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IN DISCUSSION
WITH STARHUB’S
MANAGEMENT
Q A DIANA LEE
Senior Vice President
Customer Service Experience
How is the Customer Service team supporting
the Company’s growth?
Customers demand high service standards; we demand higher standards
from ourselves. Our journey to improve customer service is a continuous
one. The first phase began when our retail and customer service outlets
merged as one in late 2013. The second phase was when we focused
on building a solid foundation, and creating the various channels and
processes to better support the Company’s growth.
In early 2015, we began the next transformational phase to meet changes
in the industry and customers’ lifestyles. Dubbed ‘Retail and Service
Transformation (RST) 3.0’, the vision is to deliver ‘Simplicity of Choice’ for layouts or jazzy displays. It is a thorough look at how
both customers and our team of customer service agents. The goal is to
improve our service, customer loyalty, and thereby, profitability.
To better gauge how our team is doing, we started using the Retail Net
Promoter System (NPS) to measure our customers’ experience and loyalty.
From a score of 1.4 in 2014, it improved by leaps and bounds to 30.5 by
end 2015, even as cost was tightly controlled.
The change in the NPS score was big and underlying this change was a
significant shift in the way we engaged our customers as well. For one,
there is a growing move towards heavier use of the online platform for
customers to better engage with us.
While the online channel is increasingly important, it is but one way
customers can choose to interact with us. They may call, email, tap into
the My StarHub app and self-service or drop by our retail stores. We are
aiming for an omni-channel engagement approach. Our customers can
expect seamless continuity in the service provided by us regardless of
which channel the interactions might take place on.
We do appreciate that a seamless integration across the different avenues
might be a complex undertaking. The rise of social media has created new
channels via which customers can make their views known. So, there has
been a lot of attention on how social media platforms can also augment
and enhance our overall customer service levels.
We believe the physical stores will still have a key role to play under the
different store categories. Some are our own stores, some are our channel
partners. Steps are underway to enable our partner channels to support
both sales and post-sales needs of our customers in 2016.
RETAIL NET PROMOTER
SYSTEM (NPS) 2015
30.5 score
From a score of 1.4 in 2014, it improved by
leaps and bounds. NPS is used to better
gauge how our team is doing in rendering
service to our customers.
Our new StarHub Signature Experience stores,
a key pillar of RST 3.0, are not just about new
we can improve the customer’s journey through
understanding their needs when they visit us so
that our staff can proactively engage them in a
personalised and seamless manner. We plan to
complement the face-to-face interaction at the stores
with the relevant digital channels, so that customers
may, for example, self-help and get what they want in
a more efficient manner.
In addition, we have been improving the quality of
our field workforce, the Hub Troopers. They provide
the technical fulfilment for our customers, and they
are the face of the Company when they do so. We
impart technical expertise as well as provide soft-skills
training and equipping them with tools to automate the
fulfilment functions when they carry out their tasks.
Our Hub Troopers team is an important asset to the
Company and we aim to leverage them, together with
all our other frontliners, to keep our customers happy
and delighted.
Some are our own stores,
some are our channel
partners. Steps are underway
to enable our partner
channels to support both
sales and post-sales needs of
our customers in 2016.