“Customers are leaving for the competition.”
We call before the notice is served - we find the real reason and offer something that makes sense to them. No pressure, with people who can handle an uncomfortable call.
Why it pays off
A customer usually signals that they are wavering - it is just that nobody catches it. Which of these do you recognise?
A retention call is the most delicate type of call there is. That is why we build it like this.
Proactive retention on signals works best - falling usage, a contract nearing its end, a complaint left unanswered. Once notice is on the table, the room is much smaller.
Earlierthan the customer makes up their mindNot the one the customer types into a form, but the one they tell a person on the phone. The gap between “I found something cheaper” and “I have not been able to reach anyone for a month” is enormous.
More openlythan in any questionnaireYou cannot teach empathy, so we recruit for it. The aim is not to push the customer but to find something that genuinely works for them. If they have decided, we part properly.
Empathyis a hiring criterion, not a training topicWhat an agent can offer, and where the line sits, is agreed up front. Nobody hands out discounts blindly - and anything beyond their remit comes to you with the full context.
Agreedwith you, not improvisedEvery reason is categorised. After a few hundred calls you can see whether you are losing on price, on support availability or on one specific feature - and that can be fixed.
Insightno questionnaire will give youShare retained from those contacted, value of retained contracts and cost per retained customer. You can set that figure directly against the cost of winning a new one.
Every weeknot at the end of the campaign
Customers do not leave over price. They leave when they feel nobody is listening.
That is why a retention call does not open with an offer, but with a question about what actually happened.
Method is one thing. The other is who actually makes that call.
For lines where the relationship is the point we recruit only candidates with a strong instinct to help – and only then train them to handle demanding and crisis calls. A customer on the line never meets irritation, but an even-tempered partner who genuinely wants to solve their problem. That is exactly what 94% customer experience for Orange was built on.
We see the whole customer lifecycle. We also run customer lines, phone sales and collections - so we know where dissatisfaction starts before it becomes a notice, and we can prevent it rather than just put out the fire.
To begin we run a pilot with metrics agreed in advance. Afterwards you do not have promises, you have figures from your own project - and you decide on that basis whether and how to continue.
In telecoms, support is the decisive battleground for client loyalty. Orange sets extremely strict corporate criteria for customer experience and the requirement was to hold satisfaction at 90% – including on calls where agents deal with billing disputes, technical outages and awkward situations.
We averaged 94% across four years of cooperation. It rested on recruiting for empathy and on agents resolving the majority of requests themselves, first time – instead of transferring to another department.
Not every departure can or should be stopped. That is why the limits of the offer are agreed in advance - the agent knows exactly what can be offered and when it is cheaper to let a customer go than to wreck the price list. The decision stays with you; we only carry it out consistently.
“Quality, flexibility and technological innovation put CreditCall among the very best in telemarketing. We are glad to work with them.”
Our sales manager Janka gets in touch and we go through your commercial goals together. Within a few days you have a tailored solution - free and without commitment.
We agree the signals that trigger a call, the limits of the offer and the categories for reasons to leave. Then we run a pilot on a smaller group.
You see the share retained, the cost per retained customer and a summary of why people leave. When the numbers hold, we widen the scope.
From the calls. We record the reason on every retention call and sort it into categories – price, a competing offer, dissatisfaction with the service, a change in circumstances. After a few hundred calls you have a picture no questionnaire will give you, because people speak more openly when there is somebody on the line.
Not if it is done properly. We recruit agents for empathy and train them to handle demanding calls. The aim is not to push the customer but to find the reason and offer something that works for them. If they have decided for good, we part properly – that has value too, because they may come back.
Before notice is served. Proactive retention on signals works best – falling usage of the service, a contract nearing its end, a complaint left unanswered. Once the notice is on the table, the room to act is much smaller.
We track the share of customers retained out of those contacted, the value of retained contracts and the cost per retained customer. You can set that figure directly against what winning a new customer costs you – and the gap is usually substantial.
Yes, that is a normal part of retention work. The escalation procedure and the limits of what an agent can offer are agreed at the start. Anything beyond their remit comes to you with the full context recorded.
Normally two to four weeks after signature. The team is trained on your product and the retention scenarios, we prepare scripts and offers, set up measurement and run a pilot on a smaller group of customers.
Leave us your details - we will go through your goals and put together a tailored proposal. Free, without commitment and without a salesperson chasing you.
Market research - data you can act on, not just a number.
ServiceOrder line, multichannel, back office and the real cost of an in-house team.
SolutionsKeeping up with customers, flat sales, unpaid invoices or admin.