By Nick Adams
For today’s customers, online engagement is often the first point of contact with a brand and sometimes their only measure of customer service.
At Telstra, we recognized that as part of our continual customer focus, we needed to establish a two-way digital dialogue with our customers and get better at delivering a seamless, multi-channel experience. We also wanted to meet their changing expectations and speak to them on a more personal level.
To do it, Telstra embarked on a data-driven digital overhaul in 2011. Back then all 1.8 million weekly visitors to the Telstra website were being presented the same digital experience. The discrepancy between online and offline interaction was not acceptable – for us as a company, for our staff and our customers.
Together with IBM, we strengthened our CRM capabilities and developed a first-of-a-kind Enterprise Marketing Suite. The result is a 360 degree view of customer engagement and the capability to deliver targeted, real-time marketing, and ultimately, higher satisfaction levels for our customers.
The change program included an investment in new technology and people, as well as significant changes to our digital infrastructure. It also required an integrated view of the customer experience; a need to pair online and offline engagement with a strong CRM backbone.
Four years on, we’re communicating with our customers in a more personalized way by using information to help us understand, and talk with, the individual.
An example of this is our recent introduction of real-time mobile data alerts and targeted options that give our customers the freedom and confidence to manage their data allowances.
This type of contextual conversation is foundational to creating a two-way dialogue between us as our customers. Over the past four years we have more than tripled the number of campaign lists that support our data driven program and the number of data driven contacts has more than doubled – resulting in substantial increase in incremental revenue and a return on marketing investment.
For me, a personal highlight was a holistic campaign during which we got in touch with two million customers to thank them for their business. This was an important part of caring for our existing customers and acknowledging their loyalty. It not only marked a lift in our customer advocacy scores, more importantly it started new conversations with our customers who as a result are more likely to contact us proactively about services they’d like to see and how we can help them more.
Of course, no big transformation program can be successful unless an organization is open to change. For Telstra, our unwavering focus on our customers drives us to consistently re-skill and up-skill our teams to take the customer experience to new and more meaningful levels.