peter sinden director sales & service
DESCRIPTION
Peter Sinden Director Sales & Service. A Bit About LV=. A Fresh Start. From this. TO THIS. Strong results. Strong brand Now offer 5 GI products Sales & Service Team has grown to be 1,000 strong Now in 4 sites Handling about 125,000 calls per week - PowerPoint PPT PresentationTRANSCRIPT
Peter Sinden
Director Sales & Service
A Bit About LV=
2
A Fresh Start
3
TO THISTO THIS
From this From this
Strong results
4
Strong brand
Now offer 5 GI products
Sales & Service Team has grown to be 1,000 strong
Now in 4 sites
Handling about 125,000 calls per week
Now 4th largest UK car insurer, from 12th in 2007!
Sales exceeding plan year on year & among the strongest renewal rates in the industry
and… whilst handling tremendous growth we’ve been award winning along the way!
On A Mission To Be The UK’s Best Loved Insurer
We’re passionate about our new mission, it was voted for by our
people.
We can’t be the best loved insurer without being the best in
customer service!
We have learnt that truly putting our people first has
many benefits to us as a business.
5
Developing Employees To Be Fans Of Our Brand
6
Under-pinned by our values:Know Your Stuff
Make It Feel Special
Treat People Like Family
Don’t Wait to Be Asked
It’s all about being:
“Sharp with a Heart”
94% of our people believe our values are clear
Our Future Fans Have to Have the LV= Attitude
7
87% of our people are proud to be part of LV=
Listening To Our People… a Thousand Consultants!
8
Invest time and effort to encourage front-line participation
They are closest to our customer’s experience and know best
Drives management culture: be first to spot a ‘big win’!
WHY ON EARTH?
CALL LISTENINGLEAN REVIEWS
“61% of organisations proactively analyse customer conversations to identify trends and issues with their processes, call handling, etc”
- UK Call Centre Association
Your challenge to take away: SITE VISITSDedicate 1 day a month, to get under the skin of each site
• It’s easy to let it slide – you have to be disciplined and give it a genuine high priority
• BUT - It’s the best investment in time you can make!
Talk to the people at the sharp end:
• Take a group off the phones for an hour and chat about their WOEs.
• What would they do differently if it was their money and their business?
• Tell them which ideas you’ll take away, then keep them in the loop
Step into your agents’ shoes:
• Listen in to calls side-by-side with agents
• Understand what they say and why, and how the system works
• Find out what’s hurting them and what’s hurting the customer
Manage those Light-Bulb moments!
• By the end of the day you’ll have a great big list of ideas
• Delegate these to your management team – and keep pestering them!
• … my managers now find and sort WOEs themselves, just to keep me quiet!
Your challenge to take away: WOEs“Why On Earth do we do that?!”
• You need to know what’s hurting your people and your customers
• WOEs cost you time, money and customers - and damage staff morale
Get your people to tell you their WOEs
• You can’t chat to everyone through site visits – although this helps to get the ball rolling
• Create a way for people to submit ideas – could be an email address or an intranet page
• Publicise and incentivise it so people want to use it
Find out the big ideas
• Get people in the know to review WOEs, and see which ones have got legs
• I’ve developed a Business Improvement Team of canny agents and team leaders to do this
Kick off projects
• Once you’ve picked your WOEs put some structure behind them
• Scope it, CBA it, LEAN it, investigate it… then make the change and track your benefits
Tell everyone about it!
• Once people know they can make a difference it becomes self perpetuating
Why On Earth… do we use scripts?Challenges from our people improved the call process
We involved 2/3rds of our agents to redesign it
We removed scripts and introduced call aids
Average call length reduced by almost 2 minutes!!
Overall Sales Average Handling Time
500
520
540
560
580
600
620
640
660
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb
AVH
T (s
econ
ds)
Plan Actua l
We’re saving £1m a year!11
Sales UpSales UpConversion UpConversion Up
Customer Sat. UpCustomer Sat. UpStaff Engagement UpStaff Engagement Up
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Why On Earth... can’t I make decisions?
2008: 15p
Average Write-Off per call
2009: 9p
2010: 6p
We gave authorisation decisions to agents
Trusting and empowering them to make the right call
Customers win too – no delay on decisions
We saved £260k over 2 years!
Customer Sat. UpCustomer Sat. Up
Staff Engagement UpStaff Engagement Up
13
Why On Earth …can’t someone help me?
We introduced a brand new technical assistance team
Providing instant help and coaching
96% of all queries are answered in the first call
48 Hours
3.5 Minutes
Query Resolution Time
We are saving £142k a year! Customer Sat. UpCustomer Sat. Up
Staff Engagement UpStaff Engagement Up
Fixing those WOE’s saves LV= money…
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… and helps us be competitive at renewal
93% of our people believe their team
constantly looks for better ways to
serve its customers
Senior team spend 40 hours with our people every month
520 ideas from WOE’s so far this year
Over 400 of our people have been involved in a Lean event
Benefits from WOE changes are on plan to deliver £2m in savings by year end.
Contributed to us halving our Cost Expense ratio over 3 years
5 years worth of ideas – offering a Cost Expense reduction of a further 3rd
People Power Against High Performing Companies
81%81% vs
77% HPO
Engagement
score
93%93% of our
people
believe
strongly in
the goals of
LV=
78%78%
believe LV=
is interested
in the well
being of
employees
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We’re Breaking Our Own Engagement Records!
85% of our people recommend LV= as a great place to work90% of our people believe LV= really cares about it’s
customers
“72% of organisations believe that there is a strong correlation between customer satisfaction & employee satisfaction”
- UK Call Centre Association
Employee Engagement Survey 2010 - Towers Watson
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Employee Engagement Overall
81%78%77%
83%
78%
64%
2006 2007 2008 2009 2010 2011
Stop Press!
This year’s Engage results are even better!
Great For Our Customers!
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Step into your
Customers’ shoes
“In a recent survey, most respondents report that the average agent becomes
productive and efficient after 4-6 weeks of training” - UK Call Centre Association
What does your perfect
customer look like?
What’s the cost of staff
attrition?
We’ve calculated it costs £7 pure to recruit and replace agents
…but in real terms this can rise to as much as £30k
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PEOPLEPEOPLE
CUSTOMERSCUSTOMERSBUSINESSBUSINESS
TIME SAVED REINVESTED:TIME SAVED REINVESTED: More coaching time Better agents Making their job easier
Putting our people first……creates our award winning virtuous
circle!!MAKES OUR PEOPLE FEEL:MAKES OUR PEOPLE FEEL:
Engaged Valued They can make a difference
LESS EFFORT
SMOOTH PROCESSFASTER CALLS
HAPPIER CUSTOMERS
LOWER COST EXPENSE = LOWER PRICE
GOING UP GOING UP SalesCustomer SatisfactionEmployee EngagementLoyalty/RetentionFirst Call Resolution
GOING DOWNGOING DOWN AttritionCall TimesCosts
= MORE COMPETITIVE PRODUCTS
By Listening We’ve Turned Our People into
Brand AmbassadorsWell... Most of
them!
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Awards: our benchmark against the industry best
National Management & Leadership Awards
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Our results speak for themselves…
Customer Satisfaction - Extremely / Very Satisfied
67%
68%
69%
71%
72%
73%
74%
73%
76% 75%76% 76%
77%
64%
66%
68%
70%
72%
74%
76%
78%
Q12008
Q22008
Q32008
Q42008
Q12009
Q22009
Q32009
Q42009
Q12010
Q22010
Q32010
Q42010
Q12011
% E
xtr
em
ely
/ V
ery
Sa
tis
fie
d
Growth in Monthly Sales & Total In-Force Policies
0
5,000
10,000
15,000
20,000
25,000
30,000
35,000
40,000
Jan-07
Mar-07
May-07Jul-0
7Sep-07
Nov-07Jan-08
Mar-08
May-08Jul-0
8Sep-08
Nov-08Jan-09
Mar-09
May-09Jul-0
9Sep-09
Nov-09Jan-10
Mar-10
May-10Jul-1
0Sep-10
Nov-10Jan-11
Mar-11
May-11
1,000,000
1,050,000
1,100,000
1,150,000
1,200,000
1,250,000
1,300,000
1,350,000
1,400,000
1,450,000
1,500,000
1,550,000
1,600,000
1,650,000
1,700,000
1,750,000
Total in-force policies Call centre Monthly Sales
Any questions?
Q&
A