Involving employees in strategy development and implementation

A large focus on sales and portfolio approach as well as optimization of internal processes meant they had partially lost focus on existing customers and retaining them. The leadership wanted to ensure better balance between customer experience efforts and new sales. When they calculated the business case, they found that a 1% reduction in customer churn provided better economics than 1% increased sales.

Involvement of extended management group and selected employees in formulating the organization’s new customer strategy through customer understanding and “in the customer’s footsteps” exercises. The customer program initiated a series of efforts to support execution, where broad involvement in strategy formulation created a strong foundation for engaging everyone in translating customer promises into concrete behavior.

Customers are more satisfied with all of Falck’s customer contact points (up to 12% improvement in satisfaction). Employees are more satisfied (8% improvement in employee satisfaction). Contact point measurements receive top ratings, and customers are very satisfied with the help they receive across all essential touchpoints. The WOW prize was launched to celebrate employees making extraordinary efforts.

For more than a century, Falck’s mission has been to help people in need and create security for customers through emergency response and rehabilitation services.