Khoros Atlas Logo

Past Lithys

Past Lithys
Check out Lithy entries from previous years.
Company: SmartBear Entry submitted by: Tatyana Gorbunova  (Community Manager) Community: SmartBear Community  Lithy category: Excellence in Customer Satisfaction   As the leader in software quality tools for the connected wo... See more...
Company: SmartBear Entry submitted by: Tatyana Gorbunova  (Community Manager) Community: SmartBear Community  Lithy category: Excellence in Customer Satisfaction   As the leader in software quality tools for the connected world, SmartBear supports more than four million software professionals and over 25,000 organizations in 194 countries that use its products to build and deliver the world’s greatest applications. With today’s applications deploying on mobile, Web, desktop, Internet of Things (IoT) or even embedded computing platforms, the connected nature of these applications through public and private APIs presents a unique set of challenges for developers, testers and operations teams. SmartBear's software quality tools assist with code review, functional and load testing, API readiness as well as performance monitoring of these modern applications.   Our Story We moved to the Lithium community at the beginning of 2015. One of the first tasks was to move all of our old product forums to one community engine - Lithium. We had products in different software areas with different customers. We had to take into account their specifics and habits.   What we did We started working from two directions – from the community members’ side (externally) and from staff’s side (internally).   We had many community members by the time we moved to Lithium. In addition, each month, plenty of new members joined us. We decided to help all of them get used to our new community and help them get as many benefits from us as possible. For this, we launched two main community programs: The first one was meant to boost activity of current community members; The second one was supposed to help new community members get started in the Community easier.   Moreover, we had been working with our highly-skilled users and nurturing community experts. They were ready to share their knowledge and help other users resolve their issues. Sometimes, getting help from other customers is much more effective than getting help from, for example, the Support Team. Customers know all cons and pros of a product, and they are not shy to share them.   To increase the quality of our Community, we tried to involve our company teams in the Community. We have been working with R&D, QA, Support and Documentation to make them participate more actively in the Community.   What issue were we trying to solve? One of the main issues we had was related to customer satisfaction. Our customers were completely unsatisfied by our Community, and they preferred submitting questions to our Support Team. That increased the load on the team, which was unacceptable.   Moving to Lithium helped us increase customer satisfaction. We saw that more and more people preferred asking the Community as they knew that they would get answers either from other customers or someone from the company.   Our results We are seeing awesome growth in all community metrics: Metrics YoY Growth,% CHI +18% New Topics +58% %Topics replied < 24hrs +12% #Solutions +240%     Our CSAT in January 2016 was 60%. We help new community members get involved in the community life faster. Our current community members understand the value of the Community, and they are ready to share their knowledge with other community members.  
Company: StarHub  Entry submitted by: Darren Choo (darren) AVP of Social CRM Community: StarHub Community (http://community.starhub.com/) Lithy category: Excellence in Customer Satisfaction   StarHub Community, together with our social ... See more...
Company: StarHub  Entry submitted by: Darren Choo (darren) AVP of Social CRM Community: StarHub Community (http://community.starhub.com/) Lithy category: Excellence in Customer Satisfaction   StarHub Community, together with our social media agency Vocanic has worked to build a platform which is managed by consumers, contains info relevant to consumers and is moderated by StarHub. Visitors post their questions and topic experts from among our members step in to respond, thereby setting the scene for peer-to-peer support. Understanding that advocacy is the highest order in social media marketing, we have also built a team of super users – the Sparklers Club – who spend countless hours on the site for the sole purpose of helping others through troubleshooting, moderating conversation threads, and even defending the brand when “bashing” arises. Our initiatives have been recognized and we have won industry accolades in Singapore: Best use of Brand Advocacy (Gold) at the Loyalty & Engagement Awards 2013 and Excellence in Loyalty Marketing (Silver) at the Marketing Excellence Awards 2013. Read the details below.   Customer sentiments have changed, leading to a growing preference for peer-to-peer over topdown customer-service assistance. With social media usage on the rise, it became easier for consumers to engage with their favourite brands, and in so doing sought to be a part of the brand’s activities – to have their voice heard.   Advocacy is the highest order in social media marketing but the brand had yet to explore the maximum potential of these advocates with the proper social media tools and platforms. We want to position StarHub as a company that listens, understands, and cares for our customers and the Singapore community. At the same time, we acknowledge that endorsements are often regarded to be more credible and objective when they come from third parties that do not have a stake in the business. In creating a new platform, it was crucial that it be instrumental in cultivating brand advocates, where in times of need, users could step in to defend the brand on our behalf from the “bashing” conducted by others. It was to also be a sanctuary for frank opinions, transparency and a hotbed for equipment testing by our loyal customers. Hence, the aim was to create a community managed by consumers, for the consumers and moderated by StarHub – functioning as a lifestyle hub for the masses. We required a platform that harnessed advocacy through positive customer support experience – thus, converting detractors to advocates.   StarHub’s social media strategy has always focused on engaging customers across all social media channels, hence establishing a dynamic social brand presence on platforms such as Facebook and Twitter, and occupies spaces on LinkedIn and YouTube. However, we found that a more intimate approach was needed to complement StarHub’s social efforts and amplify engagement with present and potential customers — to handle their issues individually and to foster communication between customers. While social platforms like Facebook and Twitter were excellent tools that encouraged brand to fan conversations, StarHub wanted a platform that specifically enabled consumers to talk to each other, and found that a forum-styled platform was the way to go.   StarHub Community was rolled out over a series of phases. The first phase from concept to integration took two months, including design, development, testing and debugging. It was also important that before launch, to ensure that the tone of the site was right: a strategy was mapped out to define the right tone, and approach, ensuring that this was a friendly place for consumers to raise their questions and/or offer their own solutions to others. As consumers today are heavily reliant on info-communications, StarHub and its counterparts in Singapore receive the most flak on social media, so StarHub's customer service team was roped in to manage customer complaints and guide complainants towards an understanding that the site was not a forum for complaints, but a place for a community to grow and learn together with a strong support from the brand itself. We then moved to identify and select topics that were frequently discussed on StarHub's social media platforms. This pre-populated the Community as a searchable FAQ bank. StarHub Community was launched with these initial content pieces. Once the site was launched, various marketing activities were carried out to create awareness, educate and drive registrations on the site. Every week, we created and managed wall posts on StarHub's two Facebook pages and two Twitter accounts to create awareness about the site among our existing fan base. To boost visibility and reach, Facebook ads were created from these wall posts to get more eyeballs amongst Facebook fans as well as interactions on our Wall posts that included comments, likes and shares. With our member base, we kicked off the influencer identification and activation phase. The objective was to get as many influential online personalities as possible to spread the word about StarHub Community and invite their fans and followers to visit the site. For this phase, we employed the theory of the 1-9-90 rule. 90% of the people on the site are consumers of content but did not participate much in discussions. 9% are people who consume content and also interact with it, for example sharing the content with their own networks and contributing their opinions. 1% of the people are very active on the site, contributing articles, blog write-ups, helping others solve their problems. We worked to identify and activate the 9%, to drive them into the 1% bracket. We invited these people first to contribute on the site and later created events so we could personally meet them, show our appreciation for them and invite them to help StarHub further strengthen the Community with their recommendations. One of these events was graced by StarHub's Heads of Customer Service and Marketing. Their presence further solidified the influencers' convictions that StarHub is indeed committed to listening to the public. The launch strategy was executed in a straightforward, two-phase process. Phase 1 – Establishing content: We began by populating the forums with existing articles like phone reviews, tech trends, general FAQs as well as information on all StarHub products and services.   Phase 2 – Creating awareness and recruitment: To drive visitors to the site to sample the content, we ideated and executed a contest hosted on a Facebook application, where participants had to register as a member of the community first before taking part. The mechanics were such that they had to search for an answer to a question that could only be found on StarHub Community. Prizes included a Samsung Galaxy Note 2 and movie tickets. We also leveraged on existing fans on the StarHub Facebook to grow the user base on StarHub Community. One example of how this was carried out was to post a summarized review about a particular mobile handset on Facebook, and then encourage the reader to proceed to the Community for the full article. In addition, we tapped on existing databases collated from sales of products, for example, the iPhone. From there, we encouraged customers to log onto the Community to provide reviews on their handset. We also conducted a recruitment drive among our staff, inviting them to act as conversation starters and subject matter experts to address customer enquiries. StarHub Community boasts multiple access touch-points, which means that we were able to garner traffic across a multitude of channels that ranged from YouTube to monthly newsletters, over and above Facebook and Twitter. An application on Facebook was created to allow fans to have a taste of StarHub Community, by providing a “lite” version where they could have their account- or product/service-related questions answered. If they were keen to find out more, all they had to do was crossover to our brand new community. This encouraged users to find answers to their StarHub-related questions themselves instead of approaching our call centres or Shops. To continue the drive for awareness as well as recruitment, we staged regular contests during popular occasions such as Valentine’s Day and Lunar New Year. The contests required submission of entries on StarHub Community. We also reached out to our senior and less technologically proficient customers via the Golden Gurus campaign. The aim was to get them involved in conversations that would answer questions they may have had about technology in general. We appointed eight tech-savvy senior citizens aged between 58 and 77, who stood as information technology (IT) champions for their peers. Acting as StarHub’s ambassadors, they were committed to giving back to society by imparting IT knowledge to other seniors using the Community portal. Our Active Ageing Hackathon showcased a contest to develop mobile apps that can and will enrich the lives of the elderly. For this, StarHub Community acts as the main platform for the call to action as well as idea submissions. In addition we have invited our Golden Gurus to mentor at workshops to educate contestants on what types of services and apps an older person might benefit. Active Ageing Hackathon Phase 1 : The StarHub Golden Gurus initiative saw campaigns rolled-out on the Community targeted at including senior citizens in the online conversation. The brand appreciated that seniors often felt left behind and clueless when it came to IT, new media, the internet and the likes. Golden Gurus sought out seniors who were well versed in the intricacies of technology to coerce and train their peers. The Active Ageing Hackathon paired StarHub Community members with UP Singapore members to bring together experts, researchers, marketers, designers and developers over one weekend from 16 - 18 Aug 2013 to develop prototypes of solutions to improve the lives of our Seniors in Singapore. 2 best ideas clinched a Samsung GALAXY Tab 2 7.0 Tab each. Results: - 988 unique visitors - 97 entries - 2,305 votes   View the entries here:  http://community.starhub.com/t5/Closed-Active-Ageing-Hackathon/idb-p/activeageinghackathon   Elderly segment – Active Ageing Hackathon Phase 2 : In a follow-up to the submissions from phase 1, we displayed the submitted prototypes on the Community and asked people to vote for their favourite ones on the forum, giving them the power of influence in helping the prototypes become a reality. Ten $50 StarHub vouchers were given away to lucky voters. Results: - 106 unique visitors - 381 votes Community post: http://community.starhub.com/t5/Closed-Active-Ageing-Hackathon/idb-p/activeageinghackathonphase2   To engage our female audience, we leveraged on the popular lifestyle magazine show Lady First Singapore, which was localised from a Taiwan format and produced by StarHub. We engaged a targeted group of our influencers and advocates to begin seeding beauty-related content on topics such as skincare, fashion and make-up on StarHub Community. This, along with discussion generated about each episode of the programme, effectively sparked an influx of female chatter on the community. This successfully integrated online and offline engagement activities, thereby extending the “Lady First Singapore” experience beyond the traditional TV screen for its customers.   We sent out emails that led customers to perform a simple survey in order to ascertain interests.   We targeted females whose interests included beauty, makeup, fashion, hairstyling and write their own blogs. The survey acted as a filtering process to find legitimate female bloggers. 20 bloggers were then invited to attend a briefing where they received topics and social tasks to share with their followers that in turn led to activities, conversations and buzz on the Community.   Visit this link for a video of the event: http://community.starhub.com/t5/What-s-New/StarHub- Community-s-first-offline-event-Meeting-up-with-the/m-p/26076#U26076   Lady First Campaign Results: - 7,143 unique visitors to StarHub Community’s Lady First board - 470 Topics written - 1,274 replies to topics - Out of 20 original bloggers, 5 remain active to this day, close to 1 year after the activation. 2 of them are members of our Sparklers super user group. The success of the drive to include the female target audience in the conversation prompted the brand to plan for and launch a sequel activation set to take place mid-2014. Link to Winners Announcement post: http://community.starhub.com/t5/StarHub-Community-Announcements/Lady-First-Bloggers-Challenge-Winners-Announcement/m-p/36223#M10   Screenshot of winning bloggers:   We organised an event to strengthen ties between users, and more importantly between StarHub and our advocates. Among the thousands on StarHub Community, there lies a select few who shine. A select few who spend countless hours on the Community for the sole purpose of helping others – through troubleshooting, moderating conversation threads, and even defending the brand when “bashing” arises. These heroes – influencers and brand advocates - are recognized by the brand and invited to the Sparklers Club.   We put in place a gamification framework identify Community members and advocates and invite them into the Club in order to be groomed as brand guardians. To encourage this behavior, a value-exchange was set up. As a Sparkler, one would be able to attend get-togethers to meet, greet and share ideas for improving the Community. Sparklers are also regularly engaged for co-creation, ideation and market research, giving them the opportunity to feel like a part of the brand, making the Community a fun and meaningful place to be and contributing to its ultimate growth and success.     Watch this video introducing the Sparklers Club! http://youtu.be/luUmeumI5YQ Visit this link for a video and recap of the 2014 event: http://community.starhub.com/t5/What-s-New/Sparklers-Club-Gathering-2014/m-p/72923#M83   In 2013, we won these local marketing awards: • Loyalty & Engagement Awards 2013 – Best Use of Brand Advocacy (Gold) • Marketing Excellence Awards 2013 – Excellence in Loyalty Marketing (Silver)   In January 2014, we hit our one millionth unique visitor. We recognized and acknowledged our top super users:   Members of our community have commended our Community managers:   Our members were surveyed for feedback on the Community and this is what they had to say:   Visit this link for the infographic and full story: http://community.starhub.com/t5/StarHub- Community-Blog/StarHub-Community-welcomes-its-1-000-000th-unique-visitor/ba-p/58529 We also work with the Customer Service team to create articles for The Knowledge Base (TKB) on StarHub Community. We also feature How-To videos available on StarHub's YouTube channel. The CS team then direct people with queries to these resources for answers and discussions on solutions. This reduces reliance on call-centre personnel. TKB: 100,000 views over 55 articles How-To Videos: 29,360 views   One of our articles on TKB:   Categories on our Knowledge Base:       Screenshot & Link of one of our How-To videos: http://www.youtube.com/watch?v=UhlUa3zn034      
Company: USAA Entry submitted by:   Bill Gerth (Director, Social Business) Community: USAA Community Lithy category:  Excellence in Customer Satisfaction   Organizational Background and Customer Satisfaction Goals   USAA provi... See more...
Company: USAA Entry submitted by:   Bill Gerth (Director, Social Business) Community: USAA Community Lithy category:  Excellence in Customer Satisfaction   Organizational Background and Customer Satisfaction Goals   USAA provides a full range of financial products and services to the military community and their families. Our world-class employees are committed to delivering superior products, appropriate guidance and exceptional customer service. We started as a word of mouth company, in 1922 when 25 Army officers met in San Antonio, Texas and decided to insure each other's vehicles they laid the foundation for an organization that would one day serve millions of members. USAA has earned its member’s trust by providing years of award-winning service through a comprehensive suite of financial products and advice. Our members expect excellence in customer service from a financial services organization that’s served generations of military families. Service, Loyalty, Honesty and Integrity, USAA stands ready to serve.   Our members were asking for support through their channel of choice and USAA was committed to extending customer care in social networks. Meeting our member’s needs with the immediacy of social customer care is an extension of our commitment to service. USAA recognizes that member care is a mission critical deliverable. “We know what it means to serve” is at the root of everything we do. In 4 months we moved at the speed of social to implement an enterprise platform that would enable the gold standard for member social care.   USAA’s 2015 customer care satisfaction goals were to enable an enterprise platform which meets the needs of individual business units in the financial services and insurance industries, address social customer care, member complaint and communications needs, achieve an enterprise SLA of 30 minutes or less, reduce social acknowledgement time by a minimum of 15%, expand social customer care coverage addressing the immediate needs of our membership, reduce enterprise social customer care internal documentation by 25%, enable seamless customer care from social channels to internal CRM processes.   Customer Satisfaction and Business Accomplishments with Lithium Implementation   Through a joint effort with enterprise business partners, calculated planning, resource training and the implementation of LSW for social customer care USAA was able to: Implement an enterprise platform for multiple business units Meet the unique social customer care handling needs of our financial services business partners Train an enterprise workforce of 104 users in 2 days to expand social customer care Establish an enterprise social customer care SLA of less than 30 minutes Reduce social acknowledgement time by 20%; 5% over goal Expand social customer care from 8 business hours to 24x7 coverage Reduce social customer care internal documentation from 24 hours to 1 hour; time on task savings of 95% Establish seamless customer handling from social channels into CRM processes Implement early alert system associated to key business indicators Implement LSW Social Handle USAA CRM Single Member Profile.     USAA has been recognized year over year for our service and commitment to members on traditional communication channels.       Our implementation of LSW enabled USAA to meet our member’s social customer service needs with speed and efficiency. The net result is a reduction in time on task for business processes and FTE savings. With LSW USAA has an enterprise solution integrating managed properties like Facebook and Twitter with our Member Community, powered by the Lithium Community Platform. Our Member Community has over 300K members; this owned social property was an integral part of our strategy to maintain superior customer care where members demand our presence. The USAA Member Community has hosted over 8M unique visits with over 35K same session product application completions. 11 major business units at USAA utilize LSW with 6 key financial service business teams interacting with members in social channels on a daily basis.
Company: PT. XL Axiata, Tbk Entry submitted by: Ariesa Pramudito  (Manager, Social Media, Digital Experience Transformation) Community: XL Care  Lithy category:  Excellence in Customer Satisfaction   PT XL Axiata Tbk. is one of ... See more...
Company: PT. XL Axiata, Tbk Entry submitted by: Ariesa Pramudito  (Manager, Social Media, Digital Experience Transformation) Community: XL Care  Lithy category:  Excellence in Customer Satisfaction   PT XL Axiata Tbk. is one of the major cellular providers in Indonesia. XL’s focus is to provide digital services for the people of Indonesia as well as to encourage the development of Indonesia’s digital economy. XL commenced operations on the 8 th of October 1996, and has wide and high-quality network across the nation. Since December 2014, XL began to deploy its 4G LTE network.XL is part of the Axiata Group. The Group’s mobile subsidiaries and associates operate under the brand name ‘Celcom’ (Malaysia) ‘Dialog’ (Sri Lanka), ‘Robi’ (Bangladesh), ‘Smart’ (Cambodia), ‘Ncell’ (Nepal), ‘Idea’ (India) and ‘M1’ (Singapore).   Our initiatives in 2015 We created the Rangers who have Lithium weapons and are the admin of XLCare Social Media. We see the concern faced by netizen customers is when the customer has a problem or a question about service, they send the question to the company, but they don’t know if they’ll received an answer by a human or a machine (bot). With the Rangers, customers feel that a real person is serving them. Customers can interact with people who have high skills, have a relationship with the communities, and understand customer service.   XL Care Rangers:   Lithium Social Web (LSW) is the weapon used by XLCare Rangers to directly connect with customers. Rangers using LSW for several purposes:   Fast response & monitoring Service Level target: :   Quality monitoring (Conversation history checking):   The interaction / activity with followers/fans is not only questions and answers. We create some online & offline activities with our customers to build engagement and a close relationship with the customer:   1. #XLRangers, Social Media Journey activity by utilizing the Social Media Day (June 30, 2015). We introduce XL Care Rangers to our new followers and give them challenges related to Rangers hobbies, then we give gifts to the winner.   2. #XLGames invite customers to play games easily as routine activity.   From this example, customers should answer the name of XL package (LDR package) by cross checking with the image given.   Sometimes we give gifts as a surprise for the winners. For example, we had special #XLGames by utilizing the Independence Day 2015 (August 17, 2015). We gave free historical islands tour tickets to the winners (we invited Historia Community to give historical education to the participants).   3. #XLShare, sharing product & technology to customers as routine activity   In this example, we share a video editing application. We created a quiz game to build attention.   The most important customer issue we  were looking to solve via  Lithium implementation The basic needs from netizens when they complain or ask in social media is a Fast Response and Solution. This fast response can generate positive sentiments from followers. LSW can fulfill this need to achieve XLCare KPI.   Here is the video about XLCare Rangers generating a fast response and solution with LSW:     To measure our fast response to customers, we set the target. We used SL (Service Level) as our target. Our SL target is 70% incoming posts should be responded to under 10 minutes. Rangers use LSW to provide faster response and solution by these features in LSW:   The easy-to-use interface has helped Rangers provide a fast response and solution.   Rangers can manage all incoming posts (filtering function, sort by function, easy to claim, easy to assign, etc) easily.   The easy to read conversation history between customers & XLCare has helped Rangers provide the best solution to the customer. It also helps our quality assurance team in analyzing Rangers’ quality answers / solution.   With Lithium, it’s easy to monitor SL’s hourly, daily, weekly & monthly achievement.   It’s also easy to analyze trends & anomaly issues by using tags which were needed to improve our quality as well as the handling flow.   Our Lithium implementation has answered our needs to give a fast response & solution to the customer.   XL Care SL Achievement (2015) :     We exceeded our SL target (70%) in 2015. We achieved 79.46% average in 2015.   By using Lithium, we were able to provide a fast response and solution to customer and reached 1.044.998 incoming posts (9% of total incoming volume) from all XL assisted touch points in 2015.             Type Touchpoint 2015 % Assisted Hotline 7,957,616 69% Walk in Center 2,546,604 22% Email 40,863 0.35% Social media 1,044,998 9% Total 11,590,081 100%    Our metrics   From the online & offline activities in XLCare social media, we use an NPS survey to measure customer satisfaction, as well as engagement rate.   1. NPS Mechanism : We provide customers with a survey to recommend XLCare on a scale of 0-10.   0 – 6          : Detractors 7 – 8          : Passives 9 – 10        : Promoters   NPS formula: NPS = Promoters (%) – Detractors (%)   We have our segmentation of customer, then we divide NPS in 2 kinds of NPS. Regular customer NPS & Premium customer NPS.   Regular customer NPS: We send NPS survey to customer by the day after we give answer/solution to all customers. Regular customer NPS target is 55%.   We exceeded our NPS rate target (55%). We achieved an average NPS of 59.01% in 2015..   Premium customer NPS: Every premium customer will have dedicated Rangers to answer and provide solutions to them. We also have initiatives to create engagement events with them. To determine our premium customers, we set the priority of customers using Lithium tags (choosing by number of followers & Klout score).     We give the survey links using Lithium as well. We send our NPS survey to customers in batches (1 batch: 3 month) after we provide services and activities to our premium customers.     We exceeded our NPS rate target (70%). We achieved an NPS average of 75.48% in 2015.   2. Engagement Rate We use an Engagement Rate to measure how interesting XL Care posts/tweets are on social media from the customer side.   Engagement Rate Formula: Total number of times a user has interacted with a Tweet (Click, retweet, reply, follows, favorites) / Number of times users saw the tweet on Twitter * 100%     We exceeded our Engagement Rate target (1.8%). We achieved 2.09% average in 2015.  
Company: MicroStrategy Entry submitted by: Daphne Tan (Market Engagement Manager) Community: MicroStrategy Community Lithy Category: Excellence in Customer Satisfaction   MicroStrategy provides business intelligence solutions by empowe... See more...
Company: MicroStrategy Entry submitted by: Daphne Tan (Market Engagement Manager) Community: MicroStrategy Community Lithy Category: Excellence in Customer Satisfaction   MicroStrategy provides business intelligence solutions by empowering organizations to make sense of large data volumes, get answers to their toughest business questions, and build beautiful data visualizations.   Our customer satisfaction initiatives    MicroStrategy provides business intelligence solutions by empowering organizations to make sense of large data volumes, get answers to their toughest business questions, and build beautiful data visualizations. Our community offers users, partners, and customers a platform for peer-to-peer support at any time across the globe. In 2014, we only had about 300 active users. Today with our Lithium-powered community, we have about 17,000 active users and 63,000 registrants.     At the end of 2014, we had just transitioned from our forums to the Lithium. Our challenge in 2015 was to make the community one of the channels through which our customers felt connected and supported. Prior to our transition to Lithium, our forums lacked ease of use and did not facilitate conversation or collaboration. We did not know how vast the MicroStrategy user network was or could be.   Additionally, our tech support staff was overwhelmed, not having enough hands or minutes in the day to troubleshoot the same basic questions over and over. Time and energy was not going to the cases and questions that mattered and there needed to be better management of tech support resources. We wanted to make our technical notes and solutions searchable, so that any user could google something and find his/her answer right away.     Within the overarching goal of facilitating a greater customer care were underlying objectives of gaining user trust and developing a stronger online presence. We hoped the community would better resonate with our customers than the forums did and offer them a space for industry connections to form. Anything that could offer users and customers a sign of life or suggest potential engagement was a clear need.     Ultimately, we wanted to make 2015 the year of the customer: we wanted our customer service to keep pace with our most dynamic product release that became generally available that summer.     Improving technical customer support & reducing support costs   In particular, we wanted to improve technical customer support and reduce support costs through the community. Improving upon technical customer support by transforming the online customer experience would ultimately reinforce Microstrategy's engagement strategy across the organization.   Every community post and response became a touchpoint for us, making our organization ever more personable and approachable. For an enterprise technology organization as large as ours, it is crucial to ensure that users know that on the other side of the community, MicroStrategy indeed is listening. The community reoriented our customer service methods by giving us an opportunity to leverage social listening.     By partnering with Lithium, we were able to launch a vibrant community that improved responsiveness and support costs through increased user engagement. Support now operates at a much larger scale. MicroStrategy’s use of the community began and continues to be about meeting the needs of customers. We place the community on the forefront, prioritizing it as a channel through which customers can vocalize their thoughts and needs. Every single MicroStrategy customer uses our community. With the help of Lithium, we are able to bring the online and offline interactions with MicroStrategy into one seamless experience and change the way others view our customer care organization.   Our metrics   Lithium’s data-driven approach to community through Value Analytics allows us to measure the results of our community implementation and the overall impact it has had on our business. The survey pop-up gave us an opportunity and mechanism to measure customer satisfaction (CSAT) and call deflection.   Our indirect call deflection satisfaction data shows that 61% are satisfied or very satisfied with their overall experience on our community. 85% of those visiting our community are seeking information, 72% of them actually find what they’re looking for, and 23% are likely to contact MicroStrategy if their question wasn’t answered through the community.   Our Value Analytics data further shows a 15% increase in case deflections since we rolled out our community, proving that our community helps reduce the volume of customer cases. To calculate case deflection, we created our own formula where we use accepted solutions and a factor of solution views. This has enabled us to show our executives the value from the support side of our community. At our annual conference in Miami, we’ve been able to get a better sense of where the community stands among our users. We brought together a number of our community superusers physically in the same location for the first time ever. All in all, users are satisfied and more well-connected with MicroStrategy with Lithium’s platform and incorporation of gamification. They feel more valued and connected with not just MicroStrategy, but one another.  
Company: SANE Australia  Entry submitted by: Faruk Avdi (faruchidor)  Director – Digital, Service Design & Technology Community: SANE Forums  (www.saneforums.org ) Lithy category: Excellence in Customer Satisfaction     SANE Austra... See more...
Company: SANE Australia  Entry submitted by: Faruk Avdi (faruchidor)  Director – Digital, Service Design & Technology Community: SANE Forums  (www.saneforums.org ) Lithy category: Excellence in Customer Satisfaction     SANE Australia is a leading mental health charity. It is devoted to helping all Australians affected by mental illness lead a better life -- through support, training, and education. SANE began its operations almost thirty years ago, and its award-winning information services and Helpline are highly regarded.   In 2014, our customer satisfaction initiatives were as follows: The release of anonymous, moderated online peer-to-peer support services for people affected by mental illness, in the form of two online communities: one for people living with mental illness, and one for family, friends and other carers An innovative Partner-and-syndicate model (the first to our knowledge in the health sector) involving syndication of the communities to 15 other not-for-profit service providers (See: https://saneforums.org and then http://saneforums-access.org/t5/custom/page/page-id/Forum-Access for partner versions. By ‘syndication’ we mean the communities are ‘embedded’ in partner websites, taking on their branding, and seamlessly available via primary navigation. Partner organisations are also enabled to publish their own content via custom components within the communities, see: http://mindaustralia.saneforums.org/t5/Our-experience-stories/bd-p/le-forum-0001 for an example) A mobile customisation of the services mentioned above (Lithium mobile version 1), integrated into SANE’s website menu and adopting branding elements for partner versions.   The most important customer issues SANE Australia was looking to solve via its Lithium implementation were: Providing a moderated and anonymous online peer-to-peer service to all people affected by mental illness, in all locations of Australia, including those isolated by distance or other factors A service covering the full spectrum of mental illness, but focused on the person, not the diagnosis Creation of strong and welcoming communities Enabling members and non-members alike to safely obtain and discover quality peer support and information, which empowers them to deal with mental health issues Contribute to the improved mental health of Forums users Enable discovery of the service via trusted relationships formed within pre-existing (offline) communities   SANE Forums has been designed as a service, end-to-end, utilising user-centred design. User-centred service design helped SANE identify potential difficulties in discoverability of the service (with only a small budget for marketing).   This led to the design and eventual delivery of the partner-and-syndicate model referred to in Q1. This model allows individuals in the community to discover and participate in SANE Forums via a trusted context of an organisation they are already familiar with. This has extended the reach of SANE Forums to tens of thousands more individuals.   This partner-and-syndicate model has had many collateral benefits. Taken together they demonstrate a ‘gold-standard’ approach in the mental health sector: Between 60% and 75% of users are obtaining the intended benefits of the service THE Community Health Index (CHI) of SANE Forums sits around 500-550 since the launch of the forums in August Nearly 30% of service traffic has come in through partner websites The service is free-of-charge to partner-organisations in return for a contribution of hours and/or expertise into the pool of moderators, thus increasing the specialist advice available via the forums Organisations in an underfunded sector are able to leverage expensive world-class technology, pooling efforts and expertise    SANE Forums is unique in Australia, providing the first non-diagnosis-specific, online peer-to-peer support service for people living with mental illness, and the first truly national and viable online peer-to-peer support service for families, friends and other carers.   ‘I so truly love that I can honestly share a little of me here and be privileged to read and know of others stories. Thank you Sane and all the people here sharing. I feel a glimmer of understanding and connection in this forum that I have not felt before.’ -  Member, Lived Experience Forum    ‘ Hi Everyone, Just wanted to let you know how helpful I have found the information posted here. My husband has major depression and has been receiving treatment in a clinic. This process was a stressful one for us both, including the time leading up to the hospital stay.   As a result of your input, I have found myself being far more assertive and proactive … and I have made contact with carer support organisations and have a couple of referrals in for programs for both myself and my husband.   Thankyou for helping me navigate a way through/ into the system!’   - Member, Carers Forum   SANE Forums was funded by the Australian Government, Department of Health and launched in August 2014. The service has exceeded all expectations and metrics set by the Department for visitation and usage. Within seven months of the launch and as at 21 March 2015, SANE Forums have had: 32,141 unique visitors 8,700 visitors from rural, regional and remote areas (estimate) 1,002 members 265 members (27%) from rural, regional and remote areas 10,795 comments posted 339,366 pages of comments and information viewed 101,334 pages of comments and information viewed via smart phone Almost one third of users (28%) have accessed the service through our partner organisations.   Registrations for the service have very steadily increased since launch. An initial seeding and testing pool of 300+ members helped launch a warm and welcoming service, vibrant with helpful discussion, from day one.   Member registrations per month   The service remains non-diagnostic in focus, and uniquely available to people experiences health issues across the full spectrum of mental health issues.   Content analysis in an Evaluation conducted on the service found a great diversity among members, with 29 different diagnoses discussed across the Carers and Lived Experience Forums.   Common non-diagnosis specific discussion themes include the following: Issues Carers Forum % Coping with mental illness and symptoms of loved ones 60% Navigating mental health systems 45% Refusing treatment 40% Relation breakdown/conflict 40% Stress/worry/anxiety 30% Lived Experience Forum % Symptoms 63% Assessment/treatment 40% Medication 47% Relationships 41% Stress/worry/anxiety 26%   Both communities are showing various signs of good and growing health, including a CHI score hovering between 500 and 550, and the vast majority of comments being posted by and in response to community members:   Member and moderator generated posts % In terms of the primary purpose of the service, early indications look very promising. The highest-rated themes reported by respondents to the recent Evaluation survey were: Safety Connection Less stigma Feeling supported by peers   The fostering of these elements will assist in continual growth and participation of members and the overall sense of community. Evaluation findings also show that mental health benefits are emerging. Increased mental health literacy and empowerment were highly rated across both communities.   Repeat visitors to the service average 25-30% per week. Average session durations on the forums averages above 10 minutes per session. The Evaluation referred to above has many positive statistics indicating the service is becoming an important resource for people living with mental illness, and for families, friends and other carers in Australia.   To share some statistics from just one category, concerning ‘access to reliable information, advice and referral drawing on the vast experience and expertise of peers as well as that of experts in the field’, the Evaluation found: 88.9% of survey respondents from the Carers Forum and 64.4% from the Lived Experience Forum agree that they can find advice and support that is suitable and/or relevant for their needs 81.5% of survey respondents from the Carers Forum and 80% from the Lived Experience Forum agree that they have gained new insights through hearing about other people’s experiences 51.9% of respondents from the Carers Forum and 48.9% from the Lived Experience Forum agree that they have used information resources (links, phone numbers and other) provided in discussion threads 55.6% of survey respondents from the Carers Forum and 48.9% from the Lived Experience Forum agree that they’ve learned new practical strategies 37.0% of survey respondents from the Carers Forum and 31.1% from the Lived Experience Forum agree that they have accessed services recommended by members and/or moderators   These statistics show that the service is making a real difference in people’s lives.   This marks a turning point for online, peer-to-peer support services in Australia.   All of this has been made possible via the efforts of talented and caring people from Snaffle Web, Isobar, Persistent Systems and Lithium, and with Lithium's platform and ongoing generous support.  
Company: Comcast  Entry submitted by: Jared Schultheis (jschultheis) Executive Director, Digital Care Community: Comcast Help & Support Forums (Forums.comcast.com )  LSW: @comcastcares, facebook.com/xfinity Lithy category: Excellen... See more...
Company: Comcast  Entry submitted by: Jared Schultheis (jschultheis) Executive Director, Digital Care Community: Comcast Help & Support Forums (Forums.comcast.com )  LSW: @comcastcares, facebook.com/xfinity Lithy category: Excellence in Customer Satisfaction   Comcast Corporation is a global media and technology company with two primary businesses, Comcast Cable and NBCUniversal. Comcast Cable is the nation's largest video, high-speed Internet and phone provider to residential customers under the XFINITY brand and also provides these services to businesses. Comcast has invested in technology to build an advanced network that delivers among the fastest broadband speeds, and brings customers personalized video, communications and home management offerings.    Transforming the customer experience is Comcast’s number one goal. Our customers deserve the best experience every time they interact with us. We have made significant changes and investments in our infrastructure, systems, processes, technology, and tools to improve the customer experience, including the ability to reach our customers quickly and easily through social media.   A key strategy in our multi-year roadmap to improving customer experience is using technology and innovation to delight customers. Expanding and continuing to evolve our Digital Care is an essential tactic in giving customers more choice in how they connect with us and solve problems.   The Digital Care team’s mission is simple: provide care and support to anyone who needs help, whenever and wherever he or she wants it. In 2014, the Digital Care team was challenged with these goals:   Increase the percentage of customers served through social media (by 100%), Improve our ability to resolve customer inquiries directly within social care (to 90%+)   Through the application of technology, operational rigor and a determination to provide world-class service, the team more than exceeded our goals.   Our 2014 objectives were to achieve greater scale, resolve customer inquiries directly within our channel and drive positive change within the organization through actionable insights.   Scale: The number of customers supported by the Digital Care team since forming in 2008 has increased by 2,000% and continues to expand exponentially.  Satisfying our customers’ needs begins with organizing the team in a way that is scalable, flexible and fully supported by the larger organization. We created distinct roles within Digital Care that include three teams: Triage Generalists Tenured experts capable of addressing complex inquiries.   Creating this team and new processes was made possible by the advanced routing, tagging and tracking within LSW.   In Channel Resolution: When customers call, chat or tweet about their service, they expect a resolution to happen through that channel. Our ability to resolve customer inquiries directly within social media depends on the team having access to all appropriate tools, the training to use those tools and direct lines of contact to other internal teams. Even when we call in other teams to help work through the customer’s inquiry, we remain the single point of contact for a customer. Through this approach, we have garnered credibility and demonstrated the long-term viability of social as a strong and effective service channel that requires much less effort from the customer.     Insights:  Through LSW, we have created a Social Operations Center and Alerting System that provides real time trending specific to our product lines. This gives us an unfiltered stream of customer input and the ability to alert the appropriate teams when issues begin trending. This technology allows us to sort through the noise and provide meaningful information to the organization on a real time basis to consistently seeking out opportunities to transform the customer experience.     Because social and community support are ‘one-to-many’ interactions, a solution for one customer can often help out dozens or even hundreds of others, helping to avoid unnecessary customer questions and contacts. Based on a number of factors, including the ability to reach us through digital and social channels and tools like the My Account app that allow customers to more easily troubleshoot issues, Comcast has reduced the volume of customer contacts in traditional channels. Since 2010, we have seen nearly a 25% reduction in calls coming in and a 35% reduction in the need for service visits to customers’ homes in part by providing solutions through social and community channels. Through detailed analysis and application of data garnered through our LSW Analytics and LSI for our communities, we have seen that this amplification benefit has helped the Digital Care team handle nearly double the volume of more traditional channels.   There are several key areas where the Digital Care team is driving improvements that directly and indirectly impact customer satisfaction including:    Efficiency Gains: making it easier and faster for customers to find resolution to their issue Channel Shift: meeting customers where they live online or in social media Reducing Need To Call: solving customer issues through shared resolutions
Company:  Covered California/Campbell Ewald Entry submitted by: Amanda McCartney  (Senior Marketing Specialist) Community:  https://www.facebook.com/CoveredCA/ https://www.facebook.com/CoveredCAEspanol https://twitter.com/CoveredCA h... See more...
Company:  Covered California/Campbell Ewald Entry submitted by: Amanda McCartney  (Senior Marketing Specialist) Community:  https://www.facebook.com/CoveredCA/ https://www.facebook.com/CoveredCAEspanol https://twitter.com/CoveredCA https://twitter.com/CoveredCA_es Lithy category:  Excellence in Customer Satisfaction   Covered California is California’s health insurance marketplace, established by the Affordable Care Act. It is the only place to receive financial assistance to make health coverage more affordable. Over two million Californians served.     Our customer satisfaction initiatives in 2015 In the fall of 2014, with the second Open Enrollment period approaching, Covered California was faced with a decision.   During the first year, its social media channels had been frequently visited by ideological opponents, some of whom antagonized Affordable Care Act (Obamacare) supporters and dissuaded potential customers from enrolling. At the same time, there were thousands of incoming posts and messages from distressed customers seeking assistance – many going unaddressed.   Concerns over purpose, functionality, practicality, and public relations were raised. Was it worth it to maintain social channels? Or, could these channels be turned in to functional marketing and customer support platforms? The latter path was chosen, and just in time for the start of Open Enrollment 2, Covered California embraced the Lithium Social Web platform in November 2014 as the solution to its customer service woes on social media.    With a mandate to offer a robust, responsive customer support channel option, a team was deployed using the LSW platform to handle Covered California’s thousands of incoming posts. By the end of Open Enrollment 2 in February 2015, and with a small team of four agents, Covered California Social Support successfully handled over 17,000 conversations with a 73% TAR (responses within 2 hours). This performance was celebrated as a success – Covered California’s social channels were no longer seen as a liability, but an opportunity.   Months later, and with a new agency, goals for the Social Customer Support Team remained high – seeking even faster response times and improved customer sentiment. For Open Enrollment 3 in Fall 2015, conversation sentiment conversion was tracked, showing a direct reduction of ‘negative’ and ‘neutral’ posts by half, with increased ‘positive’ sentiment (250%+). The team also improved TAR to 82% within 2 hours. Improving sentiment, responding more quickly and thoroughly, and converting upset customers into fans. Goals met.   The most important customer issue we were looking to solve via Lithium implementation   Covered California, being the largest state-based insurance exchange program, is in a unique position. It is a new governmental institution, offering exclusive services and savings to Californians, who are [now] required to purchase health insurance. Since the implementation of the Affordable Care Act, millions of Americans have had questions about what to do and where to get coverage/access health insurance.   The requirement, or “individual mandate,” elicits strong reactions in both support and opposition, expressed often on social media.   The solution is Covered California offering responsive, friendly, informative, and patient social support for consumers who are often frustrated or confused with the recent and significant changes in health care policy.   Using Lithium Social Web, the Covered California Customer Support Team is able to easily organize, prioritize, and quickly respond to the thousands of incoming posts. It has also allowed Covered California to build relationships with customers by thoroughly answering their questions, offering assistance, and escalating their issues when necessary.   Through these efforts, numerous customer issues are resolved via social media without the need for the customer to call the Covered California Service Center – which, particularly during Open Enrollment, can be overwhelmed.   The Covered California Customer Support Team is small (growing to six during Open Enrollment 3), but is prepared to address any issue that may arise. The team has successfully transformed Covered California’s social accounts into effective customer support platforms, helping thousands of Californians get the health coverage they need. Below are direct quotes from customers after receiving assistance from the team:     Our metrics   All below stats from Open Enrollment 3 – Nov 1, 2015 - Jan 31, 2016 – Covered California’s busiest time of year:   23,742 posts received à 13,965 Conversations handled and closed à 6,713 replies posted 82% response rate within 2 hour target goal Conversation sentiment conversion: Positive increased 250%, Neutral reduced 51%, Negative reduced 50%     Due to the success of social customer support during Open Enrollment 2, Covered California put more dollars behind promoting content in Open Enrollment 3 to increase reach, engagement, and fan/follower growth. The campaign was successful, resulting in an increase across all channels, especially Spanish-language, highlighting a demand for in-language assistance for California’s Latino community.   Growth November December January TOTAL GROWTH New Facebook Fans (English) 1,422 3,445 6,725 11,592 New Facebook Fans (Spanish) 1,248 448 2,975 4,671 New Twitter Followers (English) 316 624 522 1,462 New Twitter Followers (Spanish) 39 52 198 289    
Company: Vodafone Espana  Entry submitted by: Gustavo Casado (Piquio) Social Media Specialist Community: Foro.Vodafone  (http://foro.vodafone.es/ ) Lithy category: Excellence in Customer Satisfaction   Vodafone Group is a British mult... See more...
Company: Vodafone Espana  Entry submitted by: Gustavo Casado (Piquio) Social Media Specialist Community: Foro.Vodafone  (http://foro.vodafone.es/ ) Lithy category: Excellence in Customer Satisfaction   Vodafone Group is a British multinational telecommunications company headquartered in London and with its registered office in Newbury, Berkshire. It is the world's 2nd-largest mobile telecommunications company measured by both subscribers and 2013 revenues (behind China Mobile), and had 434 million subscribers as of March 31, 2014.   Our most important customer satisfaction initiatives are: 1) NPS 2) Resolution rate 3) Customer experience program   Our challenge that we were looking to solve via our Lithium implementation was to reduce calls through social media support. 6,000 interactions on our Lithium eForum per month reduced 50,000 customer service calls on Vodafone's customer service platform!   Additional results: 2% savings in customer service calls 20 points of increase in NPS 30 points of increase in resolution rate 100 points of increase in CHI score  
Company:  SANE Australia Entry submitted by: Nicole Thomas (Community Manager) Community: SANE Forums Lithy category:  Excellence in Customer Satisfaction   SANE’s mission is to help all Australians affected by mental illness lead a be... See more...
Company:  SANE Australia Entry submitted by: Nicole Thomas (Community Manager) Community: SANE Forums Lithy category:  Excellence in Customer Satisfaction   SANE’s mission is to help all Australians affected by mental illness lead a better life. SANE does this through three key areas of activity to promote a better life for all Australians affected by mental illness: Support, Training, and Education.   As part of the activity of Support, SANE runs an online peer support community for people affected by mental illness. This is done through two communities – one for carers of people affected by mental illness and one for those with a lived experience.   Our  customer satisfaction initiatives   Help those with affected by mental illness feel less alone: ‘Friday Feast’ (see discussion here) started in 2015, as an opportunity for members to come together on a Friday night, bring a virtual ‘plate of food’ and have dinner together. Friday Feast is one of our most visited discussions, and received Australia wide media attention during Christmas, when members who were alone for Christmas Dinner logged on to be less alone.   Service integration: Giving people a seamless experience between sane.org and saneforums.org through Lithium discussion tagging ability.   Strengthening and growth of the community: To increase the sense of community, a new Role/Rank was created for members who have demonstrated loyalty and commitment to the community. The new role/rank of ‘Community Guide’ was given to members who have now taken on extra responsibilities to nurture and grow the community through one on one interactions with new members or members who need extra support.   Live community events: Hosting “live sessions” for members to connect with experts conducted through the Lithium platform, to increase knowledge, skills and encourage help seeking. Topics of live sessions have included: Caring for someone with Bipolar Managing and changing your thoughts Myths of Borderline Personality Disorder   The most important customer issue we were looking to solve via  Lithium implementation   Member safety and those at risk of harm are identified and managed quickly, through 24/7 moderation: In 2015, SANE Australia built their moderation team to 77. The team is made up of SANE Australia’s Help Centre team and staff from our partner organisations, who are geographically spread across Australia. Through the Lithium Platform and specifically Moderator Manager, we have been able to create a strong team of moderators, who are consistent in monitoring guidelines and the safety of members. Alongside Moderator Manager, the Lithium platform has given us the ability to house training videos and to communicate with each other, in a ‘moderator only’ space. This communication has been vital to the consistency and quality of the team.   Increased access to people geographically or socially isolated, to connection, support and a community to belong to: Through our partnership syndicated model, more people have had the opportunity to access the Forums. We have continued to grow our partnership pool from 15 partners in 2014, to 35 partners by December 2015. (example of syndication)   Live Community Events: These sessions have given people access to information, advice and skill building opportunities to improve their mental health, which they may not have otherwise, due to their geographic or social isolation. In these two hour live session we see, on average, between 60 – 110 posts and thousands of views.       ‘Friday Feast’ has been particularly successful in reducing the sense of isolation, giving members a place to connect, sharing a virtual ‘plate of food’ and forget about their mental health difficulties. Over the Christmas period, Friday Feast gained extensive media coverage, as a place people who were alone on Christmas night could connect.     Website and community integration: We have provided people with a seamless transition between the SANE Australia website and SANE Forums. We have utilized Lithium’s integration ability by tagging forum discussions to be visible on SANE Australia’s website in specific and relevant locations (Example: below and SANE website factsheet).   Our metrics   Feedback: "I am a SANE community member for the long haul ..its in my home town ... not just a virtual reality existence."   “I cannot express how much hope you have given me. Thank you so much for sharing your experience because before I read that tonight I thought there was no hope.”   “Reading posts and sharing on this forum has been very important to me .. like the first time I feel fully accepted among a group of people .. like finding my tribe.”   “The forums have also helped me find motivation to do some important things I'd been putting off in my depression. This was with encouragement from other members and moderators. “I enjoy the 'Topic Tuesdays' (aka Live Forum Events), these are worth watching out for. They are like workshops where members and moderators are online participating at the same time. It's fine to be quiet or to add comments. The last one which happened about a week ago felt therapeutic. Thanks for running it”   2015 Evaluation: 82% reported feeling safe in the Forums 71% reported experiencing the support from peers in the Forums 77% of respondents agreed or strongly agreed they felt comfortable sharing their experiences   Metrics CHI average increased throughout the year and didn’t dip below 600 between August 2015 – December 2015, with 709 being our highest score in October.   Overall in 2015, 86% of posts were generated by members, demonstrating the peer to peer connection between members.   Since launch (5 May 2014) to 20 March 2016 Posts: 42,537 New discussions: 2316 Total members: 2816 Page Views - Total: 1,065,203 Page Views - Mobile: 260,860 Page Views - Tablet 59,964 Unique visitors: 110,746
Company: McDonald's  Entry submitted by: Julie Fuerst (juliefuerst) Social Media Supervisor LSW: McDonald's LSW (https://mcdonalds.response.lithium.com/console/agent) Lithy category: Excellence in Customer Satisfaction   On a daily basis... See more...
Company: McDonald's  Entry submitted by: Julie Fuerst (juliefuerst) Social Media Supervisor LSW: McDonald's LSW (https://mcdonalds.response.lithium.com/console/agent) Lithy category: Excellence in Customer Satisfaction   On a daily basis, McDonald’s has thousands of customers that contact the company via phone, email or letters; or through social media channels. Through innovative processes and systems, McDonald’s Customer Experience & Insights (CEI) team strives to engage with customers in the channel that they prefer, and provide insights that help protect the brand and customer loyalty. More specifically, the goals of the CEI Social Media team are to protect the brand by helping our customers in social media with issues or questions. The CEI Social Media team works to respond to as many customer service opportunities as possible in hopes that the customer will be “recovered.”   The CEI Social Media Team at McDonald’s has partnered with Lithium to help drive customer recovery on Twitter. McDonald’s began using the LSW platform in January 2014 after a successful demo of LSW at the end of 2013 showed that the platform could help drastically increase the number of customer service Tweets the team was responding to on Twitter.   Prior to Lithium, McDonald’s CEI Social Team was only able to have one “queue” where all of McDonald’s customer service related Tweets would filter into. Having only one queue caused the Social Team to spend a large amount of time filtering through the Tweets, and assigning Tweets to the appropriate teams within McDonald’s. Additionally, the Social Team was fairly limited with searching, filtering, and routing capabilities, which ultimately affected the number of Tweets the Team could respond to.   Lithium has drastically helped the CEI Social Team bring in AND respond to more customer service related Tweets while maintaining reasonable response times. The CEI Social Team’s ability to respond to more customers on Twitter has led to greater customer satisfaction and loyalty, as displayed in customer Tweets below.              The CEI Social Team has been able to use Lithium’s functionality to automatically route Tweets to the appropriate team/queue (for example, international Tweets automatically get routed to Global Team, etc.). The CEI Social Team has also been able to use Lithium’s functionality to setup a “Proactive” queue where we’re capturing Tweets outside of @mcdonalds and @reachout_mcd. For example, if a customer Tweets a customer service issue without using one of our Twitter handles, we’re now bringing in and responding to these Tweets when we previously hadn’t- hence increasing the number of customers recovered.   Lithium has allowed the McDonald’s team to bring in 60 times more incoming messages than what the team was bringing in with the previous engagement tool.   The team has also been able to reply to around 135% more customer service related Tweets with Lithium compared to the previous engagement tool and increase customer recovery by about 4%.     Screenshot from previous engagement reporting tool:   Screenshot from LSW Export during comparable time period for queues CEI Social Team monitors:      
Company: British Gas   Entry submitted by: Louisa Martin (louisamartin) Social Media Manager- Communities Social channels: https://www.facebook.com/britishgas, https://twitter.com/britishgas Lithy category: Excellence in Customer Satisfact... See more...
Company: British Gas   Entry submitted by: Louisa Martin (louisamartin) Social Media Manager- Communities Social channels: https://www.facebook.com/britishgas, https://twitter.com/britishgas Lithy category: Excellence in Customer Satisfaction   British Gas is the UK’s leading energy supplier, serving around 11 million homes, as well as providing energy to nearly one million UK business supply points. Affordability is a key concern for both residential and business customers and our extensive coverage is both a strength and a responsibility. Our challenge in 2014, as an energy industry, is to innovate to drive growth and service excellence while continuing to work hard to win our customers’ trust. We are working with our customers to change British Gas for the better.     Genuinely Helpful customer care and Meaningful Conversations   British Gas ventured into the social media world, with  no clear direction, guidance or understanding of how to operate in this area. 18 months ago we had 4 people skilled to deal with contacts on Twitter and Facebook however, we only had 1 person responding to contacts for c6 hrs per day and this was only if calls were not busy or they weren’t needed on webchat.   Today we have a team of 16FTE responding from 8am to 10pm 7 days.   We have an always on approach and interact with commentators not only coming to our channels for customer care, but people talking about life events and situations, where we feel we can be genuinely helpful to them through personalised conversations and content. This is how we see Social Media for us moving forward:   ‘To lead British Gas to Smooth Running, by having millions of meaningful & helpful conversations...   Building trust in a brand where little exists today   Our customers are at the heart of everything we do, every time we speak with them   We asked all our followers across Twitter, Facebook and Google+ for their opinions, to make sure we could meet their expectations.   Response Times 17% of customers expect to be responded to in under 1 hour 34% want a response within a few hours 36% are happy with the end of the day 13% are happy to wait a couple of days   This points to the fact customer don’t want an immediate response, they just want the right response   What are they interested in? 62% come for customer service 61% for Energy saving tips 61% want money saving tips   This shows us our followers don’t want us to sell to them through our content but they want us to help them reduce their bills through helpful advice and information.   So how did we change and try to rebuild trust?   LSW This allowed our social care team to spend time dealing with the customer instead of filling our excel spreadsheets, whilst all our MI was taken care of by the platform.   Response Times Our customers said they didn’t need an immediate response, this allows us to take the time to make sure we do everything for the customer and as a result have set our General response time to 2.5hrs. However, we believe response times do matter, when they matter. We therefore differentiate between different situations: Vulnerable customers 30mins – Having heating or not can be a life or death situation for our most vulnerable customers. LSW allows us to recognise these and prioritise, so they are dealt with immediately. Time sensitive (appointments) 45mins – Tweeting asking us where an engineer is, when you need to go on the school run, is a priority, in that moment.   Multi-Skilled agents 74% of customers contacting us have already contact BG through another channel and have been failed by that channel, we had to make sure when they came through to us, we were the final contact. Against standard procedure in British Gas, we have upskilled the social care team across all business areas, with a target of less than 10% of contacts being transferred out of the team.   Responsive and no flushing We believe everyone who mentions British Gas has the right to have their comment read. Our care team then make the decision on whether to respond or not. We respond to 93% of comments across Facebook and Twitter and choose not to respond to continual trollers or commentators who we are in Legal dispute with.   What did our customers think about the changes?   NPS All customer care conversations are issued with our NPS survey with our key questions representing the increases below, after changing the way we work and putting the customer first:   On a scale of 0 to 10, with 0 being not at all likely and 10 being extremely likely, how likely are you to recommend British Gas to a friend, family member or colleague? -9 Mar 2014 +18 Mar 2015   What is your overall opinion of British Gas on Social Media? (Top 3 box – customers who rated us Good, Very good or Excellent) 85% Mar 2014 100% Mar 2015   How would you rate the social media team who deal with your enquiry (Top 3 box – customers who rated us Good, Very good or Excellent) and Top box (Excellent) Mar 2014 Top 3 box 80% and Top box 70% Mar 2015 Top 3 box 100% and Top box 82%   These results represent significant changes to the way our customers see British Gas and interact with us on our social channels. Agent scores and channel opinion are significantly higher than voice, email and webchat and over the next 12 months we will work with these channels to feedback how the social media way of working, can be integrated into their areas. Ownership and full resolution in one contact is of paramount importance to social media care and this is now coming through in our results.   We’re doing something with Lithium no-one else is...   Proactive conversations – We’re doing something with Lithium no-one else is...   This year we have been reaching out to social media commentators who are in situations where they need help, but not mentioning British Gas. We’re having 800+ meaningful conversations per month with people to rebuild trust in our brand. We’ve worked closely with Neerav, Luke and the LSW team to manipulate the platform so these conversations can be identified, brought in and served to the appropriate team. This activity is about rebuilding trust in a brand, where it doesn’t exist anymore. If a commentator is talking about having a cold shower due to a broken boiler, we’re intercepting the conversation with a link to a self diagnosis tool on our website. This isn’t about selling our Home Service products, this is simply about showing the commentator we can be helpful. We step away from the customer once we have sent the helpful content and don't re-engage, unless the customer asks for it. Behavioural economics show, by being helpful in these types of situation, if presented with your brand in the future, you will be perceived in a more favourable light.   LSW allows us to have these conversations with influential commentators by delivering conversations from commentators over preset Klout.   This strategy is helping us build relationships with key influencers and stakeholders and has had a +5 impact on our brand sentiment score.   Proactive Conversations These conversations are having a +7pt impact on our brand sentiment, helping us combat comments similar to:     
Company: Dixon Schwabl (representing Frontier Communications) Entry submitted by: Jessica DiLuglio    (Social Media Account Executive ) Social channel: https://www.facebook.com/FrontierCorp/ Lithy category:  Excellence in Customer S... See more...
Company: Dixon Schwabl (representing Frontier Communications) Entry submitted by: Jessica DiLuglio    (Social Media Account Executive ) Social channel: https://www.facebook.com/FrontierCorp/ Lithy category:  Excellence in Customer Satisfaction   Frontier Communications is an S&P 500 company and is included in the Fortune 1000 list of America’s largest corporations. Frontier serves predominantly a mix of urban, suburban, and rural areas across the U.S. The company offers a variety of services to customers over its fiber-optic and copper networks, including video, high-speed internet, advanced voice and Frontier Secure digital protection solutions. Frontier Business Edge offers communications solutions to small, medium, and enterprise businesses.   A focus on customer support   The company’s social media networks are primarily used for customer engagement, support and retention.   On April 1, 2016, Frontier acquired over three million customers from the states of California, Texas and Florida. To manage the anticipated volume of conversation, Frontier needed a tool that could coordinate community engagement between its 100+ customer service representatives, determine strategic workflow of responses and help the company easily serve its new customers.   With Lithium, Frontier was able to help listen to the conversation, identify pain points that customers were having and respond to the customers in a timely manner. Due to the efficiency of Lithium Social Web (LSW), social media became a key source of information for Frontier’s senior leadership. What are the main concerns of the customer? Where is the largest amount of volume occurring? How can we help the customer?   Thanks to LSW, Frontier was able to answer all of those questions and more in a timely and efficient manner. Plus, Lithium has made it easier for Frontier to prepare for business as usual conversations that occur on the page – and will help them transition forward with helping their customers at an optimal level.   LSW helps with customer retention   Frontier’s social media platform is a vibrant collection of customers and prospects that use the social channels to ask questions, seek customer support and learn new information. Since every interaction with the customer matters for Frontier, this online network is vitally important to the success of the company and its digital goals.   For these reasons, Frontier views their social media, and digital strategy, as a customer retention platform. If the customer remains happy they will continue to purchase the services that Frontier offers.   Lithium’s presence for Frontier allows its customer service team to be more efficient and knowledgeable with customers while keeping them happy throughout the communication process. In particular, the workflow operations enabled by LSW allow the Frontier team to work together while helping each customer, ensuring that customers are not seeing duplicate messages or requests.   Plus, Lithium’s data allows Frontier to stay ahead of the game when it comes to customer pain points and trending topics that the company needs to be aware of.   Frontier’s customer satisfaction results   Before the acquisition began, Frontier set a goal of an 85% SLA under 1 hour. During the first few days, Frontier looked at the data and realized that SLA was not reaching the target goal. Knowing what they were tracking at, Frontier was able to readjust and after April 5, the target SLA of 85% under one hour was met each time – it did not get back under 86%.   Other helpful metrics that Frontier was able to track were total inbound posts, volume of Facebook, Twitter and Spanish comments, response time, and top topics of what customers were talking about on social media. By being able to track volume of posts, to topics and its average response time, Frontier was able to find out how quickly customer questions were answered and compare concerns expressed by customers on social media to concerns expressed by customers calling into contact centers. This helped the company as a whole quickly identify service issues before they became widespread.   The Frontier digital management team has continually exceeded its SLA under one hour goals since April 1, and they have been able to do this despite the volume of the social media conversation increasing by 10x since March.  
Company: Comcast  Entry submitted by: Bill Gerth ( Gertht96 )  Director, Customer Service Strategy & Ops Community: Forums.comcast.com Lithy category: Excellence in Customer Satisfaction   Comcast, a Fortune 50 Company, is the largest... See more...
Company: Comcast  Entry submitted by: Bill Gerth ( Gertht96 )  Director, Customer Service Strategy & Ops Community: Forums.comcast.com Lithy category: Excellence in Customer Satisfaction   Comcast, a Fortune 50 Company, is the largest mass media and communications company in the world by revenue.  Comcast is also the largest cable and home internet provider in the United States, servicing customers in 40 states.  Comcast strives to provide superior customer service through all channels – traditional and atypical.  An early adopter in using social media in the Care space, Comcast spends considerable energy and resources developing and implementing its digital strategy. Social Care and engagement is managed within Comcast’s Care team, National Customer Operations.  Our goal is to support customers in their preferred channel while enhancing the customer experience and expanding product knowledge. While social care is still new to most organizations we quickly recognized that there are critical areas of focus to deploy a successful program. Being able to effectively measure our efforts and to tell our story to the broader organization is key to determining our impact on our business goals.    Comcast recognized the value of engaging with customers through social media early on and became an industry leader in the social environment. However, Comcast had no scalable, efficient solution that enabled employees to connect with customers.  It was difficult to understand how many resources were needed to support customer demand for social engagement.  Lithium’s solution has provided the scalable and seamless agent to agent and agent to customer workflow we required.  Comcast has been using Lithium for all social care engagement for a year and, through our robust social care scorecard, are now using social data to drive change in the organization. Among our core social care metrics are In Channel Resolution rate – resolving the customer’s issue immediately in the initial social channel – and Escalation Rate – forwarding the customer to another team for resolution.  Effective management of these business objectives requires clean, easily accessible data. With this specific, reliable data we made effective changes in our team management to consistently meet those objectives and have begun to develop scaled forecasting models. This means more in-channel solutions for richer content and increased peer-peer and self-service opportunities.  Comcast also utilizes the voice of the customer feature within LSW, achieving 100% customer satisfaction month after month. While a relatively small portion of overall Comcast customer contacts, the DMO team has also contributed to year over year increases in overall self-service, Voice of the Customer and JD Power & Associates scores. Specifically:   Since 2010, Comcast has improved J.D. Powers Overall Satisfaction +92pts (Video) and +77pts (HSD) This improvement is more than any other provider in the industry during the same period Comcast’s recent improvements (’12 v ’13) in High Speed Data have improved our ranking by +3 places Phone: All-time high rating with largest gains in Communications & Cost of Service HSD: All-time high rating with significant gains in Cost of Service & Communication TV: All-time high rating  with largest gains in Cost of Service, Communications & Billing Since 2010, we have reduced our performance gap to Top Provider by: 80pts (Video), 77pts (HSD), 58pts (Voice) Gained more than any other provider during the same period in HSD & Video The Digital Media Outreach team has been recognized for being at the forefront of social care by numerous high profile blogs, public news articles, published in numerous books and known as an industry leader within the social environment.   The Lithium tool enabled us to quickly identify opportunities to create a better customer experience.  Within three months the changes were made and scores increased significantly.  The top two KPI’s are in-channel resolution and tickets being escalated as you see color coded below. As you can see, our in channel resolution rates doubled since we began using LSW while our escalation rates have continued to decline:     SOC : The Early Warning System enables a real-time escalation and proactive response from the brand.  Due to the effectiveness of Twitter and other similar platforms, we are able to identify events almost 30 minutes in advance compared to traditional lines of support.       Below are some examples of DMO recognition in customer satisfaction.   1) http://www.socialmediaexaminer.com/exceptional-customer-service-on-twitter/?utm_content=buffereee2f&utm_source=buffer&utm_medium=twitter&utm_campaign=Buffer       2) http://www.huffingtonpost.com/vala-afshar/the-top-100-most-social-c_b_3652508.html?utm_hp_ref=tw&utm_source=buffer&utm_campaign=Buffer&utm_content=buffer4617c&utm_medium=twitter      
Company: Nextbit Contact: Kay Linayao (Program Manager, Community and Social Media)    Community: The Nextbit Community Lithy category:  Excellence in Customer Satisfaction   Nextbit has created the only cloud-first, design-for... See more...
Company: Nextbit Contact: Kay Linayao (Program Manager, Community and Social Media)    Community: The Nextbit Community Lithy category:  Excellence in Customer Satisfaction   Nextbit has created the only cloud-first, design-forward smartphone for anyone who wants to be freed from the limits of today’s mobile technology.   Nextbit was founded in 2013 by early Android veterans Tom Moss and Mike Chan, and is based in San Francisco. In order to produce a high-end, groundbreaking phone that would surmount common smartphone shortcomings, Moss and Chan brought on former HTC design lead Scott Croyle, best known for designing the iconic HTC One M7 and M8. Croyle was hired in 2014 and serves as Chief Design and Product Officer. The team has developed an elegant, cloud-first Android smartphone that will extend the storage capabilities of the phone beyond what the specifications currently allow, designed from start to finish in San Francisco.   Nexbit investors include Google Ventures and Accel Partners.   Our customer satisfaction initiatives   As a startup, we launched in February 2016 (just a few months ago). With the tools that we have, we base our customer satisfaction on community sentiment, sense of community, and top contributor nominations (quality referrals).      Focusing on scaling support   We are focused on scaling support through peer-to-peer support. Our vision for community: the first place users go for excellence in customer service.   Our metrics    Our customer satisfaction results are focused on sentiment, decreased customer complaints, and traffic to our store.   We’ve seen these exciting results in the first two months of launching our community: 21,144 Unique Visitors 79,714 Visits 12,867 Posts 531,186 Page Views 7,328 Kudos given  
Company: Ooredoo Qatar  Entry submitted by: Muna Barakat (monabarakat) Community Manager Community: Ooredoo Community (http://community.ooredoo.qa/)  Lithy  category: Excellence in Customer Satisfaction    Ooredoo Qatar is a telecomm ... See more...
Company: Ooredoo Qatar  Entry submitted by: Muna Barakat (monabarakat) Community Manager Community: Ooredoo Community (http://community.ooredoo.qa/)  Lithy  category: Excellence in Customer Satisfaction    Ooredoo Qatar is a telecomm company based in Qatar. It is the first telecom company in the country. Ooredoo is a provider of mobile services, wireless and wire-line services, entertainment services, and content services, with varying market share in the domestic and international telecom markets and in the business (corporations and individuals) and residential markets.   Ooredoo went international few years back to include eight other telecom companies in countries such as, Kuwait, Oman, Maldives, Myanmar, Tunisia, and Algeria. Today, Ooredoo serve more than 90 million people internationally.   However, our Ooredoo Community is cozy when it comes to size. We focus on Qatar’s market that has around 2 million people. We launched Community on May 2014, so we are barely one year old.   Our 2014 customer satisfaction intiatives   Every person in Qatar has at least one device or service from Ooredoo. Due to our verity of services, we have high pressure on our customer service. Although we support our customers on many online and offline channels such as our website, Facebook, twitter, snapechat, instagram, call center, and shops, but we wanted to do the extra mile and offer our customers a unique experience where they can get help from their peers. This is where Lithium role comes!   We launched our forum around a year ago, but we are already seeing it grow nicely with members, quality content, and getting picked up by Google Although we haven’t done aggressive paid campaign, so this growth is mostly organic.   Ooredoo’s initiative to always offer what is new and different is what attracts customers to it. Peer to peer, social support forum, such as the solution that Lithium offers isn’t a common trend in Qatar or even the region. Being the first of its kind has pros and cons because it is harder to educate the public about these forums. The choice of having a young female community manager is also an indication of unorthodox practice, because Ooredoo is all about the end result and not following what is common or average.   Being keen on customer satisfaction, we wanted to hit three main areas: Humanize our brand Weather you are an Ooredoo staff or regular customer on Community, we encourage the user to show his character. Our style of writing is more casual. The result? Customers started to change the image of a faceless corporate, and having names associated with Ooredoo such as the team working on Community like me, and other Ooredoo staff members. Own our content You saw a solution of how to restart your Wi-Fi device of Facebook five months ago. Today, your Wi-Fi started to act up and you need this valuable post, could you find it? With many social media channels like Facebook, twitter, and instagram, it is very tiring and sometimes impossible to find old content. Owing our content meant hassle free to our customers. And it was a win/win solution for our product team that could monitor feedback and gain market research info in a way, AND our customers who don’t have to wait on the phone for many cases. A hub for customers to share, chill, and be heard Increasing enthusiasm level toward our brand get personal with our customers, know who they are, what changes they need, and what they like to watch as a movie so we can include it on our Mozaic service, and many other scenarios.   Our results   There is a causality effect between Community and decrease in customer complaints, but we don’t think it is a direct causality.   However, we have many posts from our super-users, and active users who expressed their satisfaction, or promoted our Ooredoo services on Community countless times, such as this topic that gave a review to our most common services:     This is an example of a user (who’s not a super user) who gave review on Mozaic service. In return, one of our senior experts on Mozaic replied to every points the user gave, provided future plans, and offered beta trail chances for the user to test. Here are some of the reactions:    
Company: Telefonica Movistar  Entry submitted by: Emilio Rodriguez Menendez (UT04546) Community Manager Community: Comunidad Movistar  (comunidad.movistar.es )  Lithy category: Excellence in Customer Satisfaction   Telefónica is one o... See more...
Company: Telefonica Movistar  Entry submitted by: Emilio Rodriguez Menendez (UT04546) Community Manager Community: Comunidad Movistar  (comunidad.movistar.es )  Lithy category: Excellence in Customer Satisfaction   Telefónica is one of the world leading integrated operators in the telecommunications sector, providing communication, information and entertainment solutions, with presence in Europe and Latin America. It operates in 21 countries. As of December 2014, Telefónica’s total number of customers amounted to 341 million.   Our customer satisfaction initiatives in 2014 were CSI, NPS, Recommendations/Referrals, Noise, Average Response Time and CHI.   As such, our overall objectives have been to increase the CSI, visits, call deflection and commercial leads. See our Social ROI Titan entry for more results on visits and call deflection. In terms of our customer satisfaction initiatives, we focused on CSI, NPS, Recommendations/Referrals, Noise, Average Response Time, and CHI. All areas of our company have their own objectives that are aligned with the overarching company goals.   Improving online customer service was the most critical customer issue that we looked to solve with our Lithium Total Community implementation.   Here are the results of our top customer satisfaction initiatives: CSI: Every time a user/customer receives attention from one of our moderators, we send him/her a link to our online survey asking to evaluate the help received (this applies to cases that need to be solved by official Movistar staff in terms of needing to check the customer information in our systems). We received a stable 9 throughout 2014 and this year. We assisted 120,000 customers in 2014, and in 2015 our moderators have already helped more than 24,000 customers. NPS: In that same survey, we ask the user if he would recommend our help/attention to his friends and family. We are pleased to receive 99% positive answers. Recommendations: As a result of the excellent help that we provide our community, we receive a lot of posts praising our work. And most importantly, we have many examples of users in external forums, referring other users/customers to our community when asking for help and acknowledging us as the best channel to get help from Movistar.   http://www.gsmspain.com/foros/h967593_Operadores-Movistar_CONSEJO-Comunidad-Movistar-1004-609.html   http://www.adslzone.net/postt324695.html   http://bandaancha.eu/foros/velozinter-1709626#r2336025 http://bandaancha.eu/foros/desactivar-casilla-mensajes-1689431#r2132517 Noise: As a part of our strategy, we receive reports from our market research team in which they evaluate the noise about Movistar on the Internet. In this report, we evaluate the amount of noise and the tonality of the noise (positive, negative, neutral). Since the Community was launched, we are still the leading Telco company that receives the most mentions. Furthermore, we are the one in the telco sector that receives the most positive tonality in part due of the influence of the community (1.3M monthly visits).   Average Response Time : 6 hours, which is a significant reduction from our 2013 average response time of 14 hours. LSW : We have recently started using Lithium Social Web (LSW) as a part of our strategy to improve our customer satisfaction and achieve even better results with response time. CHI 785 : We have achieved a stable 780-785 CHI.   In addition to the above achievements, we have relocated our call centers in Spain (instead of outsourcing). We are also focusing on increasing the servicing to 70% in online channels in order to avoid expenses to our call center.  
Company: CallidusCloud Entry submitted by: Lara Golden (Director of Global Community) Community: CallidusCloud Customer Community Lithy category: Excellence in Customer Satisfaction   CallidusCloud is the global leader in cloud-based s... See more...
Company: CallidusCloud Entry submitted by: Lara Golden (Director of Global Community) Community: CallidusCloud Customer Community Lithy category: Excellence in Customer Satisfaction   CallidusCloud is the global leader in cloud-based sales, marketing, customer experience and learning solutions. CallidusCloud enables organizations to accelerate their lead to money process, a complete suite of solutions that identify the right leads, ensure proper territory and quota distribution, enable sales forces, automate configure price quote and contract management, simplify marketing automation, enable customer experience monitoring, create and distribute learning materials, deliver deep analytic insights, and streamline sales compensation — driving bigger deals, faster.   Our customer satisfaction initiatives   We had three goals when we launched the community in 2014: Reduce support costs by enabling our customers to help themselves Improve customer retention by empowering our users Encourage cross-product adoption by openly sharing product information with all customers   The most important customer issue we were looking to solve via Lithium implementation and that makes our approach to customer satisfaction a gold standard in the industry   The ultimate goal was to reduce support costs without sacrificing customer success. We are proud to have an award winning Technical Support team, but without a Community and its accompanying Knowledge Base, our customers weren’t able to help themselves. Putting a Lithium implementation in place allows our customers to get the answers they need, either from each other or from the Knowledge Base, without sacrificing the level of support. Choice is good!   Our metrics   Satisfaction has paralleled use of the community:   2014 2015 Percent change Posts 163 1899 1065% Kudos 39 384 884% Accepted Solutions 5 182 3540%   Even as the community was embraced by our customers, one metric in particular stood out: web-based engagement versus call-based engagement. Web-based and self-service support engagement is a key part of our customer success model, as our customers are happy to be able to find solutions on their own at all hours of the day. This is particularly important for a global company providing support to customers in every time zone. Since launching the Community, CallidusCloud has seen web-based engagement skyrocket to over 90% of support issues.   Finally, but no less important, we’ve see our Customer Satisfaction survey results increase from less than 90% to over 95% from 2014 to 2015.