CA Ile de France: Incorporating customer culture into the corporate project
Objectif :
A Crédit Agricole Regional Bank has made customer relationship excellence the cornerstone of its 4-year business plan.
Customer culture has been identified as the common foundation for the company’s 29 projects (HR, management, processes, CSR……)
The company aims to achieve a high rate of ‘very satisfied’ customers.
Mission :
- Measure and benchmark the Regional Mutual’s level of customer culture
- Identify the major cultural projects serving the corporate project
- Develop the customer orientation of employees beyond the relational postures defined up to now. Transform the mindset to help teams think about customers automatically.
- Extend the approach to all teams (FO, BO and SIEGE)
- Ensure that future managers/employees have a customer culture
Résultats :
- COS COMPANY diagnostic survey of 2,000 employees
- Identification of 10 major cultural projects
- Development of the Caisse Régionale’s Loyalty model: understanding what elements create ‘real loyalty’ (attitudinal versus behavioural)
- On-demand support on major issues such as complaints or analysing the voice of the customer
- COS IN MIND and COS RECRUITMENT programmes on trial. COS COMPANY diagnostic report
Témoignage
At CREDIT AGRICOLE ILE DE FRANCE, we set up a Customer Culture Team to involve the company’s employees in strategic projects, to ensure that their voices are taken into account and that they become ambassadors for customer culture.
We put out a call for candidates on an internal collaborative platform, with a video explaining the approach: out of more than 80 applicants, we selected 40 representing the structure of the company. The Customer Culture Team’s mission is to help spread Customer Culture within CADIF: to write a monthly newsletter on Customer Culture, to act as referents in their BUs on the subject, to take part in regular workshops (paradoxical injunctions, CSR, contactability, irritant management, etc.) and also to beta-test new concepts, site or application developments. After a full year, the results are clear: the members are highly committed and therefore productive, there are no filters and no taboos, and their voices are now listened to at CODIR level. The main benefits have been the production and validation of a central document on CADI’s new Aspirational Culture and the identification of paradoxical injunctions.