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R³ - Reassure, Relate, Resolve

What is the programme about?

Procter, the service arm of Imparta, has 30 years of experience in the service field, and our combined expertise centres around helping clients to deliver customer focused cultures. This means helping your people get on to your customers’ agenda, and tailoring solutions accordingly.

The R3 framework builds the best possible service platform that brings alive a differentiated ‘next step’ of service delivery.  From a customer viewpoint it defines success in terms of how well you Reassure, Relate and Resolve/Recommend.

If you lower tension, raise trust, individualise and personalise your conversation, it is a lot easier to find an appropriate resolution for the customer. By spending time getting all three stages right and not rushing to the resolution, you can ensure you are adding value through service.

A tailored R3 framework will be designed that reflects your specific customer aspirations. However, the three landmarks of Reassure, Relate and Resolve are core to our messages around service and sales. They work across channels, products and industries because they are based on research into human psychology and inherent customer behaviour.

Who will benefit from this programme?

R3 in its many forms is suitable for all front-line staff, whether their customer interactions are telephone-based or face-to-face.

What challenges will this programme help you address?

The issues… and how R3 addresses them:

  • Lack of customer focus. Too often, not enough time and effort is spent understanding how the customer is feeling and what they are expecting from a meaningful interaction. This can lead to them being offered inappropriate resolutions, disengaging them, and even causing them to complain. The R³ approach enables staff to more efficiently resolve customer issues and recommend customer solutions.
  • Process led service. Particularly in complex and regulated markets, processes and procedures can get in the way of listening to and understanding the customer’s agenda. By focusing on what outcome the customer is looking for from the interaction and not forcing a procedurally led solution, you can ensure you get it right the first time, all of the time.
  • Inconsistent service experience. Inconsistencies in customer experience can occur, particularly in multi-channel environments. The R³ approach is flexible across all customer contexts. Researched and developed by dialogue experts, it can provide an adaptable framework to shape all your customer touch-points.
  • Service Improvement (SI). Having a clear understanding of the type of customer experience you are looking to deliver is an important start point. How you operationalise this is the next step. The R³ model provides a flexible approach which allows you to achieve a consistent style and ‘tone of voice’ across channel – be that face-to-face, on the phone, or written word (online and offline). 
  • Sales through Service (StS). Relating to and reassuring the customer, lowering tension and building trust creates the ideal environment for aware staff to identify and satisfy additional customer needs, creating value for the customer and your organisation.
  • Complaints handling (Com.). Tension is at its highest in complaints contexts and the R³ framework equips your staff to lower tension and gain trust. This creates an environment in which the best possible resolution for the customer can be achieved.
  • Collections (Col.). Again, in an already tense environment, relating to and reassuring a customer in an ‘adult to adult’ manner leads to pragmatic agreement on resolutions.
  • Emergency call out, e.g. policing, breakdown. Emergency situations can often be dominated by process and procedures. Using the R³ framework in this context can make for more human interactions with less room for misunderstanding and miscommunication.

Some examples of results driven by R³ include:

  • 50% reduction in complaints for a global software provider
  • 5% increase in cross sales on inbound calls for a utilities company
  • 11% increase in customer satisfaction rating for a financial services provider
  • 20% overachievement of resolution targets for a government agency
  • 50% reduction in escalated calls for healthcare a provider
  • 28% increase in converted sales for a financial services provider
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Customer Focused Culture

CFC employs a ‘7 steps to change’ model, breaking the cultural change journey into key steps and ensuring focus on communication, engagement and buy-in in the early stages of the project. CFC goes well beyond a course; tough workshop-style interactions play an important part in the process


Service Improvement

SI engages participants with the vision and values and builds the skills required for superior service, providing frontline teams with a customer experience framework for both face-to-face, telephone and written communications


Sales Through Service

StS provides service staff with the skills and techniques to explore new customer needs during service interactions and guide them effortlessly through their buying decision



Com. equips staff to lower tension and gain trust and customer confidence in order to create an environment in which the best possible resolution for the customer can be achieved



Col. improves the interactions of your collections teams with your customers to increase your share of repayments while retaining customer loyalty


C3 – Connect, Commit, Capability

C3 develops the skills and behaviors of service team leaders to build better staff satisfaction, engagement and efficiency. The C3 management development framework will provide your leaders with the glue that will drive consistency of approach and a positive feel-good culture


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