Working with the LTA to ace their customer service design
An effective long-term customer redesign
In 2019, The LTA’s new campaign, “Tennis opened up,” made clear their goal of making the sport available, accessible and enjoyable for everyone in Great Britain.
With this clear purpose in mind, they identified a redesign of their member service as a key next step in the campaign, recognising the need to create a robust and agile service that reflected the organisation’s growth into a more modern, digital organisation.
Cross-channel operational excellence
Gobeyond Partners embarked on a 3 month project with the LTA to address this need. We established a new customer support team with greater digital capabilities, and implemented operational excellence practices across four different teams, in order to support the adoption of new ways of working.
An immediate impact of this approach was to increase the LTA’s capacity to rapidly clear built-up demand from member enquiries during lockdown, with resources effectively channelled to alleviate the demand in this period.
Furthermore, we designed and introduced new online strategies to allow members to immediately find the answers to their questions via self-service methods, and effectively route them to the right solution for other enquiries, lessening the demand on LTA’s front line membership advisors and enhancing the overall customer experience.
Results to support customer goals
These new strategies and processes have resulted in an improvement of 80% in response times, as well as significant cost reductions.
The LTA’s latest communication campaigns resulted in 0.06% and 0.33% of affected members contacting the Customer Support team, versus campaigns last year with over 30% queries fallout. This has afforded the teams at the LTA much more time to focus on their stated aims of expanding tennis’ accessibility, popularity, and reach.
Andy Howard, Customer Support Manager at the LTA, had this to say:
Gobeyond have helped position the team in such a way where we have proactive and influential relationships with the departments and projects that have the potential to create customer demand. Through this active engagement we now support them to proactively consider the best and most efficient ways that we can support customers