This case study is the story of how we improved a small but important part of a major sporting brands internal processes to significantly increase customer satisfaction
In this case study the client was a franchisee of a major international sporting brand. They put on events for the brand and had been getting feedback that the ultimate customer experience was not satisfactory. This was because there wasn’t enough onsite support. The nature of the event meant that investing more resources in onsite support was not possible so the focus was on improving how it was delivered.
Before we looked at the issue the client had focused on a number of key performance measures. These included compliance with key rules and the number of rule infractions reported.
This approach had been tried for a number of years but had delivered variable and unpredictable outcomes. The focus had been on looking at how to problem solving – removing the rule breaches from the event.
So what we did was to look at what the ideal state should be. That was really easy to describe and quite uncontroversial. We then started working back from the ideal state. If this has to happen at the event, what has to happen to enable it. We worked through the whole causal chain. We looked at why customer behaviour deviated from what was expected and then focused on those failure points.
Once we started putting this outcome lead approach into practice we found that the onsite support became significantly more efficient. Up to that point they had spent a lot of time and effort determining if particular rules had been broken. Under the new system they were looking to see if we had an ideal state. It was hard to make a decision on the first. It was really easy to make a decision on the second.
The consequence was that the customer experience increased dramatically. Customer complaints dropped substantially and there were far fewer allegations of cheating. The workload and stress levels of the onsite support were also reduced.