Telstra wanted to reach its unhappy customers, solve their problems and lift NPS.

The project.

Working with Telstra data and CRM teams, our challenge was to solve the problem of Telstra's low NPS.

CEO David Thody calls customers during Check-In week

The outcome.

  • Invention of the Check-In service experience.
  • A team of 50 call centre Check-In experts.
  • Check-In experts at every retail site.
  • Data modelling that identifies at risk customers.
  • Programs of hyper- personalised communication.

CEO David Thody calls customers during Check-In week

Inventing the Check-In service.

We created a 50 strong call- centre and retail service where customers received issue resolution and right planning.

Data advocacy modelling.

An Advocacy Model with 1500 behavioural & transactional variables delivered a predicted satisfaction score for every customer. Further propensity scoring was used to prioritise the best channels and products.

Different strategies were deployed for different customers.
Over six million hyper-personal Check-In reviews were sent to customers.

A hyper- personalised experience.

A “Personal Customer Plan” was developed for every Telstra customer. The plans show staff what to do for a customer including: right products, offers, service recommendations and budgets for customer recovery.

Over six million hyper-personal Check-In reviews were sent to customers.

Tasmanian trial.

The Telstra Check-In was first trialled in Tasmania with 50,000 personalised contacts, outdoor advertising and a Check-In bus. Check-Ins were provided in retail and over the phone. Telstra achieved a positive 65 point lift in NPS.

Marketing the service.

Over 4.5 million customers have been contacted via direct mail or edm. 119,000 calls have been made by Telstra staff. 97,000 customer Check-Ins have been completed by the call centre team. 71,000 Check-Ins have been delivered in stores.