Читать книгу Service Design - Ben Reason - Страница 18

In Norway, people assume that if something bad happens to them, they will be covered by the state, but they have no clue about what actually would be covered and what they should cover themselves. Customers need this information and they need people to talk to who can give them good advice, not just salespeople who are more interested in selling an insurance product than in what customers need.

As in many organizations, the underlying issue is hard targets for sales quotas and organizational structures that actually discourage customer service representatives from taking proper care of people. Gjensidige needed to change the way they measure performance internally so that the benefit could be experienced externally, which meant an internal culture change. Since this change was implemented, everyone’s primary measure is customer satisfaction on an individual basis. Customer-facing staff at Gjensidige get daily reports on their own customer satisfaction scores. The main data is gathered by sending customers an e-mail asking if they want to rate their experience after every customer contact by telephone or at a branch office. This feedback is added to a mix of other metrics to make up a comprehensive customer experience measurement system.