National Express

Contact Centre Operational Improvement and Blue Print for Best in Class Customer Service Operation.

National Express UK is part of a leading international transport provider, National Express Group (NEG), with over 42,000 employees. In addition to train, coach and bus companies within the UK including National Express Coaches, c2c, Travel London, National Express West Midlands, East Coast and East Anglia, NEG’s overseas operations include student transportation in the USA & Canada, ALSA and Continental Auto bus and coach services in Spain. In total National Express Group now carry more than 1 billion passengers a year.

Over a two year period CCL have helped the UK division of National Express Group in a variety of areas, from assisting in the analysis of customer satisfaction, improving the cleanliness and presentation of its buses, right through to improving its contact centre operations.

The programme was part of a major strategy to reposition National Express as one brand following major integration of its coach, bus and train businesses. At the heart of its strategy is the customer promise to ‘make travel simpler’.

Led by Project Director Sally Rustom, a total of 15 CCL consultants have supported National Express – offering a wide variety of skills, including site managers, project managers, and specialists in Training, Human Resources and IT.

One of the earliest issues CCL tackled was to analyse the customer satisfaction levels across the National Express Group and identify root causes of problems and their solutions. An internal investigation and research process was undertaken to understand core components of end to end customer management, journey experience, integration of brand values with service delivery aspirations, and customer contact and information strategy, all in the context of creating a more customer oriented culture.

CCL helped National Express to look at bus cleaning and presentation in a different light, starting with the business case for fixing the problem; and the short and long term benefits. The company increased the resources needed to clean its buses, trained its cleaners and changed their equipment. It also began to treat routes differently, with some being cleaned more regularly than others. The result has been increased passenger growth on the routes tackled.

Having improved one area, CCL moved on last year to help improve standard service levels at National Express’ contact centres in Norwich, Birmingham and more latterly Newcastle.

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