00:09
Ciaran
Hello and welcome to Customer Friendship Conversation, the show where we bring you the latest trends, tools and insights into delivering customer experience as it’s meant to be. I’m Kieran Nolan, and I lead relationship management Dixa. In this episode, our customer experience here is Luke Bishop. Luke is the Head of CX at Katkin, a fresh meal subscription service for cats. Katkin offer a premium product and with that, customers expect a premium service. It’s easier said than done, though. But based on their amazing Trustpilot score at CSAT, it seems like they know exactly what they’re doing. So how do they do it? Here’s Luke to explain it all. Hi, Luke. Welcome to customer friendship conversations. Thank you very much for joining this week. I’ve been excited to have you on board because I know you are very opinionated when it comes to all things customer experience.
00:57
Ciaran
So thanks for joining us today.
00:59
Luke
Yeah, thank you. I’m very excited to be here. Really looking forward to having a chat.
01:04
Ciaran
Great. So, look, why don’t we kick off? I know you’ve been in Customer Experience for quite some time as a real passion area for you. Why don’t you tell us a little bit about your background and what you’re currently working at?
01:15
Luke
Yeah, absolutely. So working in customer experience service teams for the last ten years the last five years, specifically looking at quite early stage startups, and it’s been a priority, kind of looking into how do you deliver high quality customer service. Without massive budgets, where you’re growing quite significantly month on month and really being quite agile and quite scrappy to be able to adjust to customers needs when you’re in that environment. So, currently Head of Customer Experience at a company called Katkin, which is a fresh meal plan subscription for cats. And what we’re sort of aiming to do is change what we consider to be the standard for Cat health, specifically looking at what we feed our cats day to day and providing them with something that is just better than what you can get in the supermarkets and isn’t nutritionally balanced like what we do.
02:08
Ciaran
And I know that you and I have had many conversations, some nice nights out at Dixa events and whatnot you have been around the industry. So you were in a mattress in a box company for a while and now you’ve come to Katkin. It’s the same role but very different products. How have you approached that in your career?
02:28
Luke
It’s been challenging. Right. Change industry and you get different expectations from customers. And I think things like price point as well as the product itself makes a huge difference on your customer experience strategy and how you handle your customer experience. And that ranges from your SLAs through to the type of people that you on board, because you want to get a type of profile that aligns with the customers that you’re going to be acquiring based on the industry. You’re in. I think ultimately you have to really look at what your customer is telling you. So like MPs data survey results to understand what your strategy for customers should be as you move forward.
03:04
Ciaran
Have you found that you’ve been able to put that same type of plan in place in each organization you’ve gone to? Or what are the kind of tweaks that you’ve had to make along the way?
03:12
Luke
I think there is somewhat of a formula that you can replicate place to place, but understandably differences you need to make. I think ultimately, no matter where you good customer experience is good customer experience, right? When you call up or email or come through social media, if you’re speaking to someone who’s engaged and interested and genuinely is there to help you’ll notice. I think where the changes and differences come is it goes back to that point of where does your brand or company sit in comparison to that kind of industry you’re in? So say at Katkin, we’re a premium product. It’s slightly more expensive than kind of what you could buy via the supermarket shelves. With a premium product, you’re expecting a premium service. That means faster, SLA, turnarounds, less, kind of handing off to different tiers of customer service, which you see in a lot of industries.
03:58
Luke
The same applied with the mattress in a box kind of industry because of the price point you’re paying. You’re talking up to 1000 pounds. People again expect a level of service because the amount of money they’re spending. If you’re in a premium product or a luxury product industry, there’s a lot of replication in terms of the expectation, but you’ve got to adjust for tone of voice, your brand kind of how you push it out, because of the kind of customers you’re going to require and making sure that you’re talking to them in the way that is going to resonate with them.
04:28
Ciaran
So Luke, why don’t you tell us a little bit more about Katkin and what the organization does.
04:32
Luke
So we provide cat parents with fresh meals and we do that on a rolling subscription. So every 28 days you’ll get 28 pouches of Katkin fresh meals. And what we do is we take fresh human grade in quality ingredients like chicken thighs and liver, that we then mince meat, up steam, cook, and then freeze. And that’s sent out to customers on a monthly basis. They store it in their freezer, defrost it, and then feed as their cats. And it’s all meat and ingredients that you or I could eat.
05:06
Ciaran
So when you think of when you’re doing and you’re running a customer experience organization for this very special subset of clients, I guess the cats are your clients in some circumstances. What kind of approach do you take to customer experience in the organization?
05:23
Luke
We’ve got almost two customers, right? We’ve got the cats and then their cat parents, which means that we have to really look at both. Obviously the first part is producing a product that cats absolutely love. So we spend a lot of time on that side, which is not my side, but certainly a lot of time goes into product development and making sure cats absolutely adore it. But also, how do we keep cat parents happy, how do we manage their concerns? Because a cat can’t give you direct feedback, so don’t know how transitioning into a new food is going. They can’t tell you how much they’re loving it or not loving it or anything in that world. So we need to kind of be there and be a holding hand for cat parents as they’re going through the journey of joining Katkins so that they feel supported, that they feel like they’ve got everything they need.
06:05
Luke
Cats are notoriously fussy. It is a change to move a cat from one food to a new food and making sure they’re supported throughout that journey is pivotal.
06:14
Ciaran
You think of both cat and customer retention, which we know is the key challenge for subscription based businesses. How have you and the organization gone around doing that and rolling out programs that ensure that the onboarding process is as seamless as possible?
06:30
Luke
So I’ve been quite lucky. I think customer being at the heart of everything we do is something that I came on board and it was already strong and I think from inception it’s always been customers are the most important part and we need to make sure we nail that side. So we put a lot of time and effort of honestly doing what I think I consider to be the basics really well. So we’ve got four hour SLAs on emails, we’ll reply to your emails, we answer 100% of all calls and if we do happen to miss it because we’re a little bit busy, we’ll call you back immediately. And I think doing things like that means that you feel supported as a customer and it changes compared to a business where it might take 24 48 hours to give you a reply.
07:13
Ciaran
And I know the types of people you hire are really important to the organization. You really can really go that extra mile in hiring. It would be really interesting to get an understanding of how you approach hiring as a senior leader in customer experience.
07:28
Luke
In any business right, it’s important to get your hiring right. But I think a brand like Katkin, where what we do is quite specific, it’s more than ever you have to have a cat before we’ll look at your application. It sounds quite harsh or quite bizarre, but I think you’re going to spend a lot of your day talking to cat parents about their cats. And if you can’t resonate with that and you haven’t gotten the experience of that, it makes it really hard to kind of empathize and give them support and almost share your experiences as well. Let them know that you know what it’s like when your cat’s being super fussy or when they come over to you and they give you 5 seconds of love because they find inside they want it and then go away again. I think having those conversations on a human level allows us to build a brand that the conversations between agent and customer aren’t transactional, they’re not robotic.
08:20
Luke
We empower our agents to have a human conversation along the same time without arbitrary quality scripts, where we have to intro with certain terms or you have to sign off with certain terms. It’s more about actually how can you have a human conversation between two cat parents that adore cats and cat can.
08:38
Ciaran
Also offer a really cool scheme if you are to adopt a cat. Can you tell us a bit more about that?
08:44
Luke
Yeah, we want to encourage cat parenting and I think there’s lots of cats sitting in shelters or don’t have homes. So what we offer is two weeks off if you adopt a new cat, as well as a 500 pound payment which helps you towards insurance payments, treats, toys, the kind of stuff that you need and need to acquire when you enter that world of parenting that we think is super important.
09:10
Ciaran
Amazing really getting behind the whole mission, which is really fantastic to see. And I guess as an organization as well, you mentioned cat shelters and whatnot. You obviously have a social impact arm in the organization as well, which I presume your customers really get behind.
09:26
Luke
Without a doubt. I think we see a massive amount of feedback from our customers around, one, the health benefits they now see in their cats as a result of feeding a fresh tailored diet, as well as just like more energetic, thicker coats. Like, we’re not here as a medical solution, but we are seeing cats that are now healthier than ever. We do a lot, we work with shelters, with charities, so we donate quite a lot of money to the cat welfare group on a regular basis.
09:59
Ciaran
I can imagine for your team members in particular, it must keep their engagement very high to be doing something that they, they genuinely love. Do you measure that or how do you look at that as an organization?
10:11
Luke
I mean, on the immediate front, our turnover is significantly lower than what you’d expect for a customer service team. I think it’s universally accepted that you retain, say, like, frontline agents for 6 to 12 months. I’ve got the majority of my team sitting at two years, two and a half year service, which, given that Katkins only been around for a little over three years, means that they’ve joined and just not left ever since.
10:34
Ciaran
Amazing.
10:34
Luke
Yeah. We’re not quite big enough to do departmental engagement surveys yet because you’d be able to identify who it is relatively easily, but we do them company wide and that’s something that’s looked at on a quarterly basis and we look at how we can improve on the feedback that comes off the back of that. But outside of that, I think and where a lot of teams, in my opinion, go wrong, is keeping them in the loop and feeling like they’re not siloed out on the side of the business. It’s about making sure that they’re understanding the key metrics of the business. Right. Like when we’re talking about revenue, we’re talking about CM, margins, things like that they understand how their role feeds into it and how what they’re delivering is changing retention numbers or customer satisfaction numbers, NPS scores. And it’s, I think, yeah, absolutely pivotal to make sure that agents understand the role they do and how beneficial it is.
11:22
Ciaran
How do you approach ensuring your team know where the value is that they’re adding?
11:26
Luke
I think the first thing is sharing customer feedback. So we see tons of it via NPS, via Trust Pilot, via CSAT surveys. We talk to our customers on multiple different occasions, asked how their experience has been, and making sure that they see and they have visibility on all the times they’re called out for genuinely changing a customer’s perception or turning a not so good situation into a positive one. On top of that, we do biweekly, town hall, all hand type meetings that are just say, me talking to them around, kind of breaking down the business metrics and relaying it back in terms of how their job directly impacts it and putting numbers to it. Right. I think it’s quantifying their success and how it relates to the business success.
12:07
Ciaran
And I know look at a dinner we held here in London for part of our customer base. You spoke a lot about your ability to really put customer experience front and center with the executive team and position the team as a value center as opposed to a cost center. What would be some of the things you were doing there and what are some of the things you’ve done there to kind of really position your team as being absolutely vital and a key part of the business, meeting their goals at that executive level?
12:39
Luke
Depending on the business, it’s hard to get, say, tech resource or position yourself against a marketing team in that fight to try and get buy in. For me, I think all six leaders almost need to take an unrelenting, quite aggressive approach to make sure that the voice of the customer is heard and that we’re putting every business says we put the customer at the heart of everything we do but hold your business leaders to account that we actually do. Put them at the heart of everything we do and said be unrelenting in that. But I think you’ve got to know your audience when you’re doing that. So depending on who you’re talking to, you should be adjusting your use of terminology or otherwise to put it in a language that resonates with them, right? So if I’m talking to an operational leader, I wouldn’t talk about how it drives retention or lifetime value or AOV or anything like that.
13:25
Luke
I should be talking about how it’s going to drive out waste processes or how what we do drives cost efficiency. Because again, they’re an operational leader, not a marketing one. And the other area, I think, is making sure that the head of CX or your CX leader, wherever they are, needs to have a seat at that table. So whether it be in your weekly business reviews, your monthly reviews, however it is pushing for that, how are we meant to make changes that impact customers positively if your CX leader isn’t sitting at the table where decisions are made?
13:56
Ciaran
And I think that’s a key thing with a lot of the businesses we work with here is that the CX leader is seen as virtually part of the executive team and bringing that voice of the customer back to the organization, which is really great to see. And I think one thing that’s exceptional, what you’re doing is your ability to answer emails in 4 hours, to pick up phone calls super quick, to be where your customers are and on those channels. How have you been able to get the organization to that level of rigor?
14:27
Luke
It takes graft, there’s no doubt about it. And I think there’ll be a lot of people listening that will go you can probably just throw money at it, right? Anyone can get down to a four hour email SLA if you just hire a lot of people. I think that’s where my role has been specifically critical is it was easy, say, when I joined to hit a four hour SLA, when there was only a couple of customers coming through every day, not actually a couple. Whereas now it’s in the hundreds, if not thousands, trying to get the same level of service at that scale without absolutely breaking the bank. You’ve got to really look at the operational efficiencies and how you can drive a service. So there’s been a number of things that I kind of have in my toolkit to do that, one of which is dixos, I think, the way that works and being able to drive productivity through a toolbar for the agents that assigns calls, emails, chats, whatever the channel on a one in one out basis.
15:19
Luke
I found historically anywhere between 18 to 23% uplift in productivity. The second is outsourcing, but doing it right. I think outsourcing in our industry has come a bit of a dirty word and it’s working out. How do you do it in a world that doesn’t compromise on your customer experience but also allows you to increase headcount and have a large pool of agents at a lower cost? And I spend quite a lot of time with the rest of the business. So looking at with tech teams, marketing teams around. How do we improve the experience so that either people aren’t talking to us if they don’t need to be, and that’s not because we don’t want to talk to them, but because we want our service to be so easy and pleasant to use that you don’t need to speak to us if you don’t need to.
16:00
Luke
So I work with our UX and product team to make sure that the website is easy to use and that it’s easy to make changes to your account and that you can really use it as a self service product, as well as looking at our, say, CRM flows and what happens after the fact. So the customers have got all the information they need. We put a lot of time into our post purchase FAQ, so we utilize Allevio, which has provides contextual information throughout the website so that if you want to know what postcodes do we deliver to, you don’t have to go off the page to find that information. It will present it to you whilst you’re on that delivery page. If your business grows two, three, four, X, your contacts shouldn’t grow two, three, four, X. You should become more efficient and learn from what the contacts are coming through.
16:42
Luke
So I put a lot of time and effort into looking at the data that’s coming in and how can we make that experience better. So it didn’t result in a call or an email or a social comment.
16:52
Ciaran
And you mentioned when you were talking there about Dixa and how Dixa has helped you achieve these 18% to 23% Efficiencies. I know you also mentioned Elevio, which is a Dixa owned company and part of our product suite. I know that Kakin is actually the second organization you’ve brought Dixa into. How did you come about partnering with Dixa in the first place?
17:14
Luke
So were at the point where were coming towards the end of a contract and needed to review whether the current tool was the right tool or whether we looked at a different one. So went through a fairly robust process of going through demos, reviewing it against a chart of kind of what our needs are, and landed on ultimately that Dixa was the right choice. We needed something that took away that choice. Paralysis that comes from having a queue of two, three, 4500 emails, however much it may be, and presented work to an agent rather than had them looking for work. I think that in itself, and I think anybody listening that anyone I’ve spoken to in the same industry will say the same thing. If you have a queue of 200 emails, people go in there, they take ten, then they’ve got those ten, and then they’ll spend time reading through those ten before replying to them again.
18:02
Luke
And it slows everyone down by having to search for work rather than having work assigned to you at a previous company. We used Dixon for about two years before I left. So when I joined Katkin, it wasn’t an obvious choice. And when I say it wasn’t obvious choices, I think it would be a mistake to assume that one size fits all. But having gone through a very similar process again, and a robust process of reviewing it versus Katkins needs, in a world where we service subscription customers rather than a bed in the box customer, it still hit and resonated again that it was the best option in the market for us.
18:35
Ciaran
Well, we’re delighted to have you as a client. I get the sense, and I think I know you’re very much a goals orientated person. What were you looking to change or achieve in terms of customer experience?
18:46
Luke
At Katkin, were already doing everything that I really want to champion, which is putting customers first and driving a genuine great customer experience. Right. I think lots of companies talk about doing it, but whether they actually do it, I think it’s a different conversation. So when I came in, were already at that four hour reply time, were already answering 100% of calls. And I think the goals for me were, how do I scale this up? Right. When I joined, we had six, seven agents. We’re now sitting at about 30 agents and it’s working out. How do I scale that up? Because it’s not sustainable. So on boarding Dixa and a few other operational changes, the whole goal was, how do we maintain this bespoke service that we’re offering at a small scale, knowing that we’re going to grow and we’re growing quite significantly month on month, year on year?
19:32
Luke
And that’s what I kind of spent the first six months looking at, was, how do we make this non fragile customer service department that isn’t going to suffer if we grow month on month, but also still maintaining those high quality service levels?
19:46
Ciaran
And I guess the industry you’re in, particularly delivering pet food, it’s really important that, I guess, it gets there on time and that everything works well and that you have as seamless as possible logistics operation. But I guess the same can be said if you’re delivering fresh flowers, if you’re delivering meal boxes, if you’re delivering fresh plants. What would you say is the unique thing within that type of fresh industry that you have to factor in when you’re planning to run customer experience or business like that?
20:20
Luke
Yeah, it definitely comes with its challenges that you don’t see if you’re in an industry where you’re sending something like clothing, for example, where there’s not that sort of time frame, that’s quite sensitive. What it does mean is, I think, two areas where we put a lot of focuses. One, you’ve got to be quite proactive, so we put a lot of time and effort into monitoring our delivery dashboard so that if something is off track, we’re prepared and ready to communicate that to the customer and sort out a replacement because we know it’s not going to be good in two days time. And then outside of that, it kind of goes back to that’s. Why we have such quick and on the ball SLAs is because we recognize that we don’t have lots of time if something is delayed or if something isn’t going quite right, we need to be able to react to it as quickly as possible and reassure that customer that we’re on.
21:07
Luke
It obviously needs to be arrived on time because of the fact that it’s perishable. But it also needs to arrive on time because it’s the food that the cat eats and if we don’t deliver it, they might not have food to eat. So again, it becomes even more critical that we’re there ready to be able to send out replacements or sort out alternatives as soon as physically possible. So we put a lot of time on our logistic dashboards to make sure that we know the moment something’s not gone quite right.
21:31
Ciaran
So obviously within your industry, we all know loyalty and retention is exceptionally important. How are you using customer data to aid your agents interactions with customers and to understand more about the client?
21:46
Luke
I think for us there’s three key data points. So the first is NPS data and making sure that what we have or what we’re collecting inbound, we’re acting upon. So we’re looking at what is driving detractors or what’s not quite making your passive promoters, as well as looking into what the promoters are saying and making sure that we’re doubling down on those areas and doing more of it. The second is looking at we utilize tagging within Dixa so that we know every single time we get a call, an email, a chat, wherever it may be, that we know why that person has spoken to us. And it goes back to that point I made before around using that data to continually improve the experience, to eliminate what I’d consider to be friction points in a D to C self serve business. The only reason you should get in touch is if, like we mentioned before, if your delivery is delayed or something’s gone wrong in that area, but if it’s to make an account change or to update your details, it should be so seamless and so easy that you don’t need to speak to us.
22:43
Luke
We spend a lot of time looking at what are the friction points for customers and how do we improve them. And then the third is actually looking at the calls and emails from the agents themselves, right? We have quite a rigorous QA process to make sure that we’re listening to calls, we’re reading through emails and that we’re looking at what maybe didn’t go quite right if it didn’t go right. And I think maybe the one I’ve missed there is CSAT. So looking at how those CSAT results are coming in and reviewing the ones that maybe weren’t five star and seeing if it was an agent could have adjusted their tone of voice or their approach to the situation to then drive that to be a five star CSAT experience.
23:21
Ciaran
And I know from a quality perspective you have rolled out a quality program with Dixa’s quality assurance platform. How have you found that to work for you in the organization?
23:32
Luke
It’s been super helpful. I think everyone who works in the industry knows that quality is a real burden. Right. It takes time to properly evaluate calls, emails or any other form of contact that comes in. So having it set up in a platform that allows you to create a scorecard that is tailored to your needs as well as set up assignments. So it offers us a certain amount per week, per month. And I can sort of rely that my team leaders are being assigned a certain amount of reviews to do. They then go directly to the agent every single time a review is done so the agent can see the review and then they’re prepped and ready. They already have the information ready going into one to one, both agent and team manager. And I think it’s trying to work out as much as you can taking the time out of the admin of QA so that the primary focus can go on actually to the listening, the.
24:20
Ciaran
Evaluation has become a key part of the management and steering of the team. Now you mentioned that from the quality perspective that the team leads or managers are working one on one with the team. So obviously that is also driving significant efficiencies and improvement. Is that fair to say?
24:37
Luke
Yeah. Every one to one that a team leader has with their agents should include a section which is talking about quality. Right? It should talk about over the course of the reviews they’ve done in that month, what were the strength areas? We should be really encouraging positive behaviors but then also looking at the things that maybe didn’t go so well and provide good feedback in terms of how do we get you to the point where that isn’t a low scoring area of you anymore. And on top of that there’s also like peer to peer feedback that we do quite a lot of making sure that you’re seeing what other agents are doing and both positive and negative. So like receiving constructive feedback from your peers as well as seeing what your peers are doing, that’s great and learning from it amazing.
25:18
Ciaran
So look, you’re a person I would describe as being on the pulse of all things innovation and the industry moving forward. What’s next for customer experience? Kakin, in your opinion?
25:33
Luke
I think there’s a lot going on at the moment in terms of automation. Chatbots, obviously Chat GPT is the most popular thing you’ll be talking about at the moment. I think as we grow and. Continue to need to find efficiencies and we don’t want to compromise on the service that we offer in terms of quality, SLAs, speed response, those things. But is there a way that we can use the AI, the technology that’s coming out these days, to make an easy experience for customers, to get quick solutions to things that maybe don’t need that human intervention, so that we can really prioritize the times where it needs a cat parent on cat parent conversation. I think that’s the key thing that’s coming up on the horizon. I think for all businesses big or small, and I think that’s where maybe Chat GPT has changed the game a little bit is previously Chatbots AI were almost exclusively enterprise solutions just based on how much they cost, whereas I think the game has changed.
26:30
Ciaran
Yeah, we’re very excited here at Dixa about Chat GPT in that wider space. So definitely something we’re focusing on and developing quite a lot. You did mention and I think you have achieved, and Katkin and even I know your previous organization has achieved really excellent levels of customer experience. The world is fast moving, there’s lots happening, there’s innovations, there’s stuff outside your control, there’s postal strikes, there’s loads going on. How do you maintain that level of customer experience?
27:04
Luke
I think we just got to continually be looking and relying on the data to help us improve. And it sounds like quite an open ended answer, but I must don’t know what’s coming through until it comes through and we need to look at what customers need from us. As you said, the world’s fast moving, continually changing. Like, what do we need to do to adapt to it? I think on top of that, it’s on, say, someone in my role, like CX leaders, to really look into what’s happening within the industry. And we spoke about automation and AI and things like that and making sure that, like you said, fingers are on the pulse so that we’re not reacting, but actually proactively making actions based on what we’re seeing in the industry to make sure that we’re able to adapt and adjust to new channels. Maybe we had this conversation five years ago WhatsApp probably wasn’t a thing for the customer service environments, whereas now it’s quite a common channel that’s used and it’s making sure that you’re collecting that data and understanding, like, how do we be where our customers need us to be when they want us to be there?
28:07
Luke
So reviewing things like channels, opening hours, I think for me it’s day to day data. You need to make sure that you’re on the money in terms of what your customers need, where they need them, what they need.
28:19
Ciaran
Well, at this point we have our quick fire around, so I have three brief questions for you and we’d love some brief answers to these. You’ve been in the industry a long time, so what do you know now? That you wish you’d known at the start of your customer experience journey.
28:37
Luke
For me, I think it’s all around outsourcing. I mentioned earlier that I think for the industry it’s almost become a little bit of a dirty word, but I think I wish I knew one, that it can be done and it can be done right and also how to do it right. And I think I’ve spent, I spent many years in my career almost writing it off immediately. It wasn’t a viable option. I was too worried about impact on brand or impact on quality. And then I spent a lot of years also doing it wrong where it did have an impact on brand or an impact on quality. And I think I’m now at a point in my career where I understand that you can scale up teams in outsourced environments while still maintaining that quality and it takes a little bit more work and you’ve got to really refine and get it right, but it can be done.
29:19
Luke
And I would think if I knew that 5610 years ago, I probably could have saved myself a lot of pain.
29:24
Ciaran
And I know what’s admirable about you is that you’re always willing to speak to other people in the industry about those challenges. So I know you’re always open to that which is good. The second one, how do you actually measure the success of customer friendships and customer experience?
29:38
Luke
We’ve got a few metrics, but what you don’t want to do is have too many. Otherwise it’s hard to actually have your ear to the ground and understand what your customers need. So we put a lot of focus on our CSAT scores. I think our customers are speaking to our cat experts, as we call them, on a daily basis and we want us to understand how those experiences go. So yeah, we put a lot of time looking into anything that is not a positive score to understand where went wrong, as well as, again, looking in that sort of four or five scoring mark to make sure that we continue doing what’s right. We also look a lot at NPS data as well as our trust pilot reviews as well.
30:16
Ciaran
What is your number one tip to other companies and organizations to get as good as you are?
30:22
Luke
I really refine it down to three focus areas. I think it’s easy to get caught up in too much, but ultimately I spend a lot of time looking at the people element, which is recruitment, training and then management. And I think if you get those three things right, you’ll get the right people through the door, they’ll be trained appropriately and then they’ll be managed well, which means you’ll have a lot of agents that are super high performing, which will bring your SLAs down providing you hire enough of them.
30:49
Ciaran
Well, look, thank you so much for joining us today. I’m very lucky in that I get to talk to you quite regularly, and I always walk away with a few more insights and a few more things in my armor when it comes to what good customer experience looks like. I want to thank you for being a customer of Dixa. We love partnering with you and thank you for your insights today. I know our listeners will have got a lot out of that and looking forward to continuing the partnership with the team at Katkin.
31:16
Luke
Thank you. It’s been my pleasure. I’ve really enjoyed the conversation.
31:21
Ciaran
Thanks for listening to today’s episode of Customer Friendship Conversations. If you’ve enjoyed the show, then make sure you’re following us on your podcast platform of choice. It means that you’ll get notified each time we release a new episode so you won’t miss out on any of the other amazing customer friendship heroes we’ll be showcasing in the coming months. Of course, a rating or review is a huge help to the show, so we always massively appreciate those as well. And if you’re interested in learning more about Customer Friendship, then head to Dixa.com to discover everything you want to know about customer experience as it’s meant to be. I’m Ciaran Nolan, and another massive thank you to Luke for speaking to us. He really let the cat out of the bag and told us exactly how to make the best beeline customer friendship. Until next time.