Our client, a much-loved retailer, renowned for its customer service, is always looking for ways to make the customer journey as smooth as possible.
How big data helped a retailer raise its game
A retailer, renowned for its customer service, is always looking for ways to make the customer journey as smooth as possible.
With an abundance of data, the right analytical tools were needed to transform operations and improve customer experiences.
Using 3D insight, combining information from over 100 million customer conversations, we uncovered actionable intelligence.
Like many organisations today, our client had an abundance of potentially invaluable customer data. But they needed the right analytical tools to use this data to transform operations and improve experiences for their end customer.
Capita’s 3D Insight methodology allows companies to do just that. The approach requires three streams of information from clients: customer contacts, data such as order and account details, and customer relationship data to understand what triggers a contact. By combining this information, actionable intelligence is uncovered.
Our client had data gathered from more than 100 million customer conversations. From that vast sea of data, 3D Insight was able to select a few key actionable insights related to the company’s supply chain.
Yes, there is value in one dimensional analysis; we can quantify things. With two-dimensional analysis, where we know something about the order or the customer, we can tell you a certain demographic or postcode is ringing about that product. “But in three dimensions, for example if we know about all the orders a client has taken, that gets really interesting. Then we can tell you how many people are ringing about this one product compared to all the others. We can tell you how many people buying it are ringing the contact centre about it – and if that number is high, it implies you’ve got a systemic failure going on.
Capita’s insight, analytics and improvement director
A league table of 20 suppliers was compiled, showing which were helping the brand and which needed to improve performance. It quickly identified that 52% of chase calls were generated by 0.3% of suppliers -- just 10 distributors.
The report identified that, with one major supplier, the aftersales query process was taking as long as four weeks. It also revealed another weak link; poor service accounted for 75% of goodwill payments, while faulty goods accounted for only 5%.
Armed with insights like these, the retailer was able to take positive steps to improve customer experience, as well as raise the performance of suppliers.