Hi, I'm Luke and I'm one of the Operation Managers in the Customer Support Centre (CSC). My role is to help run the Support Centre for PlusNet. There are two Ops Managers here and we look after a team of 8 Managers who own specific areas, such as Faults, Customer Service, Provisioning, Technical Support etc.... We recently won this & this. We are all genuinely proud of this recognition as it shows the hard work, everyone at PlusNet Towers has put in to get us back to the award winning business we know we are. However as the regular readers will know we do a monthly collation and post of our customer satisfaction feedback survey. February's can be found here. Looking at customer satisfaction over the last year has seen a good climb. You can see the trend of Customer Satisfaction and Dissatisfaction on the following graphs: Obviously both lines are heading in the right direction. We want more happy customers and less unhappy customers. We don't want any unhappy customers, but we are realistic and know from experience that this will never be zero percent, although I and the CSC strive to make it so. With February's survey, customers who marked their PlusNet experience as Very Dissatisfied or Extremely Dissatisfied, we performed the following: Firstly we rang all of them. Needless to say our customers all welcomed the call to check the issue was now resolved. The majority of theses customers had the issue/fault resolved and were now very happy. But how do we prevent further customers from being unhappy? I looked at the reasons that the dissatisfied customers gave and split the reasons given, into relevant sections: It was not intentionally symmetrical. I deliberately split out Speed Faults and other Faults because we are currently trialling a new speed fault process to improve the customer experience during a speed fault. If they are split out, it will be easier to measure success in this area. We will then tackle all other faults processes specifically month by month, until all have the least customer impact. The IVR system (the phone system that customers get to, to select which area of customer support they want to speak to) was mentioned as not having a human voice (it is I assure you) and also being difficult to navigate. We reviewed the IVR paths 18 months ago, but will be repeating the exercise in the near future to ensure these are customer friendly. You may even hear a new voice based on the feedback given!! The "Ext CSC Ticket" section, were tickets raised to the different departments outside of the CSC, like Networks, Finance & Development. These are all singular customer issues and obviously important, but due to resource the departments concerned were working on problems or critical projects. We have fed back and are looking to resolve this issue moving forward. The last area is Support. This is down to the CSC and the area where we can make the most impact. Some of the issues are training needs, both individual and departmental, but some are down to the message that has to be given. The analyst may have done their job correctly, but the message is bad news, for example, telling a customer they must wait for capacity at their exchange before we can supply ADSL. Customers can and do sometimes perceive this as bad support even though we couldn't have done anything differently. So, although Customer Satisfaction is on the up and we have won a fair few awards recently, we will not rest on our laurels and we still have a long way to go until we have almost no customers dissatisfied. That is one of our main focuses for this year. Thanks for reading Luke Horwath PS: Chris will shortly post the March's Customer Satisfaction Summary (although a sneak preview to the results are in the graphs above)!