Another outbound call that worked for me.....

I think it's like buses, you wait for ages for one and then two come along at once.

In the same way, I've complained about poor outbound calling for ages, and then have received two good outbound calls. The last one was from my utility company (see blog post: " Getting a good cold call ...and from a utility company too! "), this one was from my television provider.

Again it was a smarter offer than most cold calls. It offered me something I'd been thinking about doing (upgrading my package to watch the British Lions vs. South Africa rugby union test series) but I probably wouldn't have got round to doing. Instead with a bit of a nudge and quite a bit of a discount, I did.

I'm not sure if this was good use of analytics to identify customers by interests, but it was a well timed call with a good offer. Not rocket science, but still something beyond much of the witless automated outbound dialling that goes on in the UK market.

Getting a good cold call ...and from a utility company too!

I was amazed yesterday to be on the receiving end of a telemarketer's call that worked ...and from a utility company too!

I'm at home on paternity leave (hence why the last post was 24th Feb - apologies), so I don't normally get these kind of calls. I normally hate telemarkets because it is done so badly (see blog posts from last year like Banks criticised by BBC for automated calls" and "Further thoughts on outbound in the UK....." ), so I was surprised to find it done well.

This call worked because it was done by a person. A lot of outbound telemarketing is now done by pre-recorded messages now. I hate that. My view is that if you want a customer's business, then show them that you value the customer by having a person make the call. At this point, advocates of the pre-recorded outbound message point to how cost-effective it is for high-volumes and low response rates. My suggestion would be to understand and target your customers better, otherwise you're still wasting money however cost effectively you are doing it.

The outbound call was from my utility company and highlighted the difference between their offers and British Gas when it came to additional services. Now British Gas have had their customer service problems (see my post last year "The British Gas, the utility industry, customer service and consultants" for an overview of their efforts to sue Accenture over a Siebel implementation), but I've always been pleased with their service.

What the agent did on this outbound call was to highlight pricing differences that related to me and the specific type of services I needed. She then offered to send me all the details by e-mail, so that even if I wasn't prepared to sign-up over the phone, I could look through the specific offer she had worked out with me at my leisure. I was impressed, as this was what I wanted and and how I like to buy things - I don't like to sign up to things without having all the details laid out clearly. The call used multi-channel appropriately (telephone for relationship building and discussion, e-mail for presenting a detailed offer) and that was good to see.

Perhaps the previous research last year that suggested utilities were the worst call centres in the UK (see post "Are utility companies really the worst call centres? ") will need to be revisited!

The British Gas, the utility industry, customer service and consultants

I've been really struggling to get time to blog this week, which is a pity when there has been so much to comment on.

The blog has looked at problems in the utility industry before (see posts like: "Are utility companies really the worst call centres?") , so I was most interested to read in the Times on Monday. There one of the lead business articles was that "British Gas fights Accenture over billing". British Gas has been notorious in the UK for it's customer service issues, (see for example: 'British Gas's 29th appearance on BBC Watchdog, October 2006'), so it is interesting to see that they regard Accenture as responsible.

The Times explains further that:

"Centrica [the parent company of British Gas] hired Accenture to provide the new billing system seven years ago.

It was to bring together the records of British Gas's 12.5million gas and electricity customers on to one platform capable of handling 250,000 meter readings and 200,000 bills a day.

The £317million fee would come from the £397million of savings that British Gas expected to obtain from the project.

Centrica claims that, after a number of glitches, in March 2006 Accenture guaranteed a software upgrade that would work. Centrica argues that, instead, the system continued to struggle and generated a high level of “exceptions” - billing issues that required manual intervention.

Centrica also claims that Accenture failed to provide adequate computer hardware and did not integrate the system properly. The energy supplier formally notified Accenture that it was in breach of contract in February 2007.

A British Gas spokesman said: “An independent analysis of the billing system has concluded that Accenture was responsible for fundamental errors in the design and implementation of the system. British Gas has been left with no option but to pursue legal redress against Accenture.”

In the past year, since British Gas fixed the system itself, complaints to Energywatch about the supplier have fallen 85 per cent, the spokesman said."

I should make clear that Accenture deny the allegations strongly, saying in the Times:

"Accenture vowed yesterday to fight its corner, stating: “We are confident, based on the facts of the situation, that this claim is baseless and without merit. Centrica is only trying to shift the blame for a situation it created.” "

It's obviously impossible for outsiders to know where the blame sits, but I think a few general conclusions can be drawn.

The first is that agents will not deliver good customer service without the right information. This may seem obvious, but the technical challenge of delivering information to the agent, and doing so in a usable form, should not be underestimated.This isn't just a user interface design (though that is critical) but it's also a data integration project and probably a process re-engineering project.

The second is that consultants have to be used with caution, and they in turn have to be prepared to have some tough conversations with the customer about what can realistically be delivered. I've covered this in more depth in the post, "Does lack of management experience cause most contact centre problems? The perspecitve of the "Puritan Gift"", but I think the criticism of management 'generalists' is usually a valid one. There is a clear role for the traditional definition of consultant, an individual hired at senior level to provide deep subject matter expertise in area such as IT or finance where managers may lack deep knowledge. I'm much more ambivalent about the idea of bringing in consultants to run things as running things (even complex change programs) should be a competence of the company's existing management. Where Accenture and British Gas sit in all of this is obviously for the lawyers to decide.

The final conclusion is that the contact centre really does matter. How British Gas is perceived by customers and the market will be partly determined by this case and partly by what customers now experience when they deal with the company.