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Banking and insurance · programme 03

Put the customer first

Raise the quality of customer relationships, in branch and remotely.

Why this programme

Customers do not remember a product, they remember how they were treated. Teams experience a customer’s journey, from the first request to the complaint, and look together for the moments where everything is decided. The situations come from your satisfaction surveys and complaints, anonymised.

There is only one valid definition of business purpose: to create a customer.

Peter F. Druckermanagement theoristThe Practice of Management, 1954

What your teams experience

  1. The customer journey: place on a timeline the steps where a customer hesitates, waits or gets annoyed.
  2. The complaint: respond as a team to an unhappy customer, and the room votes for the fairest answer.
  3. Reassuring words: turn a contract clause into one clear, jargon-free sentence.
  4. The team pledge: each team projects the commitment it will keep from Monday.

Each activity opens and closes with a projected cinematic sequence, personalised for your teams. The facilitator sets the pace: nothing moves forward without them.

What the company gains

Teams who share the same idea of good service, clearer responses to complaints, and a common vocabulary across branches, contact centres and back office.

Staging written for you

In your client area, a form specific to this programme collects your content: it is built into the challenges and cinematic sequences, exactly as you provide it. The look uses your logo and your colours. Teams are formed on the spot or based on your organisation chart.

Follow-up, up to D+30

Your follow-up dashboard stays with the programme, from the order to the final results.

  • After the session: the session report, with the gap between the opening and closing measures.
  • At D+7: a reminder asks a few key questions again, and the D+7 report shows what has been retained.
  • At D+30: a second reminder, and the D+30 report shows what holds over time.

Follow-up: before, during, after

The sources of this programme

The published research that this programme's games, measures and debriefs refer to. You can check every reference.

  1. Lemon, K. N., & Verhoef, P. C. (2016). Understanding customer experience throughout the customer journey. Journal of Marketing, 80(6), 69-96. 10.1509/jm.15.0420
  2. Kahneman, D., Fredrickson, B. L., Schreiber, C. A., & Redelmeier, D. A. (1993). When more pain is preferred to less: Adding a better end. Psychological Science, 4(6), 401-405. 10.1111/j.1467-9280.1993.tb00589.x
  3. Tax, S. S., Brown, S. W., & Chandrashekaran, M. (1998). Customer evaluations of service complaint experiences. Journal of Marketing, 62(2), 60-76. 10.1177/002224299806200205
  4. Gelbrich, K., & Roschk, H. (2011). A meta-analysis of organizational complaint handling and customer responses. Journal of Service Research, 14(1), 24-43. 10.1177/1094670510387914
  5. Schneider, B., White, S. S., & Paul, M. C. (1998). Linking service climate and customer perceptions of service quality. Journal of Applied Psychology, 83(2), 150-163. 10.1037/0021-9010.83.2.150
  6. Masson, M. E. J., & Waldron, M. A. (1994). Comprehension of legal contracts by non-experts: Effectiveness of plain language redrafting. Applied Cognitive Psychology, 8(1), 67-85. 10.1002/acp.2350080107
  7. Oppenheimer, D. M. (2006). Consequences of erudite vernacular utilized irrespective of necessity. Applied Cognitive Psychology, 20(2), 139-156. 10.1002/acp.1178
  8. Gollwitzer, P. M., & Sheeran, P. (2006). Implementation intentions and goal achievement. Advances in Experimental Social Psychology, 38, 69-119. 10.1016/S0065-2601(06)38002-1
  9. Roediger, H. L., & Karpicke, J. D. (2006). Test-enhanced learning. Psychological Science, 17(3), 249-255. 10.1111/j.1467-9280.2006.01693.x
  10. Howard, G. S. (1980). Response-shift bias. Evaluation Review, 4(1), 93-106. 10.1177/0193841X8000400105
Further reading (3 references)

Other research we drew on to design this programme.

  1. Parasuraman, A., Zeithaml, V. A., & Berry, L. L. (1985). A conceptual model of service quality and its implications for future research. Journal of Marketing, 49(4), 41-50. 10.1177/002224298504900403
  2. Smith, A. K., Bolton, R. N., & Wagner, J. (1999). A model of customer satisfaction with service encounters involving failure and recovery. Journal of Marketing Research, 36(3), 356-372. 10.1177/002224379903600305
  3. Lusardi, A., & Mitchell, O. S. (2014). The economic importance of financial literacy. Journal of Economic Literature, 52(1), 5-44. 10.1257/jel.52.1.5
Shared foundations (14 references)

The mechanics of all our sessions (team play, the debrief, the before-and-after measure, spaced reminders) and the research that also underpins the other programmes in the same specialty or sector.

  1. Tyler, T. R., & Blader, S. L. (2005). Can businesses effectively regulate employee conduct? The antecedents of rule following in work settings. Academy of Management Journal, 48(6), 1143-1158. 10.5465/amj.2005.19573114
  2. Treviño, L. K., Weaver, G. R., Gibson, D. G., & Toffler, B. L. (1999). Managing ethics and legal compliance: What works and what hurts. California Management Review, 41(2), 131-151. 10.2307/41165990
  3. Weaver, G. R., & Treviño, L. K. (1999). Compliance and values oriented ethics programs: Influences on employees' attitudes and behavior. Business Ethics Quarterly, 9(2), 315-335. 10.2307/3857477
  4. Kish-Gephart, J. J., Harrison, D. A., & Treviño, L. K. (2010). Bad apples, bad cases, and bad barrels. Journal of Applied Psychology, 95(1), 1-31. 10.1037/a0017103
  5. Parker, C., & Nielsen, V. L. (2009). Corporate compliance systems: Could they make any difference? Administration & Society, 41(1), 3-37. 10.1177/0095399708328869
  6. Verhage, A. (2009). Compliance and AML in Belgium: A booming sector with growing pains. Journal of Money Laundering Control, 12(2), 113-133. 10.1108/13685200910951893
  7. Takáts, E. (2011). A theory of "crying wolf": The economics of money laundering enforcement. Journal of Law, Economics, and Organization, 27(1), 32-78. 10.1093/jleo/ewp018
  8. Morrison, E. W., & Milliken, F. J. (2000). Organizational silence. Academy of Management Review, 25(4), 706-725. 10.5465/amr.2000.3707697
  9. Edmondson, A. (1999). Psychological safety and learning behavior in work teams. Administrative Science Quarterly, 44(2), 350-383. 10.2307/2666999
  10. Stasser, G., & Titus, W. (1985). Pooling of unshared information in group decision making. JPSP, 48(6), 1467-1478. 10.1037/0022-3514.48.6.1467
  11. Sitzmann, T. (2011). A meta-analytic examination of the instructional effectiveness of computer-based simulation games. Personnel Psychology, 64(2), 489-528. 10.1111/j.1744-6570.2011.01190.x
  12. Butler, A. C., & Roediger, H. L. (2008). Feedback enhances the positive effects and reduces the negative effects of multiple-choice testing. Memory & Cognition, 36(3), 604-616. 10.3758/MC.36.3.604
  13. Cepeda, N. J., Pashler, H., Vul, E., Wixted, J. T., & Rohrer, D. (2006). Distributed practice in verbal recall tasks. Psychological Bulletin, 132(3), 354-380. 10.1037/0033-2909.132.3.354
  14. ACFE (2024). Occupational Fraud 2024: A Report to the Nations. Association of Certified Fraud Examiners (rapport). legacy.acfe.com/report-to-the-nations/2024/

Before you book

How is a Corporate Solutions experience different from team building?

It starts from a business objective, not an activity: onboarding new hires, preventing a risk, bringing your commitments to life. It is staged for your company, with your content, your figures and your brand. Your teams play in person, on their phones, while a big screen tells the story and a facilitator runs the room. And it is followed up: the session report, then the D+7 and D+30 reminders in your client area.

Do we need to install an app?

No. Participants scan a QR code and play in their phone's browser. No account, no password, no installation. It works on iPhone and Android.

Is there a limit on the number of participants?

No. The platform adapts to your headcount, from a small team to the whole company, in one or several rooms.

Demo

See “Put the customer first” in action.

Thirty minutes on your premises. You play a challenge and see the report at the end.

Request a demo