don't just ask what your supporters can do for you
DESCRIPTION
Every contact with every supporter can lead to increased supporter value, if you make effective and inspiring supporter care a priority in your organisation. Is your charity delivering proactive supporter care? Find out which UK charities are delivering the most effective customer experience and how you can create a supporter care programme that inspires your supporters and increases their engagement and value.TRANSCRIPT
Don’t just ask what your supporters can do for you…
Gary HancockCustomer Management Consulting
Truths
Our single-minded focus: protecting and increasing
customer value
What we do for the customer is at least as important in driving
value as what we do to the customer
Why it matters
What if?
• Completely satisfied customers six times more likely to repurchase than satisfied customers
• Completely satisfied customers over 40% more likely to be loyal
How much does it cost you to acquire a new supporter?
Currently active supporters 100,000 Average value £ p.a. £60Tenure (years) 6LTV £360
100,000 +5%
+1£441
100,000 +10%
+1£462
Source:Why Satisfied Customers DefectJones & Sasser, 1995
Why it matters
Charities?
Proven
In the first study to address donor satisfaction Sargeant (2001) identified a positive correlation with loyalty, donors indicating that they were ‘very satisfied’ with the quality
of service provided being twice as likely to offer a second or subsequent gift than those who identified themselves as
merely satisfied.
Perceptions of the quality of service offered to donors are the
single biggest driver of loyalty in the fundraising context.
Source:Donor Retention: What Do We Know and What Can We Do About It?Sargeant, 2008
Drivers of satisfaction
The fundamentals of the product or service
Support services that make the product or service easier to use
Recovery processes for addressing bad experiences
Additional services: customisation, addressing customer preferences
You don’t have to delight me
Support services that make the product or service easier to use
Just make it easy for me
Reduce customer effort
Knowledgeable employees
First contact resolution
One example
• Top down commitment to great customer service
• Careful use of IVR, towards a more relevant conversation
• Listen to your customer: give them time to explain what they need
• Information readily available, to provide reassurance
• Gather information to drive the future relationship
• Confirm what will happen next
How easy do we make it for our customers?
Action for Blind PeopleAction on Hearing LossActionAidAge UKAlzheimers SocietyAmnesty InternationalBarnardo'sBreakthrough Breast CancerBreast Cancer CampaignBreast Cancer CareBritish Heart FoundationBritish Red CrossCAFODThe Children's Society -Christian AidCRUKDiabetes UKDogs TrustFarm AfricaFriends of the EarthGreenpeaceGuide Dogs for the BlindIFAWMacmillan Cancer SupportMarie Curie Cancer CareMencapMind
National TrustNSPCCOxfamPDSAPlan InternationalRNIBRNLIRoyal British LegionRSPBRSPCASalvation ArmySave the ChildrenScopeSenseShelterSightsavers InternationalTearfundTeenage Cancer TrustThe BrookeUNICEFVSOWaterAidWoodland TrustWorld Cancer Research FundWSPAWWF UKYMCA
• Pell & Bales mystery shopping survey of over 50 UK charities
• An initial enquiry about supporting financially (looking to make a regular gift)
• Fieldwork from July 2012 - February 2013
• Highlights from the mail and email enquiries
Initial response
• We made 54 initial enquiries, by both mail and email• 10% of our mail enquiries and almost a quarter of our email
requests went unanswered
Base: 54
Speed of response
• Same day/next day is becoming the norm for email response. 60% of those that responded did so within this time
• Two thirds of mailed replies arrived within 10 days
Base: 54
Quickest response:Email: same dayMail: 2 days
Slowest response:Email: 20 daysMail: 71 days
Thanking and proactivity
• Whilst levels of thanking are high, promotion of regular giving could be improved:– Two thirds of
responses promoted regular giving
– One in six email responses did not mention regular giving at all
Base: 42 email and 49 mail responses
Direct debit confirmation
• We made a total of 108 attempts to
provide financial support: one in
five attempts were unsuccessful
• Eight gifts were set up without
confirmation being received
• Half of all mail confirmations took
longer than 10 days
• Half of email confirmations were
received on the same day (largely
automated confirmations)
Base: 54
Base: 40 email and 40 mail
confirmations
Quickest response:Email: same dayMail: 4 days
Slowest response:Email: 17 daysMail: 45 days
Best in class
Email Mail
You don’t have to delight me
Just make it easy for me
I can set that up for you today: would that be OK?
Just make it easy for me
“If you do decide to support us we would love to hear from you – you can call on 0800 269065 or donate on line on www.greenpeace.org.uk. I have also enclosed a form for you to return to us”
Get the basics right
“How lovely to receive your letter today…
The most cost-effective way for you to support our work is with a regular gift by direct debit, as it gives UNICEF the financial foundation to plan our projects effectively…
Remember also that, under the Gift Aid scheme…
You can set up a monthly gift online… or over the telephone by calling…”
Make me feel welcome
• Thanks for support• Confirms direct debit• Reminds about Gift Aid• Tells me how they will keep
in touch• Encourages me to tell
others• Makes it feel personal
Make me feel part of something
“Your gift will change the future”
“You’re now part of a movement”
‘Welcome’ doesn’t have to mean ‘pack’
Find new ways to thank me
Simple, engaging, proactive
Each donation we receive makes such a huge difference to the care and support that we provide for the children, young people and families that visit us here. Your money goes towards anything from employing a Care Team member to provide one to one care for each guest, to helping to pay for our gas and electricity.
If you would like to come to Helen & Douglas House to see the difference your gift can make first hand please reply to this e-mail. We hold a number of Open Mornings throughout the year as well as an Open Day in September.
Thank you for your support.
With best wishes,
Dear Gary, Angela & Joseph,
Thank you for your kind in memoriam donation of £25.00 to Helen & Douglas House. As a charity we are almost entirely dependant on the generosity of people such as yourself and we are most grateful for your contribution.
Each donation we receive makes such a huge difference to the care and support that we provide for the children, young people and families that visit us here. Your money goes towards anything from employing a Care Team member to provide one to one care for each guest, to helping to pay for our gas and electricity.
If you would like to come to Helen & Douglas House to see the difference your gift can make first hand please reply to this e-mail. We hold a number of Open Mornings throughout the year as well as an Open Day in September.
Thank you for your support.
With best wishes,
Essentials
Reduce customer
effort Increase proactivity
5Delivering proactive customer care: five steps
Insight VisionSituation analysis
Strategy Delivery
Step 1
Ask your customers:
• What’s important to you?• How satisfied are you?• What would make it easier for
you to engage with us?
Insight
Find out:
• What are your most frequent customer transactions?
• What are your frequently asked questions?
Your customer service priorities
Critical insight
• ‘How satisfied are our supporters?’ is the most critical measure of your performance
• Start now, and establish a baseline
– Continuous research– A periodic exercise– Through your
contact with supporters
– Post-experience survey
• Measure satisfaction and importance
Low
Low
High
High
Satisfaction
Impo
rtan
ce
Monitor De-prioritise
Invest Sustain
Matrix adapted from Donor Retention: What Do We Know and What Can We Do About It? Sargeant, 2008
Step 2
Ask yourself and your team:
• Which organisations make it easy for me to do business with them?
• What do they do that is exceptional?
• What can we learn from them?
Insight
Determine:
• What customer experience you want to create
• What you want the customer to think, feel, do
• The impact on your business
The customer experience you want to create
Insight Vision
Step 3
Internally review:
InsightInsight VisionSituation analysis
Strategy
People
Process
Technology
Key questions
Leadership challenges
• Do you have a customer care strategy?• Who ‘owns’, is ultimately responsible for customer care
in your organisation?• How widely understood is the role of customer service
in increasing customer value?• Does everyone share your vision?
Strategy
Key questions
• Do front line customer service teams seek and exploit
opportunities to increase customer value?
• Do customer service staff have skills in proactive
customer engagement?
• Does your organisation structure make it easy to deliver
proactive customer service?
Strategy
People
Key questions
• Are your customer processes documented?• What is the customer process for your priority
transactions?• Have you established service levels for your priority
transactions?• How are performance standards monitored and
reported? What systems and management information are in place?
• How does your performance compare with your standards, and customer expectations?
Strategy
People
Process
Key questions
• Do you have a single customer view?• Can you handle priority transactions at all major
customer touchpoints?• How accessible is the knowledge that you need, to
handle priority transactions?• Are you able to engage with customers through their
preferred channel?
StrategyStrategy
People
Process
Technology
Step 3
InsightInsight VisionSituation analysis
How close you are to the customer experience you want to create
Internally review: Mystery shop:
• Your priority customer transactions• Focus on customer effort and
proactivity• Assess your performance against
your vision and standards
Step 4
Critical elements:
• Realism: achievable objectives• Prioritisation: focus on ease and proactivity• Prioritisation: focus on priority transactions• The commitment required to achieve sustainable change
InsightInsight VisionSituation analysis
Strategy
How you will deliver proactive customer care
Step 5
Increase your chances of success:
• Evangelical sponsor• Report to ET/SMT• Dedicated project management• Involve the front line
Insight
Demonstrate impact:
• Identify and implement quick wins to gain support
• Measure impact – as best you can
Insight VisionSituation analysis
Strategy Delivery
Towards proactive customer care
2Proactive customer care: two simple examples
Moments of truth
Fast track win back
Proactive supporter care: Moments of Truth
Every interaction with a supporter is an opportunity to create value or potential value. They happen in your supporter service team every day
65% of all Moments of Truth activities resulted in a positive outcome, of which 67% had a direct financial impact
We developed a programme with one client, to explore the potential of Moments of Truth:
Description Desired outcome
Supporter complainsSupporter confirms continued support
Supporter calls to cancelSupporter won back during call
Anyone makes a product enquiry
Supporter makes commitment during call
Supporter calls for any reason
Check/obtain Gift Aid declaration
Supporter calls for any reason
Check/obtain core supporter data
Proactive supporter care: Fast track win back
• When a supporter cancels their regular gift, do you attempt to save them?
• We helped one client to establish a fast track reactivation programme within their supporter service team
• A dedicated team member contacted all lapsed supporters within three weeks of cancellation, to ask them to continue their support
Over 40% of all supporters contacted by telephone agreed to restart their regular gift
Proactive customer care
• Our single-minded focus: protecting and increasing customer value• What we do for the customer is at least as important in driving value
as what we do to the customer• Satisfaction alone is not enough: complete satisfaction must be our
aim• You don’t have to delight your customers, just make it easy for them• Your organisation needs a customer care vision and strategy• Invest in understanding what your customers expect• Be honest about your current situation and what you can achieve• Focus your plan on the transactions that matter most to you and
your customers• Measure your impact from Day 1, to build sustainable change
Gary HancockCustomer Management Consulting
[email protected]/in/garyhancock
@oxfordgary
07918 104500