Improving customer experience

We have successfully completed the implementation of our customer experience strategy for 2017–2020,

It was focused on the following priorities:

• Building positive customer experiences, as measured with NPS.
• Improvements in customer journey, especially with respect to digital paths.
• Customer centricity.

For several years we have been assessing our customers’ experience with Orange through the NPS (Net Promoter Score) performance indicator. Our NPS is increasing gradually, which vindicates our complete focus on customers in all our activities. Orange Polska achieved the highest NPS score among Polish telecom operators at the end of the first half of 2020 and maintained this position (alone or shared), throughout the second half of the year.

Our comprehensive customer experience management is based on customer journey management. For the purpose of customer experience design, we use modern methodologies – Customer Journey Design and Design Thinking – which account for customer needs, opinions and emotions.

Over recent years we have focused on the development of digital paths of customer journey, introducing a number of innovative and often revolutionary solutions to the Polish telecom market:

• Voicebot implementation: Since 2019, Max, our voicebot, has been answering 100% of customer calls to our main infolines. Its use of self-service systems – the percentage of issues which Max can resolve without a consultant – has growing steadily. If contact with a human being is necessary, Max forwards the call to the right consultant; as a result, the number of internal call transfers between consultants has fallen by more than one-third.
• Chat development: We expanded the scope of AI-based assistance to include text chat (chatbot Max).
• Robotic Process Automation (RPA): Further automation of customer care processes and implementation of innovative automated solutions (e.g. a bot/robot combination) have cut costs and improved operational efficiency by reducing time to complete, enhancing service quality and eliminating errors in business operations. In 2020, Orange Polska’s customer operations were supported by more than 100 robots.
• New invoices: We introduced a new, clear and friendly invoice layout for customers of fixed, mobile and convergent services; a great majority of our invoices are delivered to customers in electronic form.
• Fully digital Orange Flex offer: Using a dedicated application, customers can conclude an agreement with us, activate the service with e-SIM and subsequently handle all matters on their own or through chat.
• Utech: We have implemented an interactive system for contacting our technical personnel regarding fixed-line installation or failures, which is based on an Internet link. This enables customers to directly contact the technicians commissioned with the task and to monitor the progress of work, including the geographical location of the installation or repairs team (like in the case of some companies offering transport services). In 2020, 500,000 customers used this solution and their satisfaction was significantly higher than in cases using traditional contact channels.

We involve our entire organisation, from frontline customer service personnel to the Management Board, in reinforcing our customer-centric culture. Each key decision is considered in terms of customer benefits. The senior management regularly reviews customer satisfaction surveys, identifying the required actions. Such review meetings with the Management Board are regularly attended by special guests: customers, who share their experience with Orange.

Since 2018, we have provided an internal e-platform, the Innovation Board. In particular, it is used for sharing knowledge and ideas about customer experience improvements. As a result, all employees can contribute their ideas for customer service enhancements, vote for others’ ideas, and participate in discussions. The best ideas are implemented. This produces tangible results: almost 200 ideas were submitted in the fourth quarter of 2020 alone, of which 30 were earmarked for implementation.