Delivering a superior customer experience A TNT case study
Page 4: Communicating the promise
TNT’s people meet with or talk to customers on a regular basis. They are the public face of the organisation and represent its brand values; they hear first hand what customers want or like.
TNT recognises that its Customer Promise will therefore only be effectively delivered if its employees understand every aspect of the customer relationship.
Part of setting up the Customer Promise involved communicating the change both within the organisation and externally to customers:
Employees received a letter from the MD announcing the Customer Promise. TNT also arranged workshops to ensure everyone had the same information. It organised a job shadowing scheme so employees could understand how their roles affected other staff and potentially the customer. Alongside this, various communication tools were used to refresh the messages for all employees. These included a pocket guide, a key ring, posters, an internal magazine and videos on the intranet.
Customers received new literature. These included the MD’s letter, an information pack for new customers and a regular customer magazine, as well as direct mail about the Customer Promise to 300,000 existing, lapsed and prospect customers. TNT also set up a new feedback option on its website for customers to give their views on the service.
TNT encourages its people to ‘think on their feet’. They are expected to seize opportunities and not just meet customer requirements but also exceed them. This is part of the organisation’s entrepreneurial culture. TNT encourages people to make decisions for themselves (based around documented procedures and values), rather than wait to be told what to do. This helps to give faster responses to customers.
TNT also set up an employee suggestion scheme, called I’dea. Employees can make suggestions for improving working practices and TNT can learn from its people as well as helping them to develop. This is part of its two-way commitment model.