Improving customer satisfaction at a leading retail and commercial bank

The issue

  • Continuing declines in NPS and CRI scores across retail and commercial customer bases
  • Board’s ambition was to achieve market-leading customer recommendation levels
  • Ongoing customer service challenges driving up customer dissatisfaction ― but unclear as to true extent and causes
  • Big gaps between customer expectations and delivery
  • True extent of customer dissatisfaction not identified or addressed, and NPS surveying not used to mine for triggers. 40% of customers thought they had complained vs 4.5% recorded
  • Reality was 45% of customers who’d formally complained were dissatisfied with complaint resolution, making them far more likely to churn (62%)

What we did

Designed & executed a pricing, product and service migration of all policyholders to one new modular product

  • Worked across retail and commercial banking operations to understand and map impacts of service failures and complaints response on NPS and CRI scores
  • Identified biggest linkages between types of service failure, quality/ timeliness of complaint resolution, and the creation of Detractors
  • Surfaced major under-reporting of complaints and inaction where known detractors continued to be detractors
  • Developed set of targeted remedial actions to apply at point of service failure or complaints to prevent creation of detractors or convert them into neutral/advocates, minimising risk of eventual lapse
  • Defined how to cost-effectively and proactively pinpoints and stop service failures occurring
  • Designed operational changes in four customer management areas across Retail & Commercial Banking to reduce service failure and complaints volumes and costs

The results

  • Recommendations agreed by both divisions
  • Transition plans delivered
  • ExCos in implementation
  • Reported improved NPS & satisfaction rate scores
  • On-target run-rate cost reduction benefits

An award-winning team

Curzon consulting mca finalist 2019

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Increased operating profit at glass manufacturer

The issue

  • Our client, a manufacturing site for automotive glass had struggled to break-even through four years of plummeting demand
  • The site’s future was in doubt unless it could quickly demonstrate growth in efficiency and competitiveness
  • Cultural resistance to change
  • Strain on production teams

What we did

  • Operational analysis identifying where, why & how greater efficiencies were achievable
  • Designing & managing transformation pilot, measuring effectiveness
  • Prioritised roll-out, training & robust project governance
  • Worked with management to embed leadership skills & capabilities

The results

  • Our work delivered benefits exceeding €10m annualised operating profit & €20m working capital reduction
  • We helped our client become a Group-wide exemplar of best operating practices and re-establish its position as a market leading producer
  • The transfer of crucial capabilities to the local team has enabled sustainable change
  • San Salvo is now a credible, long term engine of growth
  • Our work was awarded “Highly Commended” at the MCA Awards for Change Management in the Private Sector

10m

annualised operating profit

20m

working capital reduction

An award-winning team

Curzon consulting mca finalist 2019

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Curzon Consulting automotive

Delivering a step change in operational performance

The issue

  • Four factories on one site producing 60% of the company’s European demand for the Automotive market
  • Utilisation and performance had been in steady decline for four years and with very poor customer delivery and service performance this was seen to be a failing site
  • Local custom and practice was inhibiting opportunities to improve productivity
  • Curzon was engaged to help the Site Director achieve control and turn performance around
  • The site was achieving less than 60% OEE on its premium integrated lines
  • High inventories but of the wrong products due to lack of control of demand and production priorities
  • No performance management system in place to drive improvement
  • Disconnected Planning and Production functions causing late delivery and high costs
  • Limited management capability and lack of proactive supervision

What we did

  • Create an overall approach to transform the performance of the site involving all of the management team
  • Implement a cross-functional planning process and tools e.g. production wheels to establish a clear view of demand, delivery priorities and factory capability to deliver
  • Implement Lean capabilities on the shop floor e.g. SMED techniques, SIC and Kaizen to improve productivity and develop a sense of ownership
  • Selective capital investment in facilities (underway)
  • Implement visual performance management and supporting proactive supervisory/management processes
  • Build the capability of the local team to ensure sustainability

The results

  • Achieved in excess of 25% reduction in inventories and a significant uplift in on time delivery to distribution centres
  • Improved OEE on key integrated lines by over 20%, increasing capacity and enabling transfer of work from less productive sites
  • Built the capability of the client team to be able to complete the programme rollout successfully themselves and to sustain the initial improvements
  • Created a blueprint that can be rolled-out to other sites globally

25M

reduction in inventories

20%

increasing capacity

An award-winning team

Curzon consulting mca finalist 2019

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Improving yield management at a travel & leisure operator

The issue

  • A leading leisure travel group needed to make a change in Yield Management practice to optimise commercial outcomes
  • Profitability under strain due to increased competition and uncertain market conditions
  • A complex and out of date system eroded trust in Yield Management practice
  • Limited understanding of commercial impact of pricing decisions and a lack of operational control
  • No alignment behind informed vision to guide the development, deployment and industrialization
  • Capability gaps
  • Siloed understanding of the potential impact of digital technologies

What we did

  • Market analysis
  • Developed strategy & analytical model to explore critical aspects of Yield Management Operating Model
  • Developed blueprint roadmap to deliver vision & clear programme structure
  • Business transformation
  • Executive coaching
  • People & culture change
  • Flexible approach enabled client to retain ownership

The results

  • Estimates over next four years indicate cumulative improvements in gross margin, uplift in aircraft utilisation & increase in spend per customer
  • Improved cross-functional collaboration
  • Uplift in gross margins for last season
  • Commercial mindset taking hold in organisation

20M

exceeded the gross profit margin improvement target

25%

reduced customer loss

14%

reduction in operating costs

An award-winning team

Curzon consulting mca finalist 2019

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aviation value chain

Capturing a greater share of the general aviation value chain

The issue

  • An inherent lack of commerciality where services were being provided to incumbent FBO at no cost
  • A lack of understanding of customer requirements
  • A high operational cost was carried to manage changing customer needs & poor pilot & broker practices
  • Customers transit through the airport was poor & the lounge & facilities provided were outdated
  • Other airports were capturing market share by offering a superior service offering

What we did

  • Smarter commercials & charging for service identified for revenue growth i.e. Marshalling
  • Affiliated 3rd parties identified to provide onward travel & concierge services along with proposing a discrete duty free offering
  • Levying cancellation charges when appropriate to drive improved customer behaviour
  • A customer journey redesign to address concerns & recapture market share

aerospace image

The results

  • Within 4 weeks the project identified growth opportunities to double existing revenue & double the share of the value chain
  • The future strategy proposed changes to existing practices and partnerships
  • Redefined customer proposition was suggested to maximise revenue & improve customer experience

An award-winning team

Curzon consulting mca finalist 2019

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