New Client Announcement – Servelec

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Shane 150 x 150Hi, it’s Shane again announcing our new client Servelec, a leading specialist in Digital Care.

It’s been a weird month, hasn’t it? The first quarter was incredibly busy, including a number of business trips trips to the UK. It may be a while before business travel becomes a thing again but the funny thing is that we’re just as busy now. But in different ways. In January, I talked about our new Customer Relationship Quality (CRQ) programme with Invenio Business Solutions. We launched their CRQ survey to all of their global clients this morning.

My most recent client is Servelec. I was in Sheffield in March to kick off a new CRQ programme with Laura Thompson and Matt Newby. Although we are now operating remotely by telephone and video conference, I’m delighted to be working with Laura, Matt and the wider Servelec team. It is clear to me that they have an acute focus on tangibly improving lives with technology that matters, whether that be in health, social care, education or youth services.

Many of Servelec’s clients are in the health and social care industries, working tirelessly to deliver care and support to communities and patients despite COVID-19. As a result, they’ve taken the decision to survey their customers later in the year than was originally planned to get the best possible response from the programme. Understanding and engaging with their customers is critically important to Servelec and we’ll soon be helping them understand more about their relationships with their clients. Below is a little snapshot of Servelec and what they do for care providers across the UK.

Shane O’Regan
Project Coordinator, Deep-Insight

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Working Together, Working Smarter

Servelec is a UK software company and leading specialist in Digital Care. They believe in joining up health, social care, education and youth services and putting the person at the very centre of care. Servelec believes that, with the right tools and support, services can be delivered more efficiently and effectively to enable smarter ways of working.

Four Sectors

Servelec operates in four sectors:

  • Healthcare. Supporting the vision of every patient having one, fully integrated, electronic health record (EHR) to enable the very best and most efficient healthcare, operating across mental health, child health and community care settings
  • Social Care. Customer-led social care case management to manage adults’, children’s and finance cases on one platform, allowing professionals to work on the move and seamlessly integrating health and social care data
  • Education. Helping local authorities, schools and other providers to support families more effectively by spanning the full education and child services spectrum, giving one single view of each child or young person
  • Youth Services. Meeting the specific needs of Children’s Services Departments and Organisations by creating purpose-built systems that provide the right information at the right time to deliver Integrated Youth Support

 

Find out more on Servelec’s website about solutions designed to help healthcare and local government work more efficiently as they respond to COVID-19.
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If you’re interested in understanding a little more about Servelec’s Customer Relationship Quality (CRQ) programme, just contact us here.

Invenio Announces Partnership with Deep-Insight

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Hi, it’s Shane here.

I’m delighted to be working with Arun Bala, Nitin Lalan and the Invenio Business Solutions team on this great programme.

I’ll let you know later in the year what we are achieving together at Invenio. For now, here’s the official announcement of our partnership with Invenio!

Shane O’Regan
Project Coordinator, Deep-Insight

Invenio announces partnership with Deep-Insight

Cork, 24 January 2020
Deep-Insight is delighted to announce its partnership with Invenio Business Solutions. Invenio is a global leader in solving business challenges with IT solutions. This tailored programme will enable Invenio to better understand customer needs, address concerns, and implement measures to enhance relationships and the customer experience itself.

Invenio has doubled in size since 2017 and anticipates more growth in the coming years. Invenio’s leadership team recognises the business’s rapid growth, including the need to maintain core values while evolving the organisation’s culture as it matures.

Invenio’s new Customer Experience Programme will be insight-orientated and action-orientated. ‘Customer Focus’ will be at the forefront. The programme will facilitate interventions as soon as customer issues arise, and ultimately becoming key to the annual account planning process. This investment is integral to all future activities at Invenio and is a tangible commitment to integrate the customer voice across global business units.

Deep-Insight’s approach is multifaceted. It is based on the view that to achieve a truly customer-centric organisation requires a roadmap of careful planning and execution. The annual in-depth assessments will identify gaps and help build lasting customer relationships with personalised plans across each account.

At Invenio, listening to customers and strengthening relationships is imperative to delivering exceptional experiences. Ultimately, this will help Invenio achieve its core purpose of being the most trusted and valued partner in its customers’ success.

Partnership

Arun Bala, CEO at Invenio commented: “My focus has been and will continue to be on delivering success for Invenio’s customers while driving transparency and value delivery through all customer engagements. Partnering with Deep-Insight to enhance our customers’ experiences is a fantastic investment for us. I look forward to driving this initiative with the team there.”

John O’Connor, CEO at Deep-Insight: “We’re delighted to come on board and support Invenio on its Customer Experience journey. We’re looking forward to employing the skills, tools and Customer Relationship Quality methodology to help Invenio employees operate a world-class Customer Experience Programme.”

Interview with René Versluis

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Photo: Sanne Donders

Interview with René Versluis, NPS Expert

KPN is a leading telecommunications and IT provider and market leader here in the Netherlands. As well as supporting several million consumers, KPN also supports corporate customers in the areas of infrastructure, workplace management, the cloud, security, data networks and data centres.

Our CEO John O’Connor recently caught up with René Versluis, who has been responsible for running the Net Promoter Score (NPS) programme at KPN’s corporate division for several years. René is a genuine expert in running a customer feedback programme in a large corporate business to business (B2B) environment.

I hope you enjoy this short interview with René Versluis.

Pim Braat
Deep-Insight Regional Manager, Benelux

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René Versluis and NPS

John: René can you tell me a little bit about yourself and your involvement with Net Promotor Scores (NPS)?

René: Sure, John. I have worked with KPN for more than 15 years and I have had a series of commercial and sales roles during that time. In recent years, I have been a programme director for some of KPN’s strategic projects including responsibility for setting up and running its Net Promoter Score (NPS) programme for corporate clients. The trigger for KPN creating that role and asking me to take ownership was the fact that KPN values its corporate clients and is interested in their feedback in the fast developing world.

The Importance of Good Governance and Follow-Up

John: What were the first things you did when you took on this new role?

René: Leadership is important so my very first step was to create an NPS board which included many of the senior leaders in the company. We met initially every single week. This was an important step in setting the right governance for the programme.

John: Would you say that the NPS programme was successful?

René: Yes, I would say we had a lot of success with the NPS programme. We got feedback from customers but more important, we took action. If a client score needed to be improved, we implemented a Client Improvement Plan. We also insisted on closed loop feedback with each client. That means that within four weeks of a survey taking place, the account director created this Client Improvement Plan and discussed, agreed and shared that plan with the client.

Lessons Learned

John: What lessons did you learn from running the programme? Or to put the question a different way, what advice would you give to yourself if you were to start all over again?

René: I don’t think I would have changed anything fundamentally. I have mentioned the importance of leadership. The other thing that is important is setting realistic targets. You can’t change the culture of an organisation if you set targets that are not achievable.

John: How did the NPS Board change the culture in the organisation to make it more customer-centric?

René: One of the techniques that we used when people came to us with a proposition was to ask them: “What is the effect of that on the NPS score?” If you keep asking that question, eventually people recognise that any proposal or any investment needs to be made with the customer in mind. If it’s not and people can’t articulate a clear benefit for the customer, then it’s a wasted investment. I would also say that you need to work very closely with key clients – you can’t assume that you have the right answer. You must make sure the client thinks it’s the right answer.

The Future

John: You’ve recently left KPN after more than 15 years. What do you plan to do now?

René: I’m not ready to retire just yet! I think I have learned enough from my time at KPN to help other companies thinking about embarking on their customer experience of NPS programmes. Net Promoter is a great tool but it needs to be applied correctly in B2B environments.

John: The very best of luck, René, and thanks again for sharing those insights with us.