• Sprint - portfolio sample ++0
  • Sprint - portfolio sample ++0
  • Sprint - portfolio sample ++0
  • Sprint - portfolio sample ++0
Project by maybe.for.you.  - Laptop view

Our social networking tools are helping Sprint employees get more face time.

One of the benefits of running a small company is the efficiency of working with people you know intimately. This is true on both the employee and the customer side, which is why customer service departments have such an important function. They make customers feel as if their concerns matter. Our work with Sprint was based around one simple concept: making a large, impersonal group a close-knit community.

Sprint's customer service department needed help in addressing customer concerns. In order to facilitate the best possible service, departments need to communicate with one another so customer concerns don't fall through the cracks. Sprint's vision was to harness the connective power of social networking with an internal site that would create a sense of a Sprint community. This way, employees would be able to familiarize themselves with people in other branches, improving efficiency and customer service relations.

Deardorff Communications has been handling Sprint's employee communication program since 2003, so we worked closely to develop a user-driven, experiential community in accordance with the current Sprint brand standards. This was a challenge, since the idea of a social networking profile is to showcase the user's individuality. We were able to create a balance through which users could create their own profiles and interact as a community, while at the same time presenting corporate information in a dynamic and engaging way. This created an initiative for users to return to the site and share information. Sprint's Service and Repair division has an employee satisfaction increase from 69% to 82%, and customer satisfaction has risen from 75% to 81% since 2006, and we like to think our social networking program has had something to do with that increase.

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