Solving the Long-Tail Problem
Let me share a specific example of how we’re making a change. We’ve introduced “Customer Champions” to handle complex issues that previously required multiple calls. Now, customers call just once, leave the issue with us, and we handle everything—researching, resolving, and following up when it’s done.
The results are already impressive. While 75% of all calls are resolved within the first contact, it’s those complex cases—the ones that drive the most dissatisfaction—that we’re making a significant difference in. After just three months of piloting this approach, 90% of these complicated issues are resolved within 24 hours.
Every call that comes into customer care represents a moment where we didn’t live up to expectations. Rather than seeing this as a failure, I view it as an opportunity to strengthen relationships.
Customer First, Not Digital First
Unlike many companies today, we’re not pushing customers toward digital-only solutions. I’m not digital-first, store-first, or call-center-first—I’m customer-first.
My role is to provide the best experience in any channel customers choose. They’re the boss, and they should decide what works best for them. We’re utilizing AI and other technologies extensively, but the majority of this effort is focused on the backend to support our agents and resolve issues more efficiently.
This approach challenges conventional thinking about customer service centers. I don’t view them as cost centers at all—they’re revenue centers, profit centers, and centers for excellence in experience. Taking cost out isn’t the primary purpose; solving customer problems is.
Embracing Human Connection
While many businesses are reducing their physical presence, we’re expanding our store footprint. Why? Because when the store experience is good, local, and personalized, people will come.
Consider these facts about our retail presence:
- 90% of Americans can reach a Verizon store within 30 minutes
- In urban areas, that drops to just 10-15 minutes
- Our stores rank #1 in quality and location
- In many small towns, we’re the only carrier store available
During emergencies and natural disasters, our stores become community hubs where people can charge phones, get water, and maintain basic connectivity. Despite being a Fortune 50 company, I want Verizon to be thought of as a neighborhood brand.
Measuring What Matters
We’ve completely rethought how we measure success. Gone are the days of focusing primarily on average handle time. Instead, we track four key metrics:
- First Call Resolution – Did your problem get resolved?
- Transactional satisfaction – How satisfied are you with the interaction?
- Churn – How long do customers stay with us?
- Relationship NPS – How likely are customers to recommend us?
The first two are leading indicators that indicate whether we’re on the right track. The second two are lagging indicators that may take several quarters to show results. Get these four metrics right, and almost everything else in the business falls into place.
We’ve also made a bold move with our three-year price lock guarantee on all active plans. Unlike competitors who offer limited-time promotions with complex conditions, our approach is simple. We don’t need to be the lowest-priced option—we need to provide the best value for money, which we do.
Ultimately, this all comes down to one fundamental principle: the customer is the boss. Listen to your customers, and you’ll be in excellent shape. That’s exactly what we’re doing at Verizon, and I believe it will make us number one in customer experience, setting a standard not just for our industry, but for all businesses.
