Personalised customer service in a digital environment.-Maintaining an individualised approach and a sense of exclusivity with customers across all channels.

L'Oréal

At L’Oréal, customer service is crucial and is delivered in a personalised and very close manner in physical stores. Two of their brands, Vichy and La Roche-Posay, challenged us to transfer this to their digital channels without compromising their exclusive and personalised qualities

To achieve the goal, the methodology needed to integrate comprehensive product knowledge into the digital identity of the brands, combined with efficient communication.

People always at the centre.

Quickly, we began working on a social customer care strategy that revolved around a key concept: empathy.

Empathy to put ourselves in the shoes of the customers, to understand their problems, doubts, demands, or complaints. And empathy also to attend to them in a personalised way, rather than through impersonal and standard responses.

The customer had to perceive that they would be assisted by a team of professionals with a high level of expertise. We used an informal, but respectful and approachable tone, adopting a proactive attitude, and listening to the voice of the community. By doing this, we transferred the concept of skincare experts that consumers have always associated with L’Oréal into the digital environment.

All for one and one for all.

To achieve this, we needed to collaborate with the Customer Service and Communication departments of L’Oréal and the respective brands. Thus, we designed a protocol organised by colour: each inquiry was associated with a colour, which determined the priority of the response.

  • Green: questions and comments related to product, promotions, etc. should be answered within a maximum of 24 hours by Good Rebels’ social media team.
  • Yellow: customer complaints and negative comments (incidents related to product packaging, effectiveness, quality, etc.) would be addressed by brand specialists in less than six hours.
  • Red: reputational crises or brand attacks would be responded to within a maximum of two hours by the specialised corporate reputation team.

Skincare is a very personal matter, personalised responses were key. Achieving seamless integration between L’Oréal, Good Rebels, and all customer touchpoints was crucial to deliver personalised responses within set timelines, ensuring the triumph of the social strategy.

A very effective system.

On one hand, the Marketing department was the coordination area for all responses related to products, prices, promotions, etc. While the Communication department was responsible for interactions related to brand reputation.

Additionally, a Call Center was included, whose agency would contact Good Rebels in case of situations requiring immediate attention. To provide support in these situations, each case would be monitored through social media channels.

Finally, at Good Rebels, we assisted in the training of the Customer Service team of La Roche-Posay and Vichy, empowering them for autonomous responses to any product-related questions.

The working system between the different teams proved to be deeply effective in organising daily interaction with the community.

Expressing a sentiment in data.

To assess the results of the strategy, we monthly evaluated the messages received through different contact points. Since we started working with the brands and providing customer service via social media, community activity noticeably increased. We observed an increase in positive sentiment towards the brands and improvements in engagement, as we worked on personalised relationships with the community.

Prescription, whether from professionals to patients or recommendations among consumers themselves, plays a fundamental role in the qualitative care of the skin. When we classified comments within the conversion funnel, we found that approximately half were located in the final stages of prescription and loyalty.

Through different KPIs, we saw that the positive response from the community was reflected both in reputation improvements and in sales figures. The optimization of direct attention through digital channels also resulted in a reduction in the number of calls to the contact centre.

Through an effective system of rapid response that took into account the feelings and needs of customers regarding the brands, we improved the perception of La Roche-Posay and Vichy and ensured that their customers had the same feeling of attention as in a physical store.

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