The Challenge for Liberty London
The Liberty department store on Regent Street London was failing to provide a high level of service to its customers. Results from a mystery shop programme showed that customers were not being greeted or approached and when customers attempted to connect with Liberty staff, their responses were inconsistent.
Curo Group, the Bath and Bristol housing association, increased customer satisfaction by 46% and improved staff engagement by 61% after implementing a company-wide customer service development programme to put its customers first.Find out more
Energize Learning was asked to design and develop a national programme to help bring their new brand strategy "Talkable Fashion" to life. The Energize programme introduced a set of behaviours for their front line teams, which their customers truly appreciated.Find out more
Energize Learning designed and developed a unique programme using engagement techniques learned over many years’ experience in the retail sector, working face to face with real people in real situations. The programme has proved to be enormously successful, as is evident from the glowing testimonial.Find out more
“It’s been an excellent programme and all aspects of it were focused on our needs, highly engaging and expertly facilitated. We can definitely see tangible benefits throughout the organisation. People are more motivated, they’re more focused on meeting the needs of customers, they are choosing their attitude, and encouraging others to be positive" Jen Barfoot Chief ExecutiveFind out more
The Shared Service Centre was not providing a sufficiently high level of service to its customers, suppliers, clients, employees and the finance functions of the various Sodexo UK entities. There was a culture where many interactions were confrontational, where email created a defensive, one way style of communication and where morale was low.Find out more
50% improvement in staff survey
Enfield PCT clearly recognised the importance of customer service to their organisation as well as the challenges of actually getting service right on the front line, where the patient experience is generated. Enfield’s goal was to improve patient experience - both the level and consistency across a dispersed and varied organisation, especially in an environment were there had, and would continue to be, high levels of change.