Project Main Details
I’ll need 2 leaders, 2 employees, and 1 CEO (Hanne). The CEO must be female. All other roles can be male or female. 2015-02-18 20:31:27 GMT 2015-02-18 20:00:00 (GMT -07:00) Mountain Time (US & Canada) Yes (click here to learn more about ) Closed 12 11 0 direct invitation(s) have been sent by the voice seeker resulting in 0 audition(s) and/or proposal(s) so far. Voice123 SmartCast is seeking 200 auditions and/or proposals for this project (approx.) Invitations sent by SmartCast have resulted in 12 audition(s) and/or proposal(s) so far.
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OFFICE WORKER: shouting
HANNE: And we were no different. We had to keep cutting prices to compete. As our margins getting thinner, the pressures increased.
EMPLOYEE: The high stress at the office made us lose patience with each other and made it difficult show or co-workers or our customers the respect they deserved.
LEADER 1: The mobile service industry is brutal. Many customers hop from provider to provider dropping them for the next good deal. There is no customer loyalty.
HANNE: I knew things had to change. I could see we were in no-win situation.
LEADER 2: Hanne asked us to try to get to the root cause of why customers dropping us? Was it all just price motivated or was there something deeper? How could we keep our customers loyal and even gain new ones?
HANNE: We looked at other companies in many industries with high customer loyalty, looking at them from every angle to try and figure out what was the one key thing that made the difference.
LEADER 1: We learned something very surprising to us. What we learned was that price wasn’t the issue. Trust was.
HANNE: That was a surprise but deep down it seemed intuitive and made sense.
LEADER 2: It was shocking to realize that we were the problem. When we viewed customers just as a source of revenue or just as people who are trying to screw us over, get us for the cheapest price, to take advantage of us then we don't trust them and it shows in how we treat them.
LEADER 3: If they don't trust us and we don't trust them how can there be respect? That's an adversarial relationship.
HANNE: The day I realized it was all about trust, my life changed. We determined that Trust would become the core company strategy.
HANNE: I also realized it had to start with me.
LEADER: Each of us had to change. It was hard at first because the pressures were still there.
HANNE: My focus became how I treated others. On listening and communicating in ways that build trust.
EMPLOYEE (BITTEN): It started with Hanne. Over time, our culture changed. We started to talk to each other and to customers in a different way, more kind, more respectful…
LEADER 1: Now we focus on how to create a workplace where employees know we hear them and love them. We talk about bringing your heart to work. If you bring your heart, it makes you stronger.
EMPLOYEE 2: We all have the responsibility for making trust grow. If we want our customers to trust us, then we have to earn their trust and act in ways that build it.
HANNE: We started to watch for things that create “anti-trust” and eliminate them. We found our employees had the best ideas.
For instance, one colleague told me that we had been making customers pay to send their phones to us for repair. He said, “That’s anti-trust.” So we stopped that. We cover those costs now.
LEADER 2: We encourage our colleagues to listen to each customer and really get to know them.
EMPLOYEE 1: We have to be very sincere and honest when we talk to our customers. We really want to help them and make their life better.
EMPLOYEE 2: It feels so different when we are looking for ways to build trust and help our customers. Not looking for ways to make money off of them.
EMPLOYEE 3: We send chocolates to our customers. We tell them, “You are the best call today.” And we mean it. When it comes to creating trust, it’s the small things that matter.
LEADER: The benefits have been remarkable. As we treated our customers different they started to stay.
LEADER: We went from ___% customer retention to ____%.
LEADER 2: As we learned more about trust it not only changed my professional life but I see the impact in my personal life as well.
LEADER 3: I've become a much better parent.
EMPLOYEE 2: It's not just something you “do” it's something you have to live. Every day.
LEADER: I find that I am talking differently. Not just to my colleagues and customers, but treating all the people around me differently
HANNE: One of our colleagues had a great idea to share what we've learned so we started a national marketing campaign, “Talk Nicely: It Costs Nothing.” And it took off.
We think it’s making a big impact. We’ve been into 300 schools talking about trust and respect. We sponsor a contest where kids make youtube videos about talking nicely.
SCHOOL ADMIN/STUDENT/STREET: Something about what they learned from the Talk Nicely campaign. Yeah, I know about Talk Nicely. It’s a good message…I think more about it now …. More people should do that … etc.
LEADER: We recently had a competitor call and tell us they were proud that we are starting to change reputation of our industry.
HANNE: Everybody in the mobile phone business competes on price . . . But we are different—we compete on trust. It’s something we have become fanatic about.
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