• How satisfied are your customers?

      Sometimes lessons from the past are just as valuable today as they were nearly a decade ago, as this case study shows…

      During the early part of the ‘noughties, Computacenter was one of the first companies to embark on a full-spectrum customer engagement programme. This followed its evolution to becoming one of the UK’s most successful providers of managed IT services and underpinned its belief in the importance of continually monitoring customer satisfaction.

      The company’s success at delivering complex IT projects can be seen by the way its turnover quadrupled in a decade, but Lara Martins, then Head of Sector Marketing was not prepared to coast on success. “As the projects we delivered became more complex, we needed to find a way to baseline and benchmark customer expectations.

      “Having a better understanding of how customers react as a project evolves, means we can deliver a better service, and refine our sales and marketing to cover customers’ concerns as well as their aspirations,” she continues.

      Lara asked us to help design a programme as we had been delivering Computacenter’s case studies, C-level and thought leadership programmes for several years and knew their business capabilities and services well.

      We’ve also interviewed over 100 of their customers, which gave us a deep insight into the customer/company relationship, and enjoy a high level of trust of our services among the company’s sales teams.

      Our proposed approach included a mix of satisfaction surveys, social media monitoring and customer interviews at different stages of the project.

      Even though the documentation this produced was substantial, we made sure that each customer’s reactions could be summarised in a single page, giving management and project teams rapid insight into customer satisfaction levels.

      We set up a pilot project covering ten customers, and immediately hit paydirt! The reports gave a realistic appraisal of what customers perceived as the company’s strengths and weaknesses. Accuracy also benefitted as customers had a fresh recall of both high, and low points.

    • Added dimensions

      We also interviewed the internal teams to get their perspectives, which added another very interesting dimension, especially when both sides’ perceptions were considered together.

      The result was a mixture of quantitative and qualitative information –Rather than just showing how well SLAs had been met, the reports charted how customers perceived the way the project was going, and their relationship with their supplier.

      The project was very successful, and we continued to work with Lara to roll out a methodology for ongoing project evaluations and feedback, which is now a standard part of Computacenter’s project management process.

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