Customer Experience Director: "Complexity Doesn't Help Telecoms"
An interview with Charlotte Dunsterville, Customer Experience Director at Sure, a mobile, fixed and enterprise telecommunications supplier in Guernsey, Jersey and the Isle of Man.
Charlotte Dunsterville joined Sure as Customer Experience Director in 2013 to head up the customer experience division across both consumer and enterprise operations. She also sits on the Executive Committee and previously spent 11 years at Orange.
She will be taking part in a discussion titled "Quick Fire Case Studies: Innovation that Excites the Telecom Experience: Expect the Unexpected!" at the Customer Experience Exchange for Telecoms in London this week. We caught up with her in advance of her appearance.
CX Network: Can you tell us how you have developed the company's customer experience strategy since you have taken on the role?
Charlotte Dunsterville: "It's a really interesting role where I both have a strategic and operational focus. I sit on the executive committee, which brings a real focus on the customer to board decisions. And my role within the organization is really to represent the customer on the board.
"When I arrived I took on the operational team and there wasn't any strategy specifically in the role, but I scoped that out and developed the strategic remit. I brought on board both customer journey and customer insight roles. We also did quite a lot of work on mapping customer journeys and using them to engage people internally, so it really evolved.
"I brought in some classic customer experience principles, we talked about customer journeys but also insights and customer experience metrics and what we're trying to do is apply a practical approach to implementing these principles at a smaller operator.
"When I was at Orange I did a lot of work on the customer journey and I worked with big frameworks across a number of departments and products. We tried to get everything mapped down on paper. I knew when I arrived at Sure that having that kind of big matrix wouldn't work, because it took so long to map it and it would be difficult to do something practical with it.
"Instead we put in place a single page of top-frame level customer journeys and we used some of the customer insight from complaints and performance metrics to identify where there were problems - going down to a more micro level. And then we mapped out more detailed customer journeys.
"So we were able to pinpoint what areas were broken and zoomed straight in on those, and then used some of the journey mapping principles to prioritise and fix them."
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