Customers place a great amount of value on the people who support them.
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Telecommunications firm Global Crossing regularly conducted customer satisfaction surveys. Although the firm reaped high overall scores (7.9 on a scale of 1 to 10), the surveys were too generic.
To get deeper customer insight, the telecom launched an initiative using a tool called Surveyor to conduct a live survey focused partly on Global Crossing's performance, and partly on customer use of channels to interact with the company. "We wanted to get closer to our customers--tighten those bonds and focus on talking to our day-to-day customer contacts," says Jeff Curtachio, senior vice president of client support and engineering for the company. "We didn't go to the executives, who may be far removed from the day-to-day actions with Global Crossing."
Curtachio divided the organization into 20 geographically dispersed, cross-functional teams of 10 to 15 people. The teams were to develop a survey, compete for prizes based on team performance, and had a 25-day time line to survey a total of 2,000 customers.
At the conclusion of the 25 days Global Crossing had surveyed roughly 1,200 people--64 percent of the initial target. Curtachio and his team were very satisfied with the turnout. "The number one thing we got [from the results] was that our customers place a great amount of value on the people who support them," he says. The company received more than 1,500 verbatim responses, in two open-ended questions, that referred directly to employee excellence in both performance and flexibility. "Through the course of the survey 40 employees were named by customers as having gone above and beyond in the course of support."
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