading technology company, Turkcell believes in online channels. E-WOM is getting more pervasive and more important in purchase decision-making and customer support. Most of the companies sees online channels as an alternative to traditional support centers. We believe in our customers and omni channel interactions. As a strategy to shift from traditional customer care to digital customer care, we aim to implement true continuity of customer experience.

 

Turkcell aims to use the persuasive effect of E-WOM for following reasons and based its strategy according to them:

 

  1. The information provided by WOM is perceived as being more credible than that provided commercially since most WOMs are from peers, relatives, friends and the third party whom one trusts more;
  2. WOM is a two-way communication, not a one-way propaganda;
  3. WOM provides potential customers with user experience to reduce purchase risk and uncertainty;
  4. Since WOM is live and can instantly respond to inquiries, it can provide more complete and relevant information. Word-of-mouth has been proven to be an effective method of obtaining useful information for purchase decisions.

 

Customers believe in peer advice and begin to respond customer queries and provide customer service. Thus, Turkcell defines its Digital customer care strategy in 3 categories:

 

Turkcell chart 8.jpg

 

Paradigm shift in customer experience is a long path and it must be considered as change management project. With these awareness Turkcell promotes first Forum implementation. After baby-sitting period, next phases started according to Business value-Complexity matrix in Q2 of 2015. Phase 2 covers all the items listed above.

 

Not only Turkcell aims to lower costs but also enhance customer care, richer differentiation and higher brand advocacy. After establishing a digital presence, Turkcell will start devising creative social strategies across all major platforms to engage with active audiences.

 

To sum up, Turkcell redesigns its organization around customers in a customized, relevant way. By listening customers, Turkcell will know exactly what customers are doing, and understand the context of where they are in their journey with Turkcell. This is all enabled by the right strategy and digital paradigm shift.

 

Changes in customer care organization

 

Turkcell wants to manage customer relationships in one place. With intelligent context and insights to customers, Turkcell can be quick, agile and smart with its relationships. Turkcell Forum is a central concept that businesses need to understand deeply and integrate fully, in order to serve the social customer. Turkcell will combine all digital customer care in a single organization. With dynamic FAQ creation, peer advice and user generated content will be the basis of success. So Turkcell begins digital paradigm shift and organization according to omnichannel strategy.

 

Business results

 

Social media and emerging technologies have transformed the way the world communicates. From being available on social networks to reaching out through interactive and mobile resources, businesses are evolving their customer experience efforts to support the new ‘Connected Consumer’. So, in order to shift in servicing and customer experience, you have to invest in your strategy. Turkcell is already aware of the process and measure every step in change management. With quantifiable results and targets it is easy to rationalize the investment in Turkcell E-Care solutions to top management.

 

Turkcell launches its Forum in June 2014. Turkcell plans to double every figure in Forum in the first half of 2015.

 

After the first steps taken and user base extended, Turkcell will implement other modules in E care platform. 

 

 

Turkcell chart 2.png

 

Turkcell chart 4.jpg

Turkcell chart 5.jpg

Turkcell chart 6.jpg

Turkcell chart 7.png

 

 

 

 


Company: Turkcell  Turkcell logo.jpg

Entry submitted by: Mustafa Altay (mustafaaltay) UX Information Architect

Community: Turkcell Forum (https://forum.turkcell.com.tr/)

Lithy category: Support Savings MVP

 

GSM-based mobile communication in Turkey began when Turkcell commenced operations in February 1994. Since then, it has continuously increased the variety of its services based on mobile audio and data communication, as well as on its quality levels and as a result, its number of subscribers.

 

Turkcell is a regional leader by being the market leader in five countries out of nine it operates in. Turkcell, with its wide coverage area and diverse range of services abroad, is able to provide its subscribers with mobile communication services both in Turkey and around the world.

 

Before Turkcell Forum implementation Turkcell only use social media channels like FB, twitter as two way communication. Customers became more online and want to touch companies online. Turkcell had to adapt these changes in customer behavior. So, Turkcell changed its digital strategy to one way communication to two-way communication. Turkcell believes that two-way communication reveals invaluable information about customer needs and buying habits, and this gives Turkcell a vital edge over its competitors.

 

Recently a large number of companies offering web-based customer opinion platforms have emerged worldwide, providing them with the opportunity to articulate their experiences and comments on products and services. Turkcell recognized that it is not about a platform, it is all about culture and strategy.

 

Turkcell has the best customer support in all areas. As a leading technology company, Turkcell believes in online channels. E-WOM is getting more pervasive and more important in purchase decision-making and customer support. Most of the companies sees online channels as an alternative to traditional support centers. We believe in our customers and omni channel interactions. As a strategy to shift from traditional customer care to digital customer care, we aim to implement true continuity of customer experience.

 

Turkcell aims to use the persuasive effect of E-WOM for following reasons and based its strategy according to them:

 

  1. The information provided by WOM is perceived as being more credible than that provided commercially since most WOMs are from peers, relatives, friends and the third party whom one trusts more;
  2. WOM is a two-way communication, not a one-way propaganda;
  3. WOM provides potential customers with user experience to reduce purchase risk and uncertainty;
  4. Since WOM is live and can instantly respond to inquiries, it can provide more complete and relevant information. Word-of-mouth has been proven to be an effective method of obtaining useful information for purchase decisions.

 

Customers believe in peer advice and begin to respond customer queries and provide customer service. Thus, Turkcell defines its Digital customer care strategy in 3 categories:

 

Turkcell chart 8.jpg

 

Paradigm shift in customer experience is a long path and it must be considered as change management project. With these awareness Turkcell promotes first Forum implementation. After baby-sitting period, next phases started according to Business value-Complexity matrix in Q2 of 2015. Phase 2 covers all the items listed above.

 

Not only Turkcell aims to lower costs but also enhance customer care, richer differentiation and higher brand advocacy. After establishing a digital presence, Turkcell will start devising creative social strategies across all major platforms to engage with active audiences.

 

To sum up, Turkcell redesigns its organization around customers in a customized, relevant way. By listening customers, Turkcell will know exactly what customers are doing, and understand the context of where they are in their journey with Turkcell. This is all enabled by the right strategy and digital paradigm shift.

 

Changes in customer care organization

 

Turkcell wants to manage customer relationships in one place. With intelligent context and insights to customers, Turkcell can be quick, agile and smart with its relationships. Turkcell Forum is a central concept that businesses need to understand deeply and integrate fully, in order to serve the social customer. Turkcell will combine all digital customer care in a single organization. With dynamic FAQ creation, peer advice and user generated content will be the basis of success. So Turkcell begins digital paradigm shift and organization according to omnichannel strategy.

 

Business results

 

Social media and emerging technologies have transformed the way the world communicates. From being available on social networks to reaching out through interactive and mobile resources, businesses are evolving their customer experience efforts to support the new ‘Connected Consumer’. So, in order to shift in servicing and customer experience, you have to invest in your strategy. Turkcell is already aware of the process and measure every step in change management. With quantifiable results and targets it is easy to rationalize the investment in Turkcell E-Care solutions to top management.

 

Turkcell launches its Forum in June 2014. Turkcell plans to double every figure in Forum in the first half of 2015.

 

After the first steps taken and user base extended, Turkcell will implement other modules in E care platform. 

 

 

Turkcell chart 2.png

 

Turkcell chart 4.jpg

Turkcell chart 5.jpg

Turkcell chart 6.jpg

Turkcell chart 7.png

 

 

 

 

Status:
2016 Lithy Submission

Lithys 2016: Flybe - Support Savings MVP

By JaniceK

Lithys 2016: Flybe - Support Savings MVP

Status: 2016 Lithy Submission
by Lithium Technologies JaniceK ‎04-28-2016 12:47 AM - last edited on ‎05-03-2016 08:35 AM by Moderator Moderator

200x200-flybe-white-on-purple.pngCompany: Flybe

Contact: Danielle Bassett (Customer Support Liaison Manager)

Social channels:  https://twitter.com/flybehttps://www.facebook.com/Flybe 

Lithy category:  Support Savings MVP

 

Flybe is Europe's largest regional airline, operating more UK domestic flights than any other airline. They have received numerous accolades, including being named the top UK airline for punctuality in a report issued by UK consumer watchdog Which? and being honored as the ‘Best Short-Haul Airline’ at the 2016 Business Travel Awards.

 

Our road to Lithium Social Web (LSW)

 

Due to Flybe’s increasing volume of social customer service related queries, we recognized that social was quickly becoming a preferred channel for customer engagement. Our new focus was to use social as a customer care channel versus a marketing channel while still maintaining the ability to publish marketing posts when required. When the decision was made to set-up a dedicated social care team, we took the opportunity to re-assess their social tool, which was an inherited tool used by their in-house marketing team.

 

We explored other social care solutions, and we ultimately replaced our prior vendor with Lithium Social Web (LSW) to offer the ability to meet the needs of a growing social customer care team that could respond quickly and resolve issues efficiently.

 

How LSW has benefited our customer care organization

 

Our social media team works from different locations, but with LSW, the team is able to assign conversations that may require a corporate response or further investigation while not impacting response times. Even if you are not logged in to the tool, you are notified by an email alert that works really well. This has benefited a few key stakeholders outside of the social media team that use LSW, which include marketing and customer support management.

 

a.jpg

Flybe social media team

 

In addition, we currently utilize the LSW Shared Dashboard with other license holders, which enables greater real-time visibility throughout our organization. This ensures our customers are receiving the best possible service within business hours.

 

Our results with LSW

 

The implementation of Lithium enabled us to report immediately on the number of responses made within 15 minutes, half the time of that previously possible without LSW. As social channels are fast becoming the preferred communication method, it is important that we are able to promote our response times and shine amongst our competitors. LSW allows us to do that to address our customers’ needs.

 

Other metrics:

  • 85% average response time within 15 min on Facebook
  • 89% average response time within 15 min on Twitter
  • Followers increased by 38% on Twitter and 50% on Facebook
  • Incoming message volume increased 39% on Twitter and 57% on Facebook

 

s km.png


200x200-flybe-white-on-purple.pngCompany: Flybe

Contact: Danielle Bassett (Customer Support Liaison Manager)

Social channels:  https://twitter.com/flybehttps://www.facebook.com/Flybe 

Lithy category:  Support Savings MVP

 

Flybe is Europe's largest regional airline, operating more UK domestic flights than any other airline. They have received numerous accolades, including being named the top UK airline for punctuality in a report issued by UK consumer watchdog Which? and being honored as the ‘Best Short-Haul Airline’ at the 2016 Business Travel Awards.

 

Our road to Lithium Social Web (LSW)

 

Due to Flybe’s increasing volume of social customer service related queries, we recognized that social was quickly becoming a preferred channel for customer engagement. Our new focus was to use social as a customer care channel versus a marketing channel while still maintaining the ability to publish marketing posts when required. When the decision was made to set-up a dedicated social care team, we took the opportunity to re-assess their social tool, which was an inherited tool used by their in-house marketing team.

 

We explored other social care solutions, and we ultimately replaced our prior vendor with Lithium Social Web (LSW) to offer the ability to meet the needs of a growing social customer care team that could respond quickly and resolve issues efficiently.

 

How LSW has benefited our customer care organization

 

Our social media team works from different locations, but with LSW, the team is able to assign conversations that may require a corporate response or further investigation while not impacting response times. Even if you are not logged in to the tool, you are notified by an email alert that works really well. This has benefited a few key stakeholders outside of the social media team that use LSW, which include marketing and customer support management.

 

a.jpg

Flybe social media team

 

In addition, we currently utilize the LSW Shared Dashboard with other license holders, which enables greater real-time visibility throughout our organization. This ensures our customers are receiving the best possible service within business hours.

 

Our results with LSW

 

The implementation of Lithium enabled us to report immediately on the number of responses made within 15 minutes, half the time of that previously possible without LSW. As social channels are fast becoming the preferred communication method, it is important that we are able to promote our response times and shine amongst our competitors. LSW allows us to do that to address our customers’ needs.

 

Other metrics:

  • 85% average response time within 15 min on Facebook
  • 89% average response time within 15 min on Twitter
  • Followers increased by 38% on Twitter and 50% on Facebook
  • Incoming message volume increased 39% on Twitter and 57% on Facebook

 

s km.png

Status:
2015 Lithy Submission

Lithys 2015: Microsoft Mobile - Support Savings MV...

By JaniceK

Lithys 2015: Microsoft Mobile - Support Savings MVP

Status: 2015 Lithy Submission
by Lithium Technologies JaniceK ‎04-29-2015 10:23 PM - edited ‎05-02-2016 04:40 PM

Company: Microsoft Mobile Microsoft logo.png

Entry submitted by: Delfin Vassallo (DJVassallo) Social Media Operations Manager

LSW social channels: Facebook- globalTwitter- global, plus local ones, in total 107 social presences managed

Lithy category: Support Savings MVP

 

Microsoft (Nasdaq “MSFT”) is the worldwide leader in software, services, devices and solutions that help people and businesses realize their full potential.

 

In 2012, Microsoft Mobile (Nokia at the time) had a presence in social media with Twitter and Facebook accounts; however, many of the cases went unanswered and unaddressed. This was simply because they were not listening on social due to having insufficient tools with their first vendor and an inadequate team to manage social care requests.

 

Microsoft Mobile needed to invest in and get serious about social—and fast. They switched to a second vendor from 2012-2013, but their solution was falling short and they needed to operationalize their Social Care Practice on a bigger scale. That was the tipping point.

 

In 2013, the business—now Microsoft Mobile after Nokia’s acquisition—launched a critical quest for a new digital solution that offered multiple features and a stable platform that could grow with them over time.

 

GOAL

Implement a new, long-term digital solution that can grow with Microsoft Mobile’s expanding needs on social media to offer customers top-tier customer service

 

In 2014, Microsoft Mobile chose Lithium Social Web (LSW) primarily because they needed a tool that they could trust in terms of stable, scalable technology.

 

To be successful on social, brands need three elements:

1) Adequate tools/technologies

2) Seamless processes for handling customer feedback

3) A team of people who are trained in the brand’s internal voice, as they are the stars of the show

 

If one of those three elements is broken, the whole solution doesn’t work. With LSW, Microsoft Mobile is now confident in the technology piece and that the tool will continue to evolve as the social media industry changes.

 

LSW was implemented to provide social customer service across 100+ social media presences globally, in 24 languages with a 140+ staff working around the clock from 7 different locations. Our highly complex operation is coordinated by only four internal resources; Our LSW set up is one of the most complex of all Lithium clients,” said Delfin Vassallo, Social Media Operations Manager Europe at Microsoft.

 

Changes as a result of LSW implementation

 

Microsoft Mobile started this project with two Twitter handles in two languages and one Facebook page. Now with LSW, they are efficiently managing an entire expanded suite of social channels:

  • 66 Facebook pages
  • 34 Twitter handles
  • 7 contact centers (working around the clock to service customers in 24 languages)

 

To organize and coordinate all of these channels, personnel, languages, and time zones is quite complex, but the LSW platform allows Microsoft Mobile to do it seamlessly.

 

They are handling 230% more volume of cases than before the adoption of LSW, while only increasing headcount by 15%.

 

LSW has given Microsoft Mobile the immediate ability to manage the astonishingly fast increase in volume (on average 70k unique cases per month) while making teams more efficient and productive in order to meet the target response times.

 

One of the most noticeable impacts to the Microsoft Mobile organization is the development of their Social Care team. In 2013, the global team comprised 90 staff members. Now they are at 145 full-time social media agents plus team leaders, quality monitors, and trainers.

 

With the right technology now in place, Microsoft Mobile is able to focus on developing and growing a very well-curated hiring and training program. Their management team saw the opportunity and decided to prioritize it by investing in the right tools and the right team to make their social customer support program world-class.

 

They predicted social would be big, but not THIS big. Through Lithium analytics and reporting, the Microsoft Mobile leadership team has been able to validate that they made the right decision to invest in social. Therefore, they continue to support the growing Social Care program due to the impressive results.

 

From a cross-functional perspective, LSW has allowed Microsoft Mobile to optimize resources in smaller, typically budget-constrained markets. Marketing now provides the content and creativity, and the Social Care team handles the social presence. The result of multiple teams working through one tool is that the customer receives one single answer through one unified brand voice.

 

“We could handle a 230% 2013-14 YoY volume increase by only increasing 15% our staff,” said Delfin Vassallo, Social Media Operations Manager Europe at Microsoft.

 

Business results

 

The Microsoft Mobile customers immediately saw a change with LSW. The Social Care team was flooded with positive comments, thanking them for the competent and quick responses on social.

 

Microsoft Mobile was able to get back to the customer faster than they expect (as quick as 4 minutes with an average response time of 2 hours vs. the industry benchmark of 7 hours)-- and with a meaningful and complete answer to their problem.

 

“Customers are becoming more demanding on social channels. They ask a lot of support questions and express doubts about products/services, so the key for brands is to answer fast. That sounds pretty simple, but if you don’t have the right tools in place, you aren’t able to do that. LSW allows us to service our customers quickly and competently. Lithium continues to stay ahead of the game with regards to customer behaviors and demands." Delfin Vassallo, Social Media Operations Manager, Microsoft Mobile Europe

 

Microsoft Mobile is able to resolve 95% of cases in-channel on social, which means they rarely redirect customers to other assisted channels such as phone or chat. As a result, their volume has skyrocketed, because the more they answer customer inquiries quickly and efficiently, the more customers trust them and want to ask additional questions.

 

Microsoft Mobile customers’ satisfaction is the ultimate metric of success— Microsoft Mobile is thrilled to receive overwhelmingly positive sentiments, indicating that they are making a huge impact on customers.

 

In summary, Microsoft Mobile agents’ productivity increased as they are now able to handle more cases and faster:

  • First contact resolution rose to 95% (some languages keep a steady 100%)
  • Average case handling time went down from 20 minutes to 9mins
  • Response time was kept under 2 hours despite the overwhelming increase in demand.
  • The overall cost saving of handling more cases in social rather than in traditional assisted channels was around 80%

 

 

 

 

 

 


Company: Microsoft Mobile Microsoft logo.png

Entry submitted by: Delfin Vassallo (DJVassallo) Social Media Operations Manager

LSW social channels: Facebook- globalTwitter- global, plus local ones, in total 107 social presences managed

Lithy category: Support Savings MVP

 

Microsoft (Nasdaq “MSFT”) is the worldwide leader in software, services, devices and solutions that help people and businesses realize their full potential.

 

In 2012, Microsoft Mobile (Nokia at the time) had a presence in social media with Twitter and Facebook accounts; however, many of the cases went unanswered and unaddressed. This was simply because they were not listening on social due to having insufficient tools with their first vendor and an inadequate team to manage social care requests.

 

Microsoft Mobile needed to invest in and get serious about social—and fast. They switched to a second vendor from 2012-2013, but their solution was falling short and they needed to operationalize their Social Care Practice on a bigger scale. That was the tipping point.

 

In 2013, the business—now Microsoft Mobile after Nokia’s acquisition—launched a critical quest for a new digital solution that offered multiple features and a stable platform that could grow with them over time.

 

GOAL

Implement a new, long-term digital solution that can grow with Microsoft Mobile’s expanding needs on social media to offer customers top-tier customer service

 

In 2014, Microsoft Mobile chose Lithium Social Web (LSW) primarily because they needed a tool that they could trust in terms of stable, scalable technology.

 

To be successful on social, brands need three elements:

1) Adequate tools/technologies

2) Seamless processes for handling customer feedback

3) A team of people who are trained in the brand’s internal voice, as they are the stars of the show

 

If one of those three elements is broken, the whole solution doesn’t work. With LSW, Microsoft Mobile is now confident in the technology piece and that the tool will continue to evolve as the social media industry changes.

 

LSW was implemented to provide social customer service across 100+ social media presences globally, in 24 languages with a 140+ staff working around the clock from 7 different locations. Our highly complex operation is coordinated by only four internal resources; Our LSW set up is one of the most complex of all Lithium clients,” said Delfin Vassallo, Social Media Operations Manager Europe at Microsoft.

 

Changes as a result of LSW implementation

 

Microsoft Mobile started this project with two Twitter handles in two languages and one Facebook page. Now with LSW, they are efficiently managing an entire expanded suite of social channels:

  • 66 Facebook pages
  • 34 Twitter handles
  • 7 contact centers (working around the clock to service customers in 24 languages)

 

To organize and coordinate all of these channels, personnel, languages, and time zones is quite complex, but the LSW platform allows Microsoft Mobile to do it seamlessly.

 

They are handling 230% more volume of cases than before the adoption of LSW, while only increasing headcount by 15%.

 

LSW has given Microsoft Mobile the immediate ability to manage the astonishingly fast increase in volume (on average 70k unique cases per month) while making teams more efficient and productive in order to meet the target response times.

 

One of the most noticeable impacts to the Microsoft Mobile organization is the development of their Social Care team. In 2013, the global team comprised 90 staff members. Now they are at 145 full-time social media agents plus team leaders, quality monitors, and trainers.

 

With the right technology now in place, Microsoft Mobile is able to focus on developing and growing a very well-curated hiring and training program. Their management team saw the opportunity and decided to prioritize it by investing in the right tools and the right team to make their social customer support program world-class.

 

They predicted social would be big, but not THIS big. Through Lithium analytics and reporting, the Microsoft Mobile leadership team has been able to validate that they made the right decision to invest in social. Therefore, they continue to support the growing Social Care program due to the impressive results.

 

From a cross-functional perspective, LSW has allowed Microsoft Mobile to optimize resources in smaller, typically budget-constrained markets. Marketing now provides the content and creativity, and the Social Care team handles the social presence. The result of multiple teams working through one tool is that the customer receives one single answer through one unified brand voice.

 

“We could handle a 230% 2013-14 YoY volume increase by only increasing 15% our staff,” said Delfin Vassallo, Social Media Operations Manager Europe at Microsoft.

 

Business results

 

The Microsoft Mobile customers immediately saw a change with LSW. The Social Care team was flooded with positive comments, thanking them for the competent and quick responses on social.

 

Microsoft Mobile was able to get back to the customer faster than they expect (as quick as 4 minutes with an average response time of 2 hours vs. the industry benchmark of 7 hours)-- and with a meaningful and complete answer to their problem.

 

“Customers are becoming more demanding on social channels. They ask a lot of support questions and express doubts about products/services, so the key for brands is to answer fast. That sounds pretty simple, but if you don’t have the right tools in place, you aren’t able to do that. LSW allows us to service our customers quickly and competently. Lithium continues to stay ahead of the game with regards to customer behaviors and demands." Delfin Vassallo, Social Media Operations Manager, Microsoft Mobile Europe

 

Microsoft Mobile is able to resolve 95% of cases in-channel on social, which means they rarely redirect customers to other assisted channels such as phone or chat. As a result, their volume has skyrocketed, because the more they answer customer inquiries quickly and efficiently, the more customers trust them and want to ask additional questions.

 

Microsoft Mobile customers’ satisfaction is the ultimate metric of success— Microsoft Mobile is thrilled to receive overwhelmingly positive sentiments, indicating that they are making a huge impact on customers.

 

In summary, Microsoft Mobile agents’ productivity increased as they are now able to handle more cases and faster:

  • First contact resolution rose to 95% (some languages keep a steady 100%)
  • Average case handling time went down from 20 minutes to 9mins
  • Response time was kept under 2 hours despite the overwhelming increase in demand.
  • The overall cost saving of handling more cases in social rather than in traditional assisted channels was around 80%

 

 

 

 

 

 

Status:
2015 Lithy Winner

Lithys 2015: AT&T - Support Savings MVP

By JaniceK

Lithys 2015: AT&T - Support Savings MVP

Status: 2015 Lithy Winner
by Lithium Technologies JaniceK ‎04-21-2015 09:23 PM - edited ‎05-02-2016 04:38 PM

Company: AT&T ATT logo.png
Entry submitted by: Bridgette Butler (Lingoes) Sr. Community Manager

Community: AT&T Community Forums (http://forums.att.com

Lithy category: Support Savings MVP

 

AT&T is bringing it all together - helping people mobilize their worlds - with advanced mobile services, next-generation TV and high-speed Internet services, and smart solutions for businesses.

For more than a century, we have consistently provided innovative, reliable, high-quality products and services. Our mission is to connect people with their world, everywhere they live and work, and do it better than anyone else. We're creating new solutions for consumers and businesses to help them mobilize their communications and entertainment.

 

How our Community meets our customer care business goals

 

AT&T Community Forums provide 24 x 7 peer-to-peer assistance as well as AT&T direct support during normal business hours to tens of thousands of users daily, supporting customers across AT&T’s diverse spectrum of products and services.  Recognizing areas underserved by more traditional support, in 2014 we launched a Third-Party Devices board and a Wearables board, together averaging approximately 75k page views by 45k unique visitors monthly. Additionally, we launched a public-facing board for Samsung representatives to interact publicly with our general community, and a Samsung  Ambassadors board for those skilled professionals to interact privately with our 34 recipients of the Award for Community Excellence (ACE) .  This innovation directly connected Samsung experts with AT&T experts, resulting in a superior customer experience that contributed to the rise in Customer Satisfaction we saw in 2014.  We’ve begun tweeting out our most valuable Accepted Solutions, and linking to them   from Facebook.

 

ATT chart 1.jpg

Example of AT&T Community Forums content in the Social Support Center of AT&T Facebook

To better assist the wider base of customers searching for help on att.com, we increased the number of Accepted Solutions appearing with knowledge base articles by 40%.

 

ATT chart2.jpg

Example of “Help from Community Discussions” modal on an att.com knowledge base article

Additionally, the AT&T Community Forums redesign, launched during July 2014, provides in-context features, game mechanics and an unprecedented level of personalization that enables users to tailor their forums experience in new ways. Archiving activities prior to redesign also improved the relevancy of internal and external search results, fostering repeat traffic and increased viewership.

 

ATT chart 3.png

July, 2014 – from “Yawnnnnn”

 

ATT chart 4.png

 

…..to “Yowzers!”

 

How Community has changed our customer care organization

 

Sparked by the community’s success in producing call deflection, AT&T recently launched a team of crack Wireless specialists to assist customers with account and technical issues on the forums, much like the U-verse experts on-boarded in 2013.  In addition, AT&T Community Forums was added to the att.com “Contact Us” flow.  U-verse customer care agents now routinely refer customers to our Third-Party Devices board for support outside their traditional scope.  AT&T’s 200k+ employees – including care agents – learned about the value of our community and especially its star ACEs via recognition in the AT&T Employee Insider newsletter and the AT&T Consumer Blog.

 

ATT chart 5.png

Our customer care business results

 

Call Shed

In 2014, AT&T Community Forums worked to implement a standardized call shed model through the extraction of Community key performance indicators and pairing visitor calling rates with quantitative sentiment survey data. This model enables us to identify opportunities within each LOB to serve up content that addresses top call drivers, effectively shifting contact volume from our Call Centers to the Community Forums while also growing online adoption. During 2014, AT&T Community Forums shed over 4 Million calls.

 

Cost Avoidance

Cost avoidance in the AT&T Community Forums determines digital ROI and frequently spurs Officer-level conversation around Community impact to the overall business. During 2014, the AT&T Community Forums generated over $30 Million in savings for the Organization, driving further ideation for additional points of invocation and awareness-building campaigns.

 

New Threads - Accepted Solutions

On a larger scale, our groundbreaking Community redesign with a faster, simplified user experience launched in July, 2014, yielded a 19% increase in call shed. Key drivers impacting Call Shed include a 54% lift in new thread creation and a 63% improvement in accepted solution development.

 


Company: AT&T ATT logo.png
Entry submitted by: Bridgette Butler (Lingoes) Sr. Community Manager

Community: AT&T Community Forums (http://forums.att.com

Lithy category: Support Savings MVP

 

AT&T is bringing it all together - helping people mobilize their worlds - with advanced mobile services, next-generation TV and high-speed Internet services, and smart solutions for businesses.

For more than a century, we have consistently provided innovative, reliable, high-quality products and services. Our mission is to connect people with their world, everywhere they live and work, and do it better than anyone else. We're creating new solutions for consumers and businesses to help them mobilize their communications and entertainment.

 

How our Community meets our customer care business goals

 

AT&T Community Forums provide 24 x 7 peer-to-peer assistance as well as AT&T direct support during normal business hours to tens of thousands of users daily, supporting customers across AT&T’s diverse spectrum of products and services.  Recognizing areas underserved by more traditional support, in 2014 we launched a Third-Party Devices board and a Wearables board, together averaging approximately 75k page views by 45k unique visitors monthly. Additionally, we launched a public-facing board for Samsung representatives to interact publicly with our general community, and a Samsung  Ambassadors board for those skilled professionals to interact privately with our 34 recipients of the Award for Community Excellence (ACE) .  This innovation directly connected Samsung experts with AT&T experts, resulting in a superior customer experience that contributed to the rise in Customer Satisfaction we saw in 2014.  We’ve begun tweeting out our most valuable Accepted Solutions, and linking to them   from Facebook.

 

ATT chart 1.jpg

Example of AT&T Community Forums content in the Social Support Center of AT&T Facebook

To better assist the wider base of customers searching for help on att.com, we increased the number of Accepted Solutions appearing with knowledge base articles by 40%.

 

ATT chart2.jpg

Example of “Help from Community Discussions” modal on an att.com knowledge base article

Additionally, the AT&T Community Forums redesign, launched during July 2014, provides in-context features, game mechanics and an unprecedented level of personalization that enables users to tailor their forums experience in new ways. Archiving activities prior to redesign also improved the relevancy of internal and external search results, fostering repeat traffic and increased viewership.

 

ATT chart 3.png

July, 2014 – from “Yawnnnnn”

 

ATT chart 4.png

 

…..to “Yowzers!”

 

How Community has changed our customer care organization

 

Sparked by the community’s success in producing call deflection, AT&T recently launched a team of crack Wireless specialists to assist customers with account and technical issues on the forums, much like the U-verse experts on-boarded in 2013.  In addition, AT&T Community Forums was added to the att.com “Contact Us” flow.  U-verse customer care agents now routinely refer customers to our Third-Party Devices board for support outside their traditional scope.  AT&T’s 200k+ employees – including care agents – learned about the value of our community and especially its star ACEs via recognition in the AT&T Employee Insider newsletter and the AT&T Consumer Blog.

 

ATT chart 5.png

Our customer care business results

 

Call Shed

In 2014, AT&T Community Forums worked to implement a standardized call shed model through the extraction of Community key performance indicators and pairing visitor calling rates with quantitative sentiment survey data. This model enables us to identify opportunities within each LOB to serve up content that addresses top call drivers, effectively shifting contact volume from our Call Centers to the Community Forums while also growing online adoption. During 2014, AT&T Community Forums shed over 4 Million calls.

 

Cost Avoidance

Cost avoidance in the AT&T Community Forums determines digital ROI and frequently spurs Officer-level conversation around Community impact to the overall business. During 2014, the AT&T Community Forums generated over $30 Million in savings for the Organization, driving further ideation for additional points of invocation and awareness-building campaigns.

 

New Threads - Accepted Solutions

On a larger scale, our groundbreaking Community redesign with a faster, simplified user experience launched in July, 2014, yielded a 19% increase in call shed. Key drivers impacting Call Shed include a 54% lift in new thread creation and a 63% improvement in accepted solution development.

 

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