End-to-end lifecycle management enabling process enhancement

We ensure engagement with the client’s customers throughout the year. For example, we call:

• To extend special offers
• To inquire why customers have not used their membership at three-, six-, and nine-month intervals and offer booking assistance, if required
• For celebratory life events, such as family birthdays or anniversaries

The calls strengthen and enrich the connection while personalizing the experience. As expected, our approach to engagement has had a positive impact on the client-customer relationship and customer satisfaction. Customers actually express appreciation for the calls and show more interest in loyalty membership renewals. The positive customer sentiment led to a significant increase in revenues.

Predictive data analytics strategy to drive data-driven, result-oriented decisions

Data is the backbone of all decisions made on this account. HGS has a dedicated data-reading team to identify gaps, ensure accurate reporting, and generate predictive analytics.

We rate customer leads based on predictive analytics. Our lead scoring is based on the demographic data derived from a statistical model studying the variables (e.g., history of sales made and not made). The formula provides details on which customer is most likely to answer our call.

We classify, based on demographics and behavioural histories, renewal-eligible customers using predictive analytics. The segments with customers who are most likely to buy are contacted with a plan targeting renewals.

We use predictive analytics for new customer acquisition. We use historical data about customers who answered our calls, but have not yet made a membership purchase. We study customer interaction data patterns.

Offline advertising, expansion to digital channels and prospect database sourcing

HGS suggested offline advertising to the client. The offline campaign included a “missed call” option whereby customers could register their number by calling and disconnecting as soon as it started ringing. HGS then contacted these customers to enroll them in the client’s loyalty membership program.

The client was not involved much in marketing and advertising before partnering with HGS. To meet the client’s customer acquisitions expectations, we turned to digital channels such as Facebook and Zomato. Once prospects click on a Facebook ad and provide their details, we call them.

To acquire more new customers, we source a list of those who frequently visit the client’s hotel restaurants. We conduct a recency frequency monetary (RFM) analysis on this data and study aspects such as the last visit, the amount of money they spent, and the frequency of their visits. The results help create more personalized interactions.

New CRM system

Before HGS was engaged, the client was not using a CRM. Historical customer interaction data was present on the dialer, but was silo’d and not captured logically. There was no one-stop-shop for all the customer data.

HGS built a CRM built to eliminate these problems and to end the practice of blind, traditional cold calling. Once the CRM was added, we used analytics to make informed decisions based on customer preferences and propensity to buy. We call them at the best time and track their “do not call” status in the CRM, for example.

Emphasis on quality

To ensure quality, we conduct audits, provide feedback to agents, run calibrations (on what went well and what could have been better), review call recordings with agents, ensure agent behavioural governance on calls (red alerts are sent to supervisors on negative behaviours), and provide Training Need Interventions (TNI).

We also conduct real-time sale audits for 100% of calls, which helps protect and preserve the client’s brand. When an agent gives a customer the wrong information, we follow up and make correction calls to rectify the error.

Our process and procedural emphasis on quality ensures we achieve 100% in six out of eight key customer critical accuracy parameters, with a 44% increase in quality scores.