Process Improvement

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Client: Mobile phone network

Issue: Credit control process improvement

Our client had seen a significant increase in customers getting into debt and subsequently defaulting. They wanted to overhaul their approach. However, they did not know whether their current approach truly was ‘broken’ or whether their poor performance was just a consequence of the recession. They also did not know what aspects of their process were most important to focus on, or how to improve them. They wished to understand whether competitors were performing better and, if so, how.

White Space results:

Our market analysis showed that one leading competitor had actually reduced customer debt levels recently. They had done this by overhauling their approach towards a much more segmented and proactive model. We recommended that our client do the same. This recommendation has recently been implemented, and our client’s debt KPIs have begun to improve.

How we did it:

    • White Space used primary research to analyse the approaches of 3 other mobile phone networks and 1 fixed line only provider
    • What is their overarching strategy for debt management? Why?
    • Do they take a segmented / prioritised approach, or is all debt treated equally?
    • What proportion of their customers go into debt?
    • What proportion of debt is collected?
    • What is their debt collection ‘process’?
    • When and how do they engage external debt collection agencies?
    • What letters do they send out to customers?
    • Do they communicate/ contact customers online, by phone or F2F?
    • How ‘aggressive’ are they?
    • Are similar propositions compelling?
    • Have similar propositions been successful?
    • What do our client’s customers think of their retailer partner?
    • Which services offered by the retailer would they love to see in a broadband bundle?

Our research methodology was based on the following:

 

  • 300 interviews with customer facing staff of the competitors (via mystery shopping)
  • 15 interviews with senior staff recently employed by the competitors
  • 50 debrief sessions with competitor customers who had been in debt and had kept copies of communication materials sent out