Bright House Networks – Customer Care Initiatives

1. Bright House Networks – Customer Care Initiatives Bill Sievers – Vice President Customer Care

2. Introduction • Bright House Networks is the nation’s 6th largest MSO • BHN is a private company owned by Advance Newhouse • 80% of BHN customers are located in Florida • BHN has two divisions in Florida – Tampa and Orlando • Customers span across Central Florida from the Gulf Coast to the Atlantic Coast • BHN offers the Triple play with high penetration levels • Call Centers are virtual utilizing BHN’s fiber network • BHN received CRM Magazines Elite Service award in 2007 • Elite Service award recognizes companies with advanced or unique call center designs • BHN received two JD Power awards in 2006 for phone and cable

3. JD Power overview • Bright House Networks did not set out to attain the JD Power Awards • We wanted to do the right thing and listened to what our customers wanted from us • JD Power questions customers and weights the categories as follows: • 26% Customer Service • 18% Reliability • 16% Image • 15% Billing • 14% Cost • 11% Offerings • JD Power recommends we pay attention to three areas: • Timeliness • Courtesy • Triple Play

4. JD Power overview continued • Customer Care Detail Categories (26%) weighted • Timely resolution to problems • Ability to resolve problems with one contact • Ease of contacting customer service • Knowledge of CSRs • Timeliness in making changes to services • Thoroughness of information provided to questions • Courteous CSRs • Concern for your specific need or problem • Hours of availability of customer service • Ease of using automated response system

5. What we did… • Upgraded call center technology • Includes Speech recognition • CTI (Screen pop) interfaces • Speech Scripts Change depending on customer account data • Give agents additional information about customer • Contact history • Email exchange • CHAT exchange • Increased Self-service calls by over 100% • Decreased call transfers by 50% • Next generation of Speech is being deployed in 2007 (Open Speech) • Other Items that are technology enabled: • Post Call Surveys after a customer interaction with a phone representative • Outage detection and call back feature • Post Service Call Surveys

6. What we did… • Introduced a unique call quality program for our call centers (CEO) • CEO – Customer Experience Observation • Measures the customer experience vs. a checklist of behaviors • Linked program to CSAT evaluations • Evaluates agent’s contribution to first call resolution • Evaluates agent’s relationship building skills vs. scripting • 80% of Supervisors time is dedicated to coaching his/her team • Accountability: • Bonus program for GM to Supervisor that rewards on quality scores • 3rd party performs on-going calibration to ensure program credibility • Became part of performance management tool • Introduced CEO program to all departments

7. What we did… • Standardize all policies and procedures which allows for the virtualization of call volume and increase in One and Done scores • 72 standards are in place • Ongoing / never ends • Introduce Performance Management for all employees • CSR’s have daily scorecards that measure: • Productivity 33% • Sales 33% • Quality 33% • All scores roll upward to supervisors, managers, and directors • Employees have direct control on their wage increase • Results of Performance Management: • Sales / Productivity / Quality / Attrition

8. What we did… • Organized employee structure that allows for continuous coaching • 14 to 1 ratio in call centers and field operations • 75 to 1 ratio Trainer to Front line employee • Moved to two-hour service calls / installs – 7 days a week • Any call can be answered 24 X 7 by calling a single phone number • Measure all attributes of the customer experience (KPI’s) • Examples: • We measure reliability (5 9s), and we report that data monthly along with voice of the customer survey data about their perceptions of whether we’re reliable. • We measure One and Done, and we report that data monthly along with the customer survey data results about whether we fixed the issue with one phone call. • What the customer says is most important!

9. What we did… • Introduced a comprehensive Welcome Call Program • Attempts to call every installed customer (contacts 65%) • Through conversational methods asks nine questions • Identifies any outstanding problem for follow-up • Customer contact is made within 24 hours • Scoring of questions are rolled up to a scorecard for each installer and is used in the performance management program • Detailed reports are updated daily • Contact avenues: Post service calls / Email surveys / Pre-collection disco calls / Web / BBB / Corporate • All customer issues identified through various methods are funneled through an escalation group for fast resolution and tracking

10. What we did… • Monthly Net Promoter Scores (NPS) • Ask the “Ultimate Question” – On a scale of 0-10 how likely would it be that you would recommend BHN to your friends and colleagues? • The answer divides your customers into 3 categories: • Promoters (9-10) • Passives (7-8) • Detractors (0-6) • Formula * Promoters - (minus) Detractors = NPS score • NPS scores are reported monthly for each of our regions

11. Conclusion • Understand what drives customer satisfaction • Invest in tools that allow you to satisfy your customer needs • Change items that drive positive employee behavior • Learn from what your customers tell you • What you measure you can manage • Create an internal mission statement that will drive the changes you want to make – don’t waste your time if it doesn’t match this statement!

12. The End • Thank you for your time today! • Questions?