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Your Business Priorities

 

Sales

Marketing

Service

Most websites tell you about the company's products. We'd prefer to ask you about your priorities instead. Then we can give you just the information you need to know.

The issues here are all ones that we have significant experience in addressing. Please choose a subject tab, then a business priority from the drop down list above, and we'll give you a few insights into the issue and how we can help.

Of course, if you'd rather see what we do first, you can review our core programmes on the main menu, or you can explore our Capability Building® System under "Design Your Solution" above.

Good practice blueprinting

The challengeiss blueprint

Much effort and IQ goes into writing strategy papers – to drive better customer engagement, culture, efficiency or value. The challenge is 'operationalising' that strategy into something meaningful that can be applied through the sales, service or marketing channels.

Turning theory into practice takes skill in creating words, actions and attitudes that mean something to front line teams. And because strategy papers are often written by people removed from the front line, things can get lost in translation.

Typical solutions

The first step in making the best of your strategy papers is to conduct a desktop review of all that's 'on offer'. We have years of first-hand experience in looking for issues like inconsistencies, repetitiveness, lack of glue and lack of clarity around a single vision. 

The second step is about working with front line people and their managers to sense check the strategy, and understand from their perspective what they think they need to do to make it work. 

The third step is to draw on good practice to create and shape a working plan that is easily communicated, cascaded and implemented. Our experience of implementing customer or cultural strategies in many organisations and industries allows us to do this in a way that is both efficient and effective, working closely with your own managers and staff. The majority of the work is done in consultancy-style small working groups, creative design sessions and presentations. We can also include wider bespoke online surveys to drive what language and outcomes are important to front line people.

All of this draws on the tools and services in Imparta's Capability Building® System.

Example Clients and Case Studies

Next steps

  • Use the Design Your Solution section part of this website to scope out which elements you feel you need to support the blueprinting process.
  • Contact us to talk to an expert in blueprinting cultural and service change. Even if we don't end up working together, we learn by discussing real-world problems, so we're happy to share our insights without obligation.

Complaint handling

The challenge

iss complaint handling

There can be little doubt that consumer confidence and trust has suffered in recent times. It is extremely important to handle complaints in the right way if we are to restore that trust.

However, what is often not understood when designing a complaint interaction is that customers are looking for different things. Our customer insight has highlighted three different types of 'justice' that customers look for, and your frontline complaint handlers need specific skills and techniques to deal with each of them, along with an attitude that is genuinely customer-focused. A 'one size fits all' complaints strategy will not work.

Typical solutions

Improving complaints handling typically involves training your staff to reduce tension and to have meaningful conversations with your customers. This in turn requires the creation of a customer-focused culture to inform both the content and tone of the interaction. However, it also means providing your staff with skills and techniques to identify the justice the customer is looking for, and to adapt the way they interact and the proposed solution accordingly.

The first step is to understand your customers and gain insight into what they are looking for when they complain – this can be done by analysing current interactions and letters, and enables you to tailor the frontline experience to meet your customers' needs.

The second step is to design a training programme that provides a structure for these interactions. Our proven R³ framework equips your staff to lower tension and gain trust. When you align this framework to the customer justice model, your customer insight and your brand values, it creates an environment in which the best possible resolution for the customer can be achieved.

Using our comprehensive Capability Building® System provides the change management tools and support you need to achieve a lasting customer-focused culture.

Our work typically drives KPI improvements such as increased first contact resolution of complaints, reduction in escalated complaints, reduced cost to resolve complaints and increased customer satisfaction.

Example case studies

Imparta (through its service division, Procter) has extensive experience of working with complaints teams in various marketplaces, including regulated financial services environments. Examples include:

Next steps

Lloyds TSB: 12% increase in customer satisfaction

BUPA: 50% reduction in escalated calls
  • Explore our service curriculum in more detail.
  • Use the Design Your Solution section part of this website to scope out the change management elements you need to support training in complaint resolution. You can then download a customised PowerPoint presentation to use in internal discussions.
  • Contact us to ask specific questions, or to find out more about our work in improving complaints.

Debt collection

The challenge

iss debt-collection

Delivering a collections strategy that balances the needs of the customer with the needs of your business is essential in today's highly competitive collections environment. The increased number of customers involved in debt scenarios presents new challenges in terms of analysing and segmenting debt, and deciding on a strategy to pursue. It also presents great new opportunities:

  • Increased competition for share of disposable between multiple creditors
  • Retaining current debtors as long term customers through service
  • Increasing customer loyalty

It is the interactions of your collections teams with your customers that will drive your success in competing for repayments and in retaining loyalty. Ensuring your people have the right tools for the changing face of collections is more important than ever before.

Typical solutions

Procter research has shown that from a customer point of view success is measured in terms of how well collections teams are able to:

  • Reassure me – have the confidence to have a natural, adult conversation with me and build a platform of trust that I am speaking to someone who is capable of helping me/providing value
  • Relate to me – deal with me as an individual by adapting your communication style and questions to match my agenda in balance with the company's agenda
  • Recommend/Resolve – have the credibility to shape the conversation to reflect a balanced agenda and provide me with solutions that work for me – and your organisation
Lloyds Asset Finance:
97% decrease in escalated calls. 650% increase in cash collected

Example case studies

Imparta (through its service division, Procter) has extensive experience of working with collections teams in various marketplaces. Examples include:

Next steps

  • Explore our R3 Programme in more detail.
  • Use the Design Your Solution section part of this website to start thinking about how to communicate and embed the new skills required. You can then download a customised PowerPoint presentation to use in internal discussions.
  • Contact us to ask specific questions, or to find out more about how we can help you to improve collections.

Service improvement

The challenge

iss service-improvement

Service is a key success factor across almost all industries, whether you are trying to drive consistency across multiple channels, or improve customer satisfaction metrics such as Net Promoter Score.

To make matters more complicated, there is often a tension between being focused on the numbers or focused on the customer, and the pendulum swings from one to the other all the time. This makes it challenging for front line service professionals to get the balance right on every single interaction, every day.

We work with a wide range of clients to help them engage with their customers better, in a bid to improve loyalty, build brand advocacy or maintain their reputation. The ultimate objectives vary from strategic differentiation, to delivering a stronger foothold in a given market, to improving efficiency and profitability.

Typical solutions

The first step is being clear about what you are aiming for in terms of customer engagement, then communicating that consistently to front line professionals. This is often an area that gets lost in translation; what the business leader thinks and says gets diluted and generalised as it ripples through the organisation. Operational and middle managers use their own legacy experience of what they think is right, and before you know it, the pendulum is swinging and inconsistency creeps in.

Barclays Direct Channels: CSAT increased by 10 points to 92%
Cambridgeshire Constabulary: 179% increase in calls within service levels

That's why it is important to make sure that every senior and operational manager knows what good looks like, and how to translate that into meaningful words, actions and attitude on a daily basis. This takes time and – if rushed – often breeds another layer of inconsistency.

The second step is to design "what good looks like", making it 21st century and sustainable. This means reaching out for customer insight and thought leadership that may not yet exist within the company. Changing customer demands and the complexities of how we like to be served mean that defining good is a complex task. Being "nice" to the customer just doesn't cut it anymore.

Finally, executing the strategy with front line people takes a blended effort; cascading out by email or workshop is not the only answer these days. Imparta (through its service division Procter), offers a number of strategies to help you get a new or revised customer strategy to stick. These include mapping specific customer insights to interactions in sales, service, complaints and collections, and up-skilling line managers to "own" the changes and communicate them through group or individual coaching and tracking.

Example Case Studies

Next steps

  • Explore our Service training curriculum in more detail;
  • Use the Design Your Solution section part of this website to see how we could help embed the new skills and attitudes required. You can then download a customised PowerPoint presentation to use in internal discussions;
  • Contact us to ask specific questions, or to find out more about how we can help you to improve service delivery.

Sales through service

The challenge

iss sales-through-service

These days service professionals understand the need to work in a way that balances the needs of the customer with the organisation's loyalty, business or efficiency drivers. There is always some debate about the ethics of using a service platform as a springboard to add value or sell another service or product, but if done correctly, customers are often thankful that their time has been used wisely.  

Selling through service requires an adult to adult conversation. However, most service professionals are under so much pressure to do everything (resolve the enquiry quickly, calm the customer down, move onto the next call...) that this can be challenging. Particularly as the key ingredient for success in turning a service occasion into a sale is making it a natural part of the conversation.

Typical solutions

Our Sales through Service programme provides a good starting point in this journey. However, it needs to be introduced carefully, with attention paid to the cultural and attitudinal aspects of the change required.

Our assessment products (both capability-based and psychometric) can be used to identify the best staff to make this transition, and the coaching and measurement tools in our Capability Building® System can help to embed the change and ensure that the business results are being delivered.

Example Case Studies

Next steps

  • Explore our Service training curriculum and alignment solutions.
  • Use the Design Your Solution section part of this website to see how we could help embed the new skills and attitudes required to make the service to sales transition. You can download a customised PowerPoint presentation to use in internal discussions.
  • Contact us to ask specific questions, or to speak to an expert about how we can help you to improve average revenue per customer through the service to sales transition.

Brand delivery through service

The challenge

iss brand-delivery

Companies invest significant resources in designing and communicating their brand proposition. However there are many examples where the reality of service delivery, complaints handing, debt collection, etc. have been at odds with the brand promise – with very damaging consequences.

We rarely find service professionals who want to deliver brand-damaging interactions, but through process, silo mentality, lack of skill and regulatory pressure, the excitement of the brand promise often gets diluted.

Companies want to:

  • Improve consistency in customer experience across multiple channels
  • Improve brand advocacy by delivering what they promise – focusing on the words, actions and attitudes of every single member of staff – whether delivering external or internal service

This kind of change cannot be accomplished simply by edict from Head Office.

Typical solutions

Getting service staff to truly deliver the brand will definitely need more than a "laminated card" approach, and may involve a major cultural transformation.

Your specific brand promises and customer insights need to be used to inform the key interactions in service, sales through service, complaints and collections. You need to win hearts as well as minds, and line managers need to "own" the changes and help them to stick through coaching and ongoing benchmarking.

Many of the tools and skills you need to achieve this change may exist within your organisation, but if not you can cherry-pick the most appropriate ones form our Capability Building® System.

Example Case Studies

Next steps

  • Explore the Marketing and Service section of our alignment solutions.
  • Use the Design Your Solution section part of this website to see how we could help embed the new behaviours and attitudes required to reflect your brand values. You can download a customised PowerPoint presentation to use in internal discussions.
  • Contact us to ask specific questions, or to speak to an expert about our work in this area.

Cultural transformation

The challenge

iss transformation

Achieving a truly customer focused culture is an ambition harboured by many organisations today, but doing so requires more than a boardroom mission statement.

'Culture' is a complex bundle of interactions, processes, motivations and agendas that shapes the working environment. Changing such an intangible, delicate thing requires specialist tools and skills.

Typical solutions

The good news is that cultural transformation is achievable. It needs to touch people across many levels, from advisors, team leaders to operational managers and the business leaders. Imparta's Capability Building® System provides a sophisticated yet efficient toolkit to tune in to the organisation, turn it on to the new way of doing things, develop behaviours and attitudes, and help them to stick. It addresses the real issues involved in changing culture, including common blockers such as change resistance, hard to reach audiences, and a numbers-driven culture.

Example Case Studies

  • Lloyds Banking Group - Delivering a customer-led culture (we delivered a customer focused culture across 4500 telephony staff, leading to a 12% increase in touch customer satisfaction and a 71% increase in employee satisfaction)
  • Barclaycard - Improving service levels through seven standards

Next steps

  • Take a look at the Customer Focused Cultures part of our Service curriculum.
  • Consider whether the C3 management development framework could help to provide your people with the glue that will drive consistency of approach and a positive feel-good culture.
  • Use the Design Your Solution section part of this website to design a vision for how you could effect a sustainable cultural change. You can then download a customised PowerPoint presentation to use in internal discussions.
  • Contact us to ask any specific questions you may have, or to find out more about how we can help you to deliver a sustainable cultural transformation.

Business Priority Contact

If you have an issue or business priority that’s not on the list above, please let us know what it is! If it’s in our sweet spot, we’ll aim to add a new page covering that issue, and if you like we can send you a link when we post it.
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