T-Mobile
Business goals: holistic CX redesign. Reduce time Support spends navigating software (number of clicks). Reduce number of applications Support team uses. Maintain Customer Support excellence.
Customer goals: keep up the great CX. Offer me more payment options.
Design goals: create payment interactions that support three user groups- customer, retail and support users. Collaborate with research to make it easier for customers to pay their bill and self-serve.
Design impact:
“The basic transactional calls that once dominated call queues—balance inquiries, address changes, new-service activation, and the like—had all but disappeared as customers turned to self-service options for addressing those matters….
The Payoff
The new model’s business results speak for themselves. In the first quarter of 2018, the company recorded the lowest cost to serve in its history (a 13% decline since 2016). Liberated from legacy metrics like handle time, reps now take a little longer on each call to make sure they’ve not only solved the customer’s immediate issue but also anticipated and addressed in advance issues the customer might call back about. The result: a 21% reduction in calls per account, which more than offsets the longer length of calls.
And because customers are now receiving better service, reps no longer have to issue credits for previous missteps. Such “apology credits” are down 37% across the board. The results are also seen in record levels of customer retention (an all-time low in customer churn in Q1 2018) and increased customer loyalty.
Reflecting customers’ satisfaction, T-Mobile has been ranked the number one wireless company for customer service by Nielsen for the past 24 months and has received—twice in a row—the highest score ever awarded by JD Power in its rankings of wireless-provider customer-service quality.”
Reinventing Customer Service: How T-Mobile achieved record levels of quality and productivity by Matthew Dixon, Harvard Business Review
