Challenge
Foxtons had no measurement or definition of what ‘great service’ looked like. Fran felt they were brilliant at training people how to sell but never really sat down and talked about the skills and the behaviours linked to service. ‘We didn't really have a service culture and we didn't talk about it. We had landlords and tenants, not customers. We didn't have customer journeys - instead we had processes, which we did very efficiently, but there was definitely something missing,’ said Fran. In addition, a lack of confidence was affecting performance. Foxtons’ people didn't feel like they were empowered. There was a lack of confidence around decision making, when to escalate and when to take ownership. It really impacted employee engagement and how they felt doing the job.