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In 2009 LEGO had their most successful year to date and set themselves the target that in 2010 they'd do everything just as well but more efficiently / cheaper. However, in a push for increased efficiency and decreased cost - something went wrong. Sophie Patrikios tells the story of how LEGO Consumer Service built their reputation for great service and then reached for perfection - and nearly broke everything...but thankfully came back from the brink.
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Holding on to the hearts and minds of customers and employees
2005
2007
2009
The boast...
You are a multi-lingual graduate...
You work in a contact centre...
In Slough...
Your train journey to work takes 1.5hrs and approx 30% of your net pay...
It’s snowing...
Do you throw a sickie?
What has not changed...
LEGO Group
Founded 1932
"LEG GODT” = LEGO
62 LEGO bricks for every person on Earth
Largest tyre manufacturer in the world
4th largest toy company in the world
Remain family owned and managed
The three generations
Our Enduring Strategic Foundation
Spirit: Only the best is good enough
Values: Creativity, Fun, Learning, Quality, Caring and Imagination
Mission: Inspire and develop the builders of tomorrow
Our Consumers
Our Consumers
Our Consumers
Our consumers
LEGO Group’s values for Consumer Service
Fun
Reliable
Knowledgeable
Engaging
F.R.K.E = “Freaky”
Creativity
Fun
Learning
Quality
Caring
Imagination
Consumer Services’ role:
All LEGO branded experiences should be supported by a world class
Consumer Services business that handles all inbound contacts
(including social media) from consumers in a way that meets the
expectations that LEGO brand values create.
We are the company’s ‘safety net’, protecting our brand’s reputation
and minimising risk.
We provide the rest of the company with accurate, timely and
informative data about those contacts to ensure company-wide
consumer focus and to address root causes of poor experiences.
We actively play our part in deepening the level of engagement
each consumer has with LEGO Group.
Our role description
What happened?
2009 saw best results ever:
•Net Promoter Score
•Phone and Email Service Levels
•Cost Per Contact
•Globalised our structure between US/EU
•Ready to open 3rd centre in South Korea
•Continuous Improvement collaboration planned
Our old friend
What did we change?
1. Where our focus was
Integration of new products and services
Handling contacts globally
Year to date figures
Comparing to 2009
Continuous Improvement
What we didn’t notice in 2010
Integration of new products and services
Handling contacts globally
Year to date figures
Comparing to 2009
Continuous Improvement
2. How we recruited staff
From... To...
116 staff hired to fill 45
positions.
84 left within 12 weeks, mainly
involuntary.
Staffing target for 2011 never
reached.
Agencies and candidates
shared interview questions and
language tests online.
Candidates frequently did not
know what company they were
being put forward for.
3. How we measured staff
From... To...
Net Promoter Score
“Net Friendly” score
LEGO Club recruitment
Average order value vs Web
Net Promoter Score
“Net Friendly” score
LEGO Club recruitment
Phone service level
Email service level
Productivity
Quality Monitoring
Lynchpin vacancies
•European Operations Manager (centre manager) went to run US site
•European Trainer vacancy
•Team Leaders informally ran the department by committee
Hitting rock bottom
• 2011 results were worst ever
• NPS remained extremely high but missed even higher target
• Service levels were lowest ever
• Cost Per Contact was met…
• …Staff conclusion was that under-staffing had been deliberate in order to save money
• Company announced best results ever for 3rd year in a row...
Onwards and upwards
In 2004 The LEGO Group was in crisis
Our survival plan was to focus on our core products and core consumers and go back to doing what we do best.
In 2012, LEGO Consumer Services did the same.
Changes in 2012
Targets lowered to give us a chance to breathe
Recruitment approach overhauled
Induction programme lengthened
The Wizard got stuck in...
Buddy scheme re-introduced
Employee life-cycle made a focus
Ops manager hired, Team Leader focus shifted
Quality Monitoring revised to focus only on reliability/knowledge (let
consumers decide who is fun and engaging)
Department-wide focus to bring back FRKE - starting with some honest
dialogue about where it went...
..plus 18 other “business as usual” initiatives.
How are we doing so far?
2012 saw best results ever:
•Net Promoter Score “Outstanding”
•Phone and Email Service Levels = “Outstanding”
•Cost Per Contact ‘on target’
•Staff ‘Pulse’ scores were up +4pts and hit target for first time.
•Planned to hire 90 advisors in Europe and eventually hired 81 because attrition was lower than forecasted.
We’ve been here before...
How to avoid the pendulum swing...
In 2013...
We will change our entire technology platform.
We take technical support for our new robotics range in-house
We install a new Loss Prevention tool
We open an Asian hub
Our KPIs all go back up
We review our US outsourcer relationship
We’ve been here before...
How to avoid the pendulum swing...
In 2013...
We will change our entire technology platform.
We take technical support for our new robotics range in-house
We install a new Loss Prevention tool
We open an Asian hub
Our KPIs all go back up
We review our US outsourcer relationship
LOL
We’ve been here before...
Change the minimum...
How to avoid the pendulum swing...
In 2013...
We will change our entire technology platform.
We take technical support for our new robotics range in-house
We install a new Loss Prevention tool
We open an Asian hub
Our KPIs all go back up
We review our US outsourcer relationship
How to avoid the pendulum swing...
In 2013...
We will change our entire technology platform.
We take technical support for our new robotics range in-house
We install a new Loss Prevention tool
We open an Asian hub
Our KPIs all go back up
We review our US outsourcer relationship
We’ve been here before...
Change the minimum...
Wish us luck!
