Client situation.
- Coronavirus pandemic caused major business and consumer issues globally and locally.
- Shut down of most physical branches and offices in Australia led to explosion of service queries on other service channels, with organisations unprepared to handle volumes.
- Call centres were crippled, with some consumers forced to wait up to seven hours for help.
- Client needed to respond fast to urgent consumer issues but had limited digital capacity.
- Leaders didn’t know how social media could be used and sought immediate counsel.
- Inability to manage consumer queries online threatened all service channels.
Propel’s approach + actions.
- Held crisis meeting with key stakeholders to map current state across people, process and systems.
- Developed crisis response plan identifying gaps and future areas of concern.
- Detailed role of social media to support existing teams and expected benefits.
- Sourced advanced technology platforms to quickly build monitoring capability.
- Built real-time reporting capability to keep leaders on the front foot with media.
- Provided strategic counsel to help team address potential risks and surface opportunities.
Having the CEO call out social media… doesn’t get better than that for [our] reputation!
Outcomes delivered.
- Designed an integrated approach for digital and traditional service channels to improve consumer self-service and reduce drain on valuable resources.
- Surfaced previously unseen consumer issues the CEO found invaluable during crisis.
- Identified key online influencers, enabling direct access to educate large communities.
- Repositioned the social media team’s role and value to internal teams as a strategic resource.