When we talk to new companies about what our best clients believe about an Effortless Experience Journey, we share some common themes:

  • We have a research-based approach, stemming from The Effortless Experience, Conquering the New Battleground for Customer Loyalty (Portfolio/Penguin, 2013).
  • Learning and development best practices are incorporated into our process to ensure all learners experience real behavior change – applying the skillset they learn in the classroom years after the initial training.
  • This isn’t just a training program, it’s a transformation of your service and talent strategy.  That means this is a comprehensive change initiative that focuses on QA, supervisor coaching, and your rep service approach. 

But no two clients are alike, so sometimes it is helpful to hear it directly from the leaders who are working to bring the Effortless Experience™ to their organizations. We recently held a panel discussion during our 2020 Virtual Summit.  Our clients discussed their best practices and lessons learned from their journeys to reduce customer effort.  We invite you to watch the replay, but in case you’re short on time, we’ve curated several answers to the very important question: “What motivated you to adopt an Effortless Experience™ strategy?”

HIGHLIGHTS

Brian Fenerty from Indeed Hire approached Challenger after reading about the different rep profiles (as featured in this HBR article).  “We were looking for a talent assessment, wanted to hire controller personalities.  What we found is that there are greater solutions to be found.” In other words, simply hiring controllers wasn’t going to transform their business – they needed to move their quality program to less of a checklist approach, implement a new coaching model, and upskill their reps rather than hire a specific profile that they hoped would naturally be better at the job. 

Like many prospective clients, Marian Favors, Director of Customer Support at KARL STORZ, read The Effortless Experience (our 2013 book) and took a DIY approach. Their scores improved but then plateaued, and Marian wasn’t satisfied.  “We always looking for ways to improve the customer experience.  The customer experience is not stagnant.  So as the customer demands evolve, as an organization we also have to evolve.”  She approached the Effortless Experience™ team at Challenger to continue her journey (it must be noted that she refers to us as “the big guns” in her testimonial and I’d be very happy if all clients adopted that terminology).  With our partnership, her team evolved their DIY training into our Effortless Experience™ Capabilities Builder certification program for reps, upskilled the supervisors in the Coaching Capabilities Builder, and modified their quality checklist to a flexible competency model.  As a result, their customer satisfaction scores jumped up 43 points (as featured in their case study).

Lea Harpster, VP of Customer Service at Thomson Reuters received an inquiry from her manager on their service training, which led her to source a more formal external training offering and hopefully increase their scores.  She and her managers had recently finished the book, so rather than calling around or doing an RFP, they all agreed to “call Challenger and use the Effortless Experience™.  It seems like a no-brainer.  And I really like the approach…[it’s] a talent development program and it really is a win-win. Your representatives feel invested in when you use this program rather than feeling controlled by having to say things through a script…I like that it’s a win for the business, the customers, and the employees.”

If you’ve read all the way to the end, you’re probably ready to learn more about how to adopt an Effortless Experience™ talent strategy at your service organization.  Please reach out to us at https://www.challengerinc.com/contact-us/.


Amy Smith

Amy Smith is a Client Director at Challenger’s Effortless Experience™ team. In her role, Amy implements several tailored product offerings designed to help companies grow in their journeys to becoming low-effort service organizations.