Colebrook Consulting: enabling competitive advantage

enabling competitive advantage

Client Profile

• 400 Staff globally
• $60m Turnover
• Global client base
• 24/7 Support
• Technology driven

Customer Service
Customer Experience Process Enhancement

Customer attrition reduced by 82%


Service renewal revenue rates held or bettered in 91% of cases


Customer satisfaction measured and reviewed


//.what our clients say

"“Colebrook’s knowledge, dedication and support for the 'customer experience' was instrumental in our accomplishments in service improvement.”
- Managed Service Provider


Managed Services Provider



Customer satisfaction had been identified as a major issue within this organisation, particularly within the customer facing Support Division. Recent feedback from clients had been very poor. The resultant knock on effect to the business had been:

  • an increasing and accelerating customer attrition rate
  • service fees at renewal being negotiated down more aggressively by clients due to poor customer service and statistical back up
  • new sales were becoming harder to come by as existing clients were reluctant to act as reference clients
  • a weakening of this company’s standing in the broader marketplace


In recognising the scale of the issues, our approach was designed to be pragmatic in deployment in order to quickly and dramatically arrest the increasing dissatisfaction with a view to also then reducing the financial implications of these issues.

The three main strands to the initial phase of the engagement focused on customer, process and management.

Customer: With the existing clients we focused on what was important to them and in particular why they had become dissatisfied. We set ourselves the objective of truly understanding from where the negativity emanated and more importantly, how we could confirm when we would know when it had been neutralised. Throughout this phase, Colebrook also assessed their appetite for additional customer experience based interactions.

We were able to speak with a number of former customers, who whilst critical in certain regards, felt that the situation had not been managed effectively and their concerns had not been appropriately addressed.

Process: we were keen to understand the constituent parts of the process, where they did/did not align with customer expectations and how that would be having an impact on the customer satisfaction.

It also became apparent that customer satisfaction nor many other typical SLAs were not being proactively measured, therefore it was was more a perception of failure rather than a substantiated fact. Ironically this lack of measurement had come about due to the excellent feedback received much earlier in this business’s life, helping create a degree of complacency.

We also assessed the utilisation of appropriate IT within the business and where it could be further exploited. In a number of areas this required zero investment and merely a change in business practice.

Management: It was felt that the management of this area needed some additional support and focus in that whilst very capable, this enterprise was experiencing significant growing pains. The business was now of a sufficient size and scale to merit identifying appropriately skilled resources who would be given the opportunity to own and manage functional units as a “specialism” rather than an adjunct to their day job.

Results Highlights

  • customer attrition reduced by 82% in one quarter
  • $$ rate reductions avoided in 91% of renewals
  • First contact resolution success rate increased by 48%
  • key customers invited to participate in an on-going customer experience programme
  • customer interaction processes streamlined
  • customer satisfaction indices established
  • touch points and processes defined and gaps addressed
  • in-house resources re-skilled and re-assigned to better meet the client’s need
  • the creation of a customer centric culture
  • recognition of differing customer expectations by region/culture
  • training provided on expectation setting
  • departmental and customer oriented metrics established in order that performance could be measured on a consistent basis
  • service management process and team established aligned with “most valuable” clients
  • differentiated service offering established