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Louisville Gas and Electric Energy Corporation operates one
of the nation's most successful Home Appliance Protection
Programs through its subsidiary LG&E Home Services. As a result
of the merger, the appliance protection program was introduced
into a newly acquired market. The previous utility had minimal
business-to-consumer contact and there was concern that initiating
a new corporate program through telemarketing might result
in negative repercussions in this marketplace.
TCG developed a "corporate identity" plan that included conversational
scripting, in-depth training, and flexible call scheduling.
The scripting and training created a more knowledgeable sales
team that produced significant net results. A key factor in
the success of the plan was LG&E Home Services' and TCG's
commitment to ongoing program evaluation, interval training
and continuous modifications to insure improved long-term
results. Specific results included:
- After one month, TCG's weekly average Sales
Per Hour (SPH) was 0.56. After six months the
average SPH was 0.95.
- Over a six-month period, the drop rate of
new customers through the TCG telephone program
was less than 3%.
- TCG was given the task of calling into a recently
penetrated market. This type of call may have
adverse effects due to repetitive customer contact.
The first attempt was conducted by a large call
center that resulted in an average SPH of less
than 0.20. Less than three months later, TCG
achieved an average SPH of 0.80 in this same
market.
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Citizens for Better Medicare (CBM), is a broad-based, bipartisan
coalition representing seniors, businesses, pharmaceutical
research companies, doctors, caregivers and patient advocates.
CBM is a client of APCO Worldwide (APCO) a public affairs
and strategic communications firm. In 1999, APCO and CBM launched
a public information and education program to help Americans
understand the issues surrounding Medicare reform. Among the
founding members were the Pharmaceutical Research and Manufacturers
of America, the National Kidney Cancer Association, the United
Seniors Association, the Seniors Coalition and the National
Association of Manufacturers.
Prescription drug coverage, as a part of Medicare, is presently
a hot topic in Washington, DC. Congress will be considering
Medicare reform legislation over the next few months and Congressional
members need to be asking the right questions and making the
right choices. CBM believes that the right Medicare reforms
are those that improve drug coverage, keep patients and doctors
(not government) in control, protect the choices seniors currently
have, and guarantee that investment in future cures is not
diminished by excessive government regulation. CBM advocates
that Congress should strengthen and improve Medicare and expand
prescription drug coverage for seniors. CBM wants Congress
to do it the right way, and APCO is helping them make it happen.
CBM was searching for a solution that would allow these policy-makers
to hear from their constituents so that Congress would not
pass a government-run prescription drug plan. Together, APCO
and TCG designed and developed a comprehensive multi-phased
inbound and outbound telecommunications program that identified
supporters and activists. These supporters and activists were
obtained through effective targeting and purchasing of voter
records for individuals deemed most likely to become activists.
We then developed unique persuasive telephone messages for
each target group. These prospective activists were engaged
in an aggressive mail campaign. TCG sensitized voters through
the telecommunications program prior to their receiving a
mailing and approximately one-week following the mail. Follow-up
recruitment calls were placed to the same list of potential
members.
TCG built a national grassroots army of activists equipped
to deliver a distinct message to Congress. Messages are delivered
through a variety of vehicles, personal letters, telegrams
and direct connect telephone calls. All of the constituent
communications are developed and agreed upon during recruitment
and activation telephone conversations.
Thanks to continued letters, telegrams and calls to Congress,
CBM has gained momentum in Washington. Seniors' voices are
being heard. TCG's telephone operators identified potential
advocates, educated them on the issue, enlisted their involvement
and followed up to make certain the appropriate action was
taken at the right time and with the proper intensity.
The 2000 New Mexico State Legislative elections presented
an opportunity for TCG to povide consultative
services and execute a large-scale, multi-layered call program
involving House and Senate Legislative district campaigns.
TCG worked closely with its client, the New Mexico Democratic
Legislative Campaign Committee (NMDLCC), to design a telephone
program which addressed the specific needs of the individual
district races throughout the state.
This encompassed planning and coordinating 19 races, including
both incumbents and challengers in 13 House and 6 Senate districts.
Messages were indivualized for each candidate, based on the
salience of a specific issue(s) in that particular local race.
This individualized scripting technique was maintained for
each round of telephone calls, a feature that is indicative
of all TCG programs.
For most races, voters were the recipients of 6 different
calls timed for release throughout the campaign: a hard ID,
three Persuasion rounds, and two GOTV contacts. Depending
upon the unique political circumstance of the candidate, TCG
maintained the flexibilty to scale-back or expand the number
of different types of messages.
In order to maximize voter contact and realize operating
efficiencies associated with traditionally larger universes,
11 of the 13 house districts were combined into one large
universe. The integrity of the call response data and the
reporting outcomes for each of these districts was maintained.
Jason Sandel, Executive Director of the NMDLCC, was easily
able to monitor any of the telephone calls. The remaining
2 House districts, and the 9 Senate races were conducted on
an individual basis.
In addition to flexible scripting and tactical data manipulation,
TCG was able to accommodate the addition of extra state races
late in the course of the campaign. Subsequently, three more
Senate districts were added and slated for scripted messages.
This ability to quickly adapt to changing circumstances while
continuing to deliver an effective, targeted communication
plan is one of the hallmarks of TCG.
Out of 22 races, Democrats won 17 of
these election contests.
Among the incumbents, 11 of 13 were re-elected,
despite strong bids to unseat them. Democratic
challengers won 6 of 9 races. In fact, 61 or
fewer votes decided 4 of the 22 elections.
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These numbers prove yet again that multiple
repetitive voter contact can decide the outcome of an election.
Thanks to the close working relationship and
ongoing communication between the Leadership, program management
and operations, the political outcome of the 22 New Mexico
races was most gratifying.
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