Knowledge: Case Studies

The Guardian explains how it halved churn by perfecting the fundamental basics of its customer service and worked to make it a priority of the company.

Just shy of 200 years old, The Guardian is one of the world’s leading news organisations today. It was founded in 1821 in Manchester as a local daily paper. It is a now a global news organisation with a daily paper in the UK, established reporting and commercial bases in the US and Australia, as well as apps and a website with huge reach – 2.17 billion page views in March 2020. Funded and owned by The Scott Trust as opposed to a single individual like many of its competitors, it is able to guarantee a genuinely independent form of journalism that safeguards its progressive values and trustworthiness to its readers and supporters.

Ben Lappin, Director of Retention and Customer Experience at The Guardian, further introduces the organisation: “Business-wise we have about one million supporters across a wide variety of products, including print and digital contributions, and we’re aiming to get to two million in the next three years. We’re probably best known for exposing the Windrush scandal and the Panama Papers, so we’re in quite a central place in the news discourse.”

Lappin explains how churn, the rate at which customers stop doing business with a company, was targeted at The Guardian. “When I started here, churn was really difficult to measure. We were aware it was a problem, but we didn’t have solid measurements at a customer level that enabled us to do much about it.” He notes that when you can’t measure churn, it is hard to manage. “My first priority from a CX perspective was putting in a measurement programme to understand why customers were churning and why they were contacting us.”

By Elizabeth Akass, Editor, Engage Business Media

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