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Ensuring customer satisfaction

04/03/2019 - 02:50 PM

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Service quality and customer satisfaction

The nature of the telecommunications market is increasingly marked by great competitiveness and digitalisation which, together with simplification and compliance with customer expectations in terms of content and services, are key elements of the competitive arena. All this drives companies to change their business models and customer experience has become the lever used to compete and the main activity of players who lead in the market with strategic positioning. An excellent customer experience is the guiding factor for increasing loyalty and the perceived value of the brand, and in attracting new customers.

In this area, TIM has begun a transformation process focused on improving customer experience and strengthening the relationship with the brand.The “TIM around the Customer” project includes various initiatives based on transparency, simplicity and respect for the customer. In this field,improvement plans have been launched with targeted actions and various initiatives that, with the aim of transforming the culture, involve all employees in innovative ways: “make the difference”, “idea sharing” and a story about customer experience (where employees are the actors).

To drive this transformation TIM has developed an extensive listening system, which picks up on customer experience in the different “moments of truth” of the customer journey[1], for example: web browsing, purchasing a service, calling customer care, reporting a malfunction, posting on social media.

Of the surveys conducted, the monitoring of the Customer Satisfaction Index (CSI), based on the ACSI standard (American Customer Satisfaction Index), is particularly significant. The aim is to collect information on the quality perceived by TIM customers and the main competitors. Monitoring the CSI has earned certification of conformity with the UNI 11098:2003 standard and has been included in the managerial (management by objectives) and collective incentive system.

The 2018 results of the CSI confirmed the high levels recorded in 2017 (74.48 in 2018, -1% compared to 2017)[2]. In particular, TIM consumer mobile achieved an excellent result, gaining and maintaining market leadership. The ties customers demonstrated with respect to the Group are also seen in the high propensity to loyalty, in an increasingly competitive context where the consumer’s experience is enriched through comparison with different markets. TIM’s ever-greater focus on “continuous improvement” of processes and the customer experience can also be seen through the Net Promoter Score (NPS) of customers who speak with the telephone assistance service, which have been confirmed to be extremely positive (NPS above 10).

 

 

[1] The customer journey is the set of experiences that a customer has when interacting with a company for a specific need, from the first contact with the company, through a specific channel, until, going through one or more touch points provided by the company itself or by other consumers, the expected result is achieved or not.

[2] For consumer customers, the CSI was 75.53 in 2016 and 75.26 in 2017.

 

In recent years, TIM Customer Relationship Management has been increasingly focused on the monitoring of new digital contexts, identifying the future of assistance, care and loyalty of its customers in the monitoring and management of care contacts obtained from the social networks (Twitter and Facebook).

In 2010, TIM launched the Caring on Social Media project and, over the years, has built up a new relationship with digital mobile and landline telephone customers, building trust by re-engineering and reviewing processes, developing management systems, extending monitoring times and investing in the training of social caring agents.

With the projects already launched in 2017, aimed at both improving the service provided and monitoring quality in 2018, TIM has strengthened its operational model through the use of a new social tool platform, for the integrated management of all touch points, leading to further development in the operator’s functions and in controlling the main performance indicators. TIM continues with its strategy strongly oriented towards digitisation and innovation, also offering new digital caring channels to the customers’ advantage, who receive personalised and quick answers that improve customer experience, loyalty and engagement.

From July 2018, through the Instant Messaging channel in the new version of the TIMpersonal app, fixed and mobile consumer customers have the opportunity to interact with customer service in a smart way; from November TIM has also offered the new customer service channel on WhatsApp (the first telephone operator in Italy to offer this service). Initially, this assistance service is reserved for TIM Pay customers, the payment tool that integrates telephone service with the innovative “mobile banking” solution (TIM Pay customers can receive dedicated assistance with all TIM fixed and mobile services). WhatsApp assistance will be progressively rolled out to other services, for example sending invoices, notification of payment deadlines and many courtesy activities.

At 31 December 2018, TIM’s social caring team managed 1,177K caring interactions on the Facebook page and 226K on Twitter; in particular, the customer care demand amounted to 807K for mobile and 596K for landline. On the same date, there were 138K conversations on the TimPersonal Instant Messaging channel and 4.5K on WhatsApp. The main reasons for contact with digital customers were requests for clarifications of a commercial, administrative or technical assistance nature. This has allowed TIM, also in the third and fourth quarter of 2018, to consolidate its leading role on social networks and also its digital leadership in the Socialbaker rankings; TIM has positioned itself in first place as a brand in Italy and eighth in world brands, in terms of social channel response time and rate (AMIQ[1] indicator, a parameter calculated taking into account the relationship between the number of managed public posts and the response time of the brand within 24 hours).

The contribution of social networks is also important for TIM to enhance and promote the many social, cultural and innovative initiatives, such as the Mausoleum of Augustus project, the dissemination of the TIMHitech 5G project initial results, numerous social issues (especially those overseen by the TIM Foundation) and support for publishing Corporate Social Responsibility projects (e.g. the TIM Digital School and TIMSostiene).

All this has allowed TIM to consolidate its position at the top of the various communities, created on various social networks (Facebook, Twitter, Instagram, YouTube) for its main brands: TIM, TIM Business, TIMvision, TIMmusic, Working Capital, with over 3.7 million followers.

 

 

[1] Answered Minus Ignored Questions.