How Scope used conversational surveys to engage with customers, staff and volunteers
By Wayne Laws: Customer Insight Manager at Scope
Scope is a charity that exists to make this country a place where disabled people have the same opportunities as everyone else. Until then, we’ll be here. We provide support, information and advice to more than a million disabled people and their families every year. We raise awareness of the issues that matter. And with people’s support, we’ll keep driving change across society until this country is great for everyone.
When I took on this role at Scope one of my first tasks was to look at how we can engage with our customers in a friendly, fun and accessible way. The organization had used surveys before but there was never really a complete strategy around it and we had not seen much success in terms of getting people to complete surveys, or uncovering much insight from the data we did collect. We wanted to find a way for our customers to connect with us more easily, but we also need all communication tools to meet the WCAG 2.0 level AA standards for accessibility.
After looking at several more traditional survey providers, we met with Wizu and straight away I could see the value in this new way of collecting feedback through conversational surveys. Wizu were willing to work with us to ensure they met the accessibility requirements and they also met our original aims of engaging with our customers in a fun and friendly way. We also felt being able to customise the interface would help us create a great on-brand experience. The flexibility of the tool also really appealed to me as there were many areas that I could see Wizu could be utilised beyond just replacing our traditional survey work.
We had several scenarios that we could utilise Wizu in, but decided to start with our retail stores – this was done in two ways;
- Firstly, to have a Customer feedback function available on our website, with visit driven by Point of Sale marketing collateral.
- Secondly, to run some instore exit interviews through our volunteers – as customers responded better to this, it also helped engage the staff with the project.
This was so successful, we started trialling it in our services to obtain feedback measurements on quality, value and apply NPS.
We built our conversations using a range of different question types, set up some basic reactions and routing options and then made the surveys available instore via a tablet. We’ve also used people from Retail and our services as the images on bots to make it more familiar.
We launched this across our entire estate of 220 charity shops, using a store key to identify which location the feedback was coming from. To date we have an overall completion rate of 85% with customers proving to be happy to offer their opinions, with no incentives involved. We have had some fantastic positive feedback from both staff and our customers. The surveys have already started to identify product lines our customers want us to expand on and show us trends around how often our customers visit stores and the main reason behind their visits. From the insights gathered to date already, this has impacted hugely on our marketing plan for 2018/19.
After the success of the insight project within retail, we are now in the process of completing our second round of instore/ exit surveys (each round consisting of 20 shops).
We are also now using Wizu to engage staff through pulse surveys, as well as for feedback on internal events. We’ve built permanent conversations to gather insight from customers of our products and services, like the Online Community, Helpline and Supporter Care. Recently, we launched additional conversations about our pre-employment and employment support services Kick Start, Starting Line and the national Support to work service, sponsored by Virgin Media. Scope is now able to connect and engage with customers, stakeholders and internal staff on a variety of subjects with fast set-up and turn around results.
As one of Wizu’s early adopters we have worked with them to add further product improvements. One of the benefits of them being a small company is that they are very responsive to feature requests and there is always someone available.
Since using Wizu we have realised there are more use cases than we expected, as it is such a flexible tool we will continue to expand our surveys to cover our growing needs. Wizu have also added full user management functionality which will allow us to start to hand over ownership of feedback to individual managers and gain a wider buy in across the organisation.
We are also looking to start utilising the AI elements within our surveys to add an extra layer of engagement and capture more open text responses to use the text analytics to generate more actionable insight. We still find we have had some great feedback without including the AI routing but feel this would help take the surveys to the next level.
Wizu are constantly improving and expanding the product with new features and functionality coming around regularly, so we look forward to working with them to further develop our customer experience strategy.
“Wizu has become hugely important in the work that Scope does and this more engaging approach has resulted in us getting more honest feedback and has brought some incredibly useful insight.”
Wayne Laws – Customer Insight Manager, Scope
Dublin Bus were looking to identify the enablers and barriers to delivering the ideal customer experience to their users. Although already a market leader, they had identified some areas for improvement and wanted to find a way to engage with their customers to ensure their priorities matched. With over 300,000 passengers daily, they felt there was an opportunity to create loyal, strong relationships and huge potential to engage with these customers through technology solutions.
Dublin Bus had selected CXFO, a thought leading customer experience organization, to work on this project for them. After looking at several options they approached Wizu and immediately saw the unique opportunity to create an engaging, interactive survey experience that exactly matched their requirements.
Step 1: Bot Design
After discussing the overall approach and concept of the conversation one of the first areas to be considered was the creation of the actual chatbot. This was going to be more than a basic customer survey and we wanted to create a highly engaging experience. The bot look and personality was vital to encourage this engagement and be an integral part of the branding. The bot needed to androgynous in name and appearance to avoid favouring certain demographics. The name needed to be easy to say and remember and must be likeable to keep the respondent engaged throughout. After a couple of variations, ‘Charlie’ was born. A character that fit the bill and matched the existing Dublin Bus branding.
Step 2: The Conversation
Although some areas for improvement had already been identified it was important for the survey to give users the opportunity to feedback on a range of topics to give a full picture of the customer experience. It was also decided that it would be useful to offer help and advice through Charlie so the conversation was split allowing customers to feedback on key areas of service but also to ask questions or find out answers to common queries. The conversation covered questions around journey planning, on board experience and different aspects of the service. The personality of the bot was also important so reactions and responses were set up to make this more of an interactive 2-way conversation.
Step 3: Collection
Once the conversation was completed it was time to begin collecting responses using several digital touchpoints. Through their website, social media, email marketing campaigns and other mediums, Dublin Bus could engage with a large number of customers with the results coming through in real-time and a number of dashboards being utilised to identify key areas.
Step 4: The Results
Through a combination of qualitative and quantitative data, Dublin Bus got an insightful view into the experiences of their customer and identified a number of areas they could directly address. It also helped reinforce areas that the brand was performing in and helped create a better connection between the company and their customers. It challenged previous held beliefs in the organization and highlighted simple improvements that could be made to improve the CX. As well as providing evidence for long term strategic decisions.
“It is unheard of to see an average engagement time of over 10 minutes with a 70% completion rate. This type of result just simply could not be obtained by any other survey provider”
Morris Pentel – Chairman, CXFO