Customer Experience

Experience drives engagement and customer perception.

Training, coaching, and member experience programs for broadband providers and electric cooperatives.

Start a customer experience project

Customer Experience

Experience drives engagement and customer perception.

Training, coaching, and member experience programs for broadband providers and electric cooperatives.

Start a customer experience project
Years in the industry
NPS score
Employees trained, reps through C‑suite
States

Customer experience

Members judge you on the worst call, not the best one. You can run a flawless outage response in February and lose someone from a billing dispute in March. A transfer that drops. A rep who hadn’t heard about the promotion. An answer that changes depending on who picks up. Those things land like broken promises.

Somebody has to train the team, coach the calls, and map what a member actually goes through. Then still be there in the fall when the new hires start. That’s us.

Six reasons rural providers come to us for customer experience

Other than the awesome swag

The site says the install is free. The rep says it depends. The truck says something else again. Members don’t file that under confusion, they file it under this company doesn’t know what it’s doing. Your marketing keeps writing checks the frontline never got told about.

Where we begin

  • Listen to what’s actually being said on calls
  • Line the answers up with the offer
  • Get the frontline briefed before a campaign runs
  • Keep them briefed when it changes

The day went well. People liked it. Ninety days later a member calls furious about a rate increase and the team falls back on exactly what they did before. One-day training feels productive and almost never sticks, because nothing came after it.

Where we begin

  • Find out where the old habits are winning
  • Build reinforcement into the program, not around it
  • Give supervisors a shared coaching language
  • Measure against where you started

Marketing can explain the increase. It can’t take the four hundred calls. Your member services team gets six weeks of hard conversations, some of them from people they know by name at the grocery store, and most co‑ops send them in with a talking point and good wishes.

Where we begin

  • Prepare the team before the bills land
  • Write answers for the calls you’ll actually get
  • Give supervisors a way to back people up
  • Debrief while it’s still fresh

A new GM arrives with a strategy the board approved. Meanwhile the office and the field barely talk, and a member can tell which side they’ve reached inside ten seconds. You can’t train your way out of that. It’s a culture problem wearing a service problem’s clothes.

Where we begin

  • Get leadership honest about the split
  • Define what trust means here, in behaviors
  • Bring both sides into the same room
  • Make it visible to members

See how we did it for Inland Power

The build went well. Congratulations. Now there are three times as many people who can call, twice as many things to call about, and the same three people answering. The service that made you worth choosing is the first thing to break under the growth it earned.

Where we begin

  • Work out what’s driving the volume
  • Fix the calls that shouldn’t have to happen
  • Get the team ready for the ones that should
  • Watch it as the build continues

CSAT went down four points last quarter. Nobody in the building can say what caused it or what to do about it. Numbers without a system behind them just tell you something happened.

Where we begin

  • Ask members the questions worth asking
  • Score real calls against a real standard
  • Map where people are breaking with you
  • Rank what to fix first

There are known issues, and then there are issues its hard to put your finger on. A careful assessment of your full customer or member journey unearths missed opportunities that impact churn rates while also identifying opportunities for expanding services with existing members and subscribers.

Where we begin

  • Identify missed upsell/cross-sell moments and retention risks.
  • Engage your team in how to deliver an amazing experience that differentiates from the competition.
  • Stop the frustration and lower your risk by fixing the moments that drive the most churn.Rank what to fix first

Whatever your market,
whatever your size

01

Customer experience training

Frontline, supervisors, and leadership. Live or on demand. Built on real scenarios from this industry, not borrowed from hospitality.

02

Call coaching

Structured listening on real calls, individual development plans, and coaching reports supervisors can actually use.

03

Voice of the Customer

Survey design, fielding, and analysis. What members actually think, and where the number came from.

04

Journey mapping

The full member journey, touchpoint by touchpoint. What works, what falls apart, and a ranked list of what to fix first.

Customer experience in the field

Inland Power

“I would follow Inland over a cliff because we’re doing something special here.”

At Washington’s largest electric cooperative, the field staff and office worked out of two separate buildings, and they didn’t talk much.

“We knew we needed to fix things with our infrastructure and fix the operational side, but we needed to have a stronger culture first.”

The values came out of a group with representatives—some vocal, some quiet—from every department, office and trade both.

What came out of it was the Inland Way, launched at a party with a bucket truck where the office staff tried their hands at lineman games. It now runs the hiring conversations and the strategic plan, and it’s what the organization reaches for when things get tense.They’re seeing better hires and former employees have come back.

View the project

“We wanted something that was unique to Inland Power. We couldn’t do that on our own. We really felt blessed that we had somebody like Pivot come in and was able to wordsmith and put our thoughts actually into words and what it meant for us.”

Andy Barth

Government and Community Relations, Inland Power

We take the work personally.
It’s the only way we know.

See all our work

  • Inland Power

    Spokane, WA

    Branding

    CX

    Employee Experience

    Marketing

    Training

  • Cablelynx

    Longview, TX

    Branding

    Marketing

    Video

  • Jade Communications

    Alamosa, CO

    Branding

    Marketing

    Video

    Web

    Digital

  • West Carolina

    Abbeville, South Carolina

    Branding

    CX

    Digital

    Marketing

    Training

    Video

    Web

  • GVEC

    Gonzales, TX

    Branding

    Marketing

    Web

  • Totelcom

    De Leon, TX

    Branding

    CX

    Web

Questions we get about customer experience

Find the pain. Identify where there is friction that leads to prospects not ordering, customers leaving and stellar employees quitting.

Be irreplaceable. Your brand relies on the experience you offer. Define an experience that stands out from the crowd, giving employees the flag to charge towards.

Grow and thrive. Focusing on CX will lead to customers spending more and employees contributing more.

Training is part of it. Customer experience is also what happens after: coaching, supervisor support, and a way to tell whether it worked. A workshop on its own is a good day that wears off in about a quarter.

No. Twenty-two years, all of it inside cooperatives and rural providers. Which means nobody has to explain capital credits, or what an outage map does to a Tuesday, or why the annual meeting matters more than it looks like it should.

Most of the teams we work with are great, and that’s usually the reason the gaps are invisible. Good people carry a bad system for a long time before anyone notices what it’s costing.

Because you still need them to say yes. To a rate change, a fiber launch, a DERM program, a bond vote. That gets easier at a co‑op where the last call went well.

An assessment runs a few weeks. Training and coaching programs are built around your schedule, and the reinforcement piece is ongoing by design. If someone promises you a permanent fix in a single day, be careful.

Against where you started. We baseline first, then report the change, in terms your leadership can take to a board.

Yes. Live, recorded, and mixed. Crews on staggered shifts and field techs who are never in the building at the same time are normal here.

With every CX project, we:
Assess the current state.
Diagnose the challenges.
Engage the teams.
Design the new way.
Implement the program.
Reinforce with training.

Ask\-Ben\-Circle

Experience that keeps the promise

Tell us what’s going on. Ben has spent years connecting broadband and electric providers with the right people at Pivot. Let’s set up a call.

Connect with Ben

Pssst! We believe in the work you are doing, and are happy to talk with you about your needs even if it doesn’t put $$ in our pocket.