CSAT Response Rate
SSEN strives to provide best-in-class social customer service for their online community. They recognised early on the rise in incoming volumes across social channels, such as Facebook and Twitter.
SSEN acknowledged the need to provide secure, efficient and high-quality customer service–on social–to meet the changing demand of customers seeking resolution through digital pathways. Starting with just a team of 2 in 2013, responding natively to customer queries online, SSEN now
They continue to be a market innovator, being one of the first UK Energy companies to promote Messenger as a contact channel and report on Twitter CSAT as a care metric. Despite the challenges of having to meet regulatory targets defined by governing bodies, SSEN has successfully met customer expectations, to deliver dedicated social customer care and fully adopted social as a service channel for customer engagement.
“With Conversocial’s help we’ve been able to dedicate attention to social care, at scale, and give an effortless social experience to every customer. We have successfully positioned social media as a viable support channel to improve response times, increase agent efficiency and empower our customer care agents to drive engagement across a range of social, digital channels.”
Social Media Officer and Web Content Editor
Keeping to Industry Targets: The regulated environment, that SSEN operates in, places added pressure on their support organisation. The public nature of social also means there is also very little wiggle room for mistake. SSEN is asked, on a continuous basis, to demonstrate creative ways for customers to contact them by the industry regulator. As part of this, they have to submit evidence to their regulator to demonstrate the following; customer service, stakeholder engagement and innovation.
Scaling Social Care Internally: The advancements of Messenger and Twitter DM have only made it easier for customers to reach out with questions and queries. As the market has moved towards more private 1-2-1 messaging, new team workflows and collaboration were needed internally.
Chaotic Conversations: Agent efficiency was hindered by unthreaded conversations resulting in inefficient social resolution. The challenge arises to turn unstructured social chaos into organised, actionable conversations to decrease average handling time and improve positive brand sentiment.
Being Proactive, Not Reactive: SSEN is consistently looking for ways to proactively educate and provide information to their customers, and communicate with them through the channels they prefer. This is particularly true in times of power outages and downed lines due to unpredictable weather. SSEN also has to deal with additional volume due to customer confusion with their supply brands. These queries still need to be proactively engaged with, to minimise the threat of escalation.
Promoting Messenger as a Care Channel: Noticing that a large number of customers who visited their Power Track page also called the 0800-number directly, SSEN decided to proactively promote Messenger as a customer care channel on site. SSEN wanted to create a range of methods for customers to contact them, suiting their needs and preferences. Their most visited web page, Power Track, was the perfect place to promote Messenger as a contact channel. Driving awareness of social customer care to their
Making a Digital to Traditional Comparison: SSEN has recently started reporting on CSAT as a customer care metric, with an impressive industry performance of 4.6 / 5.0 on average. CSAT results are provided to SSEN’s regulator as evidence towards customer service. The regulator will then assess the results against SSEN’s telephony performance targets and also against other Distribution Network Operators (DNOs). CSAT allows for SSEN to truly measure the impact of true social issue resolution, and public-to-private DM prompts on site, for their customers. And in the not too distant future, CSAT could have a direct link to return on investment.
Scaling a Team for Social Success: Due to the increasing change in customer preference for social care, and the internal objective to push the social innovation envelope, internal care team has grown significantly. But on social, agents become brand ambassadors and therefore need to possess all the skills that come with a public-facing role, on top of the abilities needed to be a great agent over traditional channels like phone and email. SSEN spent a significant time determining internal process, creating an online tone-of-voice, running scenario training and putting in place a crisis management plan. This meant their internal team was set up for success from the get-go. SSEN also used social care to set up strong internal partnerships with other internal departments, allowing social knowledge to be shared between departments and influence business decisions.
First 5 Months of 2017 Compared to the Last 5 Months of 2016.