2011 customer satisfaction annual report

2011 Customer Satisfaction Annual ReportPhilips HealthcarePatient Care and Clinical InformaticsSoftware Customer Services

Cardiology Informatics

Enterprise Patient Informatics Solutions

Enterprise Imaging Informatics

The Customer Satisfaction Annual Report is intended to serve a purpose similar to that of a business annual report. Its goal is to document the details, objectives, and results of our customer experience programs for 2011. In addition, this report documents our commitments to improvements and plans for the coming year, which will ultimately enhance our customers’ experience.

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What our customers are saying . . . . . . . . . . . . . . . . . 2

Philips employee comments from . . . . . . . . . . . . . . 4Employee Engagement Programs

Message to customers . . . . . . . . . . . . . . . . . . . . . . . . . . . 6

The Software Customer Services organization 7 Organizational Structure . . . . . . . . . . . . . . . . . . . . . . . . . . 7 Methodology . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8 SQIdefinition . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8 Scales . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8

Software Customer Services . . . . . . . . . . . . . . . . . . . 9survey feedback process

Customer satisfaction results . . . . . . . . . . . . . . . . . .11

Cardiology Informatics . . . . . . . . . . . . . . . . . . . . . . .11 Service Quality Index 2011Function-SpecificSQIAverages 2011 Quarterly Service Quality Indices Customers’ product expectations

Enterprise Imaging Informatics . . . . . . . . . . . . . .12 Service Quality Index 2011Function-SpecificSQIAverages 2011 Quarterly Service Quality Indices Customers’ product expectations

Enterprise Patient Informatics Solutions. . . . .13 Service Quality Index 2011Function-SpecificSQIAverages 2011 Quarterly Service Quality Indices Customers’ product expectations

Software Customer Services . . . . . . . . . . . . . . . . . .14Overall Performance

Key takeaways . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .15

Program Initiatives . . . . . . . . . . . . . . . . . . . . . . . . . . . . .16

Organizational overview . . . . . . . . . . . . . . . . . . . . . . .18

Software Customer Services call centers . . . . . .19

Table of contents What our customers are saying

“I fully believe in and support [the InSight] program. Not all companies make this investment in their people. Providing these opportunities is a great idea and I am happy to be a part of it.”

2011 InSight Customer Visit Host

“Too often, problems and issues that are sent to Engineering or other L3 and above areas are not treated as though they are urgent and important issues. Having individuals from these areas come on-site and experience what it’s like to be in a healthcare setting where patient care is paramount, not programming or other IS related issues, helps to show them why our issues are considered urgent and gives them a new perspective on helping us.”


“Everyone I have worked with at Phillips has been very knowledgeable, professional, and polite.”

R.N., Nursing System Analyst

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“The application specialists were great. They were able to solve problems that we were having and were very knowledgeable about cardiac scanning. This was something new to our facility. I feel very comfortable doing these scans after just two days

with the app specialist.” Radiology Technologist

“The team that came into my lab was great!! I have had no problem getting in touch with any one of the folks after all was done on site. All staff were very helpful!!! A+++++++!!!!”

Cardiology Clinical Manager

“It has been a pleasure to work with the team at Philips.”

OB Nurse Manager, Infection Preventionist

“I appreciate everyone’s willingness to do what it takes to ensure the success of the project. I feel we are receiving the proper level of education before, during, and after implementation.

Expectations on both sides are clearly stated before beginning.” ChiefInformationOfficer

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Philips employee comments from Employee Engagement Programs

“[The InSight] program met my needs in that I was able to see the products being utilized in the actual use environment. I got to hear customer concerns directly from the customer as opposed to being filteredthroughothersorthroughcomplainthandlingsystems. The explanation and demonstration of the variousworkflowswereinvaluable.”

2011 InSight Customer Visit Participant

“IbetterunderstandthecustomerworkflowforiSite PACS and Xcelera. I additionally have better appreciation for the customer and can now better empathize with them relative to their needs. As a quality professional, it was enlightening to listen to the voice of the customer as opposed to focusing on regulation and compliance. Listening to the customer’s voice reinforced the need to build quality and regulatory programs and requirements with the customer in mind.”

2011 InSight Customer Visit Participant

“I help customers improve patient care.”

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Philips employee comments from Employee Engagement Programs

“I like being part of a powerful global team whose mission is to advance mankind.”

“We really care for our customers and we feel our job is really appreciated.”

“The team is committed to improve and tackle new challenges.”

“It feels good to help customers.”

“I provide support to a product that has impact on real people.”

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Stacy Gillen

Vice President

Software Customer Services

Philips Healthcare

Patient Care and Clinical Informatics

Message to customers

As part of our commitment to differentiating ourselves from other support organizations in the healthcare arena, we designated 2011 as the “Year of Action.” We charged our team of experts to not only create strong relationships with our customers, but to find new ways to act on that feedback in order to enhance the Customer Experience.

I want to personally thank each and every one of you who took the time to answer even one of the surveys we sent out over the last twelve months. We implemented many changes throughout 2011 based on and inspired by your feedback, the most important of which are:

“Provide a more consistent support offering between products.”

Software Customer Services has committed itself to harmonizing the software maintenance agreement offerings across the Software Customer Services product portfolio. Currently, Philips SCS supports fifteen (15) different software applications with eleven (11) different types of support agreements. Our customers – and our internal teams – need us to provide a consistent approach to software maintenance at both the offering and the execution levels. Later in this report you’ll see an outline of our enhanced 2012 service offerings.

“Invest in resources and tools so my concerns are addressed quickly and accurately.”

We took an even stronger position in regards to employee engagement in 2011. Our mantra for the year was, “Engaged employees make engaged customers.” As such, we invested significant resources into training and tools so that our customer-facing employees have at their

disposal everything they need to deliver an exceptional customer experience. Cross-functional and multi-national training, our InSight Customer Visit program, our Customer Satisfaction Dashboard, and our new Customer Service Training programs are just a few of those tools.

“Give me the same Philips experience no matter what product I’m dealing with and no matter where I’m calling from.”

We have begun the transformation into a truly united worldwide organization. By partnering with teams around the globe, every SCS customer has a voice, and SCS can respond to customers with a single voice as well. Our Customer Satisfaction Surveys are going through the translation process so that we can measure support interactions throughout Europe, the Middle East, Asia, and Africa. Our survey process has been aligned on a global level. Our entire international organization has a consistent process for when we ask for feedback, how we ask for it, how we pass that feedback on to our managers, as well as how we follow up on it. Each of our support organizations is refined and refocused to provide you with an exceptional Philips experience.

2012 is our “Year of the Execution.” We are moving forward full force with initiatives to re-shape our corporate culture into something truly customer-centric. Your suggestions, comments and criticisms are what will help us better understand the areas in which we can act in order to truly bring you a best-in-class level of support and service.

Sincerely,

Dear Philips Healthcare SCS Customers,

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The Software Customer Services organization

Philips Healthcare

Patient Care and Clinical Informatics

Enterprise Imaging Informatics

iSite PACS

XIRIS and XRE

IntelliSpace PACS

Software Customer Services

Enterprise PatientInformatics Solutions

CardiologyInformatics

StressVue

TraceMasterVue

OrderVue

CVIS

Xcelera

XPER IMCath Lab/Series 4

eICU/eCareManager

CompuRecord

Emergin

IntelliBridge

OBTraceVue

ICIP+

Philips strives to simplify healthcare through combining our unique clinical expertise with human insights to develop innovations that ultimately help to improve the quality of people’s lives.

Software Customer Services (SCS) represents 15 different software products and solutions from three different Business Units within Philips Healthcare: Cardiology Informatics, Enterprise Imaging Informatics, and Enterprise Patient Informatics Solutions.

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MethodologyPhilips is a Net Promoter Score (NPS) organization and the Software Customer Services group utilizes the NPS methodology to gather transactional and relationship data from our customers at various milestones within their software customer lifecycle.

Event-based survey questions address the process that customers experience during each phase of the software customer lifecycle. Transactional support surveys query the end user a short time after the service transaction is completed. Results are compiled into a standardized Service Quality Index (SQI) which is aligned with the NPS methods for comparison and consistency.

Survey results are checked for low scores on a daily basis and identified issues are addressed within three to five business days. Customer feedback data is collected, analyzed, and distributed to management monthly. In the monthly management reviews, opportunities for improvement are analyzed and action plans are established based on observed customer satisfaction trends. Action items emerging from these plans are reviewed on a quarterly basis by the extended leadership team.

SQI DefinitionThe SCS Service Quality Index measures the quality of the service delivered to customers by SCS people and processes. It is reported as a percentage calculating the average of all milestone survey responses including project management, applications training, and technical integration.

Highly Satisfied DefinitionThe SCS Highly Satisfied metric measures the percentage of customers responding with a 9 or a 10 to the request, “Please rate your overall Satisfaction with your SCS Experience,” where 0 is highly unsatisfied and 10 is highly satisfied.

ScalesCustomers are asked to rate the quality of the service they received during each milestone interaction on a 0-10 scale, where 0 is extremely poor and 10 is exceptional.

How we measureSoftware Customer Services is responsible for implementing and managing new projects at customer sites, as well as maintaining current customers’ solutions through customer call centers, fieldserviceteams,upgradeteams,andproactivemonitoringteams.MostbusinessesinSCSsupport both software and hardware, though each business model for support is unique.

The feedback gathered throughout SCS varies widely. From transactional service events, to on-site visits, to the accomplishment of large implementation milestones, to customer training events, each type of interaction requires a distinct method of data collection.

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Root Cause

Analysis

SCSManagement

Report

ManagerReview

RCA and

FollowupLogging

CustomerFollowup

AutomatedAlert toManager

Customer

EmployeeRecognition

MonthlySQI

Reporting

QuarterlyManagement

Review

Low score

High score

Average score

Software Customer Services survey feedback process

“[Our Product Manager] has been stellar throughout this project. No matter how much we throw at him, he remains warm and responsive. He listens to our needs and helps redirect us when we veer off course.”

CCU Clinical Information System Manager

“I found it extremely helpful to have people from multiple departments here on-site. It gave all parties a true understanding of how much patient care is directly impacted by what we all do.”


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Feedback is shared with managers cross-functionally to allow for “smart” team-based decisions rather than standalone, narrowly focused decisions that impact only one business unit, or one product. This same feedback is also presented regularly to both business managers as well as the Vice President of Software Customer Service.

Low scores on individual tickets are followed up on within two (2) business days. Alerts to managers are triggered whenever low scoring surveys are received so that any issues can be addressed and resolved as expediently as possible. Service Managers are required to “Close the Loop” with customers returning low scores on surveys as well as following up with the employee(s) who delivered that service. All low score follow-ups are logged, and the resulting after-action plans are shared across the organization in order to benefit all parts of the organization.

Beginning in the summer of 2011, the Customer Experience team within Software Customer Services began rolling out a tool known as the SCS Customer Dashboard. The Customer Dashboard allows

What we do with the dataGathering customer feedback serves no purpose if we don’t actually act on that feedback. As such, one of the most important aspects of the entire Software Customer Services survey process is the dissemination of the information to the leaders within the organization so that appropriate action can be taken.

for real-time tracking of customer satisfaction, as well as real-time alerting for low survey scores. Improving our ability to focus on and investigate the root cause of dissatisfaction, the Customer Dashboard allows us to more efficiently remedy any shortcomings and close the loop with our customers. Working from a unified, real-time tool improves cross-functional transparency, and provides visibility into customer feedback across Software Customer Services, as well as allowing us to measure our teams against common metrics across our support and professional services organizations.

Software Customer Services has also invested additional time and resources in order to recognize employees and teams who consistently perform above and beyond the call of duty, delivering exceptional service across the board.

Our goal for 2012 is to increase the effectiveness of collecting feedback and driving change initiatives resulting from the insights gained from the survey process.

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85%

84%

93%

94%

88%

Project management – people

Project management – process

Applications

Technical delivery

HL-7 interface

2011 Function-Specific SQI Averages

75 88 94

Customers’ product expectationsIn addition to the people and process questions that calculate SQI, beginning in March of 2011 we asked customers to “Please rate your satisfaction with the capabilities of your Philips Healthcare Informatics Solution. Please use a 0-10 scale, where 0 represents ‘Not at all satisfied’ and 10 represents ‘Extremely satisfied.’”

80%

85%

89%

Project management

Applications

Technical delivery

85%Average

CAIPlanning and coordination at the beginning of a project (both new installs and upgrades) requires improvement according to our customers. Some also mentioned that an on-site visit at the beginning of the project might have easily prevented complications experienced down the line.

During 2011, Cardiology implemented staffing changes in order to better allocate resources to deal with customer concerns. We appointed a new Director for the CAI call center and initiated a Project Review Program.

In 2012, we will be adding call center Service Desks for Cardiology Informatics customers in North America and internationally in order to expand on the cohesion between our CAI and EII services centers. For our international customers, we will also be launching collaboration surveys to measure the collaboration between our international L1 and L2 support organizations.

Customer satisfaction results

Cardiology InformaticsService Quality Index• The Support SQI was rolled out in 2011 across CAI

and has been trending upwards all year.

• Between Q1 and Q3, CAI increased support SQI by an average of 4%.

Q1 Q2 Q3 Q4

Event (implementations) 89%

87%Support

2011 Quarterly Service Quality Indices

88%

90%

90%

92%

91%

91%

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Enterprise Imaging InformaticsService Quality Index• For EII, SQI numbers in 2011 remained as strong

as they did in 2010.

Q1 Q2 Q3 Q4


89%Support


91%

90%

92%

89%

92%

88%

Customers’ product expectationsIn addition to the people and process questions that calculate SQI, beginning in March of 2011 we asked customers to “Please rate your satisfaction with the capabilities of your Philips Healthcare Informatics Solution. Please use a 0-10 scale, where 0 represents ‘Not at all satisfied’ and 10 represents ‘Extremely satisfied.’”

94%

91%

92%



Applications

91%HL-7 interface


88%

84%

75 88 94

Project management

Applications

86%Averages

SupportThe “Highly Satisfied” metric for Support organizations within EII trended upwards in 2011.

EIIEnd Users and PACS Administrators alike commented that product functionality and speed needs improvement, especially in regards to large studies. Users also mention that several aspects of the system are counterintuitive.

In 2012, we will be launching collaboration surveys to measure the collaboration between our international L1 and L2 support organizations.


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SupportThe “Highly Satisfied” metric for Support organizations within EPIS-ICIP+ trended upwards in 2011.

EPIS ICIP+Customers pointed out that improved planning and communication, specifically around equipment logistics, cross-functional coordination, testing procedures, and go-live would significantly improve the customer experience.

In 2012, we will be expanding our solution centers for Enterprise Patient Information Systems customers internationally in order to expand on the cohesion between our services centers. We will also be launching surveys to measure the collaboration between our international L1 and L2 support organizations.

86%

78%

86%

93%

79%



Applications – fetal monitor training only

Applications – all other ICIP+ systems

Technical delivery


79%

90%

72%

Project management

Applications

Technical delivery

80%Average

Customers’ product expectationsIn addition to the people and process questions that calculate SQI, beginning in March of 2011 we asked customers to “Please rate your satisfaction with the capabilities of your Philips Healthcare Informatics Solution. Please use a 0-10 scale, where 0 represents ‘Not at all satisfied’ and 10 represents ‘Extremely satisfied.”

Enterprise Patient Informatics SolutionsService Quality Index• The Support SQI was rolled out in 2011 across EPIS-ICIP+

and has been trending upwards all year.

• Between Q1 and Q3 EPIS-ICIP+ increased support SQI by an average of 7%.

Q1 Q2 Q3 Q4


88%Support


84%

90%

87%

95%

85%

94%


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Software Customer Services Overall Performance for 2011

Highly Satisfied CustomersThe SCS Highly Satisfied metric measures the percentage of customers responding with a 9 or a 10 to the request, “Please rate your overall Satisfaction with your SCS Experience,” where 0 is highly unsatisfied and 10 is highly satisfied.

Service Quality IndexThe SCS Service Quality Index is reported as a percentage calculating the average of all milestone survey responses including project management, applications training, and technical integration.

Q1 Q2 Q3 Q4

Q1 Q2 Q3 Q4

EPIS-ICIP+ Support

ICIP+ Service Quality Index

SCS Totals (event and support)

EII Service Quality Index


SCS Support

CAI Service Quality Index

85%

95%

89%CAI Service Quality Index

88%

90%

72%

73%

68%SCS Event (implementations)

Support

Event (implementations)

SCS Combined Support

SCS Combined Event (implementations)

2011 Quarterly “highly satisfied” customers

90%

88%

90%

90%

90%

84%

91%

88%

74%

75%

70%

92%

90%

95%

89%

92%

87%

92%

90%

80%

81%

76%

91%

89%

94%

88%

91%

85%

92%

91%

77%

78%

73%

87%

88%

89%

Q1 Q2 Q3 Q4

Q1 Q2 Q3 Q4

EPIS-ICIP+ Support

ICIP+ Service Quality Index

SCS Totals (event and support)



SCS Support

CAI Service Quality Index

85%

95%

89%CAI Service Quality Index

88%

90%

72%

73%

68%SCS Event (implementations)

Support

Event (implementations)

SCS Combined Support

SCS Combined Event (implementations)

2011 Quarterly “highly satisfied” customers

90%

88%

90%

90%

90%

84%

91%

88%

74%

75%

70%

92%

90%

95%

89%

92%

87%

92%

90%

80%

81%

76%

91%

89%

94%

88%

91%

85%

92%

91%

77%

78%

73%

87%

88%

89%

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Key takeaways for Software Customer Services

Areas for ImprovementProductsThe complexities of Philips’ Healthcare software products as well as issues with third-party integrations continue to be a driver of dissatisfaction. Communicating full understanding of how interfaces are setup and work, and thorough documentation about the setup, is lacking.

TrainingFor training, customers mention their dissatisfaction with timing. Either the condensed timeframe for training causes the time per end user to be too little, or the timing of the training within the context of the entire project is convenient for Philips, but not for them.

Project Management/Technical ServicesThere was a slight increase in dissatisfaction with respect to remote services at go-live, as well as issues reported at or immediately after go-live. Customers mentioned that, in retrospect, they would have wanted someone on-site for this key milestone. Those with issues remaining after go-live still express frustration about how long it can take for some issues to be resolved. A number of customers also mentioned that proactive communication about essential checks during and post-go-live could have prevented major hiccups.

Overall SCS Business UnitsPlanning, coordination, and communication around projects requires improvement according to customers. Improved planning and communication, specifically around logistics, cross-functional coordination, testing procedures, and go-live would significantly improve the customer experience.

StrengthsProductsAcross most Philips’ Healthcare software products, our customers consistently praise speed and reliability, flexibility, richness of features, ease of use, and affordability.

TrainingApplications surveys show that our trainers are truly appreciated by customers and demonstrate deep knowledge of the product, flexibility about what content to provide during the training, and patience with as well as respect for end users during the training.

Project Management/Technical ServicesCustomers continue to compliment the depth of knowledge of our Technical/Integration leads, commenting that they understand the whole picture and have good foresight – not just with the software, but how it will interact with required hardware and other systems that the customer may potentially be using.

Overall SCS Business UnitsAccording to our customers, Philips employees continue to be our greatest asset as a service organization. Survey feedback repeatedly confirms that customers:• Are able to build strong working relationships with Project

Managers during projects• Praise Applications Consultants for their knowledge of the

product and patience/flexibility during training• Compliment Technical Consultants/Integrators on the

depth and breadth of their software and hardware skills and knowledge.

Overall, customers are extremely satisfied with the service, communication, and professionalism they receive from these teams.

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InSight Customer Visit ProgramThe InSight Customer Visit Program was implemented in North America in 2010 as an opportunity for Philips employees and customers to observe our products in action. We feel it is important to experience our customers’ needs and challenges firsthand. To facilitate this understanding, both technical and non-technical, non-customer-facing Philips employees are brought to customer sites to learn more about the clinical environment and the people on the other side of the product lifecycle.

Program InitiativesAs part of “The Year of Action,” the following Program initiatives were launched or enhanced in order to provide our Customers (both internal and external) with expanded tools, training, and service.

In 2011, 40 employees from 15 different departments participated in the InSight Customer Visit Program. They spent an average of a day and a half side by side with Cardiologists, Radiologists, Technologists, IT Professionals and PACS Administrators witnessing firsthand how our products are used in the field, and discussing how our products impact their workflow.

Customers who responded to a post-visit survey about the program unanimously said they would recommend the Insight Customer Visit Program to colleagues and would to host another InSight Customer Visit in the future.

We will be continuing this important program in North America as well as launching the program for our European employees in 2012. The investment in our team allows us to successfully and completely support our customers’ needs. The InSight Customer Visit Program will continue to be refined with the intent of including a follow up presentation to the host sites reflecting our employees’ experiences during the program.

Customer Service TrainingIn 2011 we launched a new training initiative for all Software Customer Services employees focusing on how we manage interactions with our customers. Our goal is to make our customer interactions consistently professional, efficient and productive. SCS is focused on investing in every employee in order to develop the skills they need to deliver best-in-class service. 2012 will see the CST program rolled out internationally as we begin to align our teams on a global level.

Customer Service Advisory BoardThe SCS Customer Service Advisory Board engages a small group of Philips Healthcare SCS customers on a regular basis to discuss industry trends, business priorities and strategic direction for the mutual benefit of all participants. The mission of CSAB is to provide open, timely feedback and insight to help Software Customer Services enhance the SCS customer experience.

The Philips team at Medical Center of the Rockies, Loveland, CO

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Technology Advance Portfolio PlanningSingle point of contact with enhanced issue follow-up and prevention Proactive support, strategic guidance, and portfolio planningTarget Audience• One or two Philips patient care and clinical informatics solutions• Few IT and PM resources• Limited depth of required technical expertise

Value Proposition • Improved productivity of IT resources• Decreased system downtime• Reduced T&M or contractor spend

Featured Services Software Maintenance Agreement plus:• Monthly issue status meetings with quarterly on-site visits• Issue root cause analysis and customer debrief for highest

severity issues• Upgrade planning, interdependency and interoperability planning

and communication, and resource management• Assigned technical resource familiar with customer and managing/escalating issues

Target Audience• Multiple PCCI solutions with limited resources for cross-solution

coordination• Complex deployments of CI solutions• Significant new projects under development

Value Proposition • Proactive planning of system downtime• Concierge navigation of Philips organization• More efficient and productive use of systems

Featured Services Software Maintenance Agreement plus:• Quarterly on-site service review and analysis• Issue root cause analysis and customer debrief for highest

severity issues• Upgrade planning, interdependency and interoperability planning

and communication, and resource management• Proactive alignment of Philips resources to meet customer

organization strategic objectives • Assigned strategic resource familiar with all PCCI products with the ability to engage deeper technical specialists

Industry, competitive, and direct customer research has led us to propose the following as deliverables for the new service offerings:

Enhanced Services OfferingsSoftware Maintenance Agreement2012 will see a harmonized Software Maintenance Agreement (SMA) across the SCS product portfolio for North America. The deliverables, service delivery model, and pricing for the SMA will be consistent across the Software Customer Services portfolio. The harmonized SMA provides for 24x7 remote support, proactive remote monitoring and connectivity, interoperability support, customer portal access, and software updates and upgrades with implementation and clinical education.

Additional Service OfferingsTo meet and exceed our customers’ needs, we are planning to launch an additional service offering to expand the existing iSite Technical Account Manager (TAM) model to Cardiology Informatics and Enterprise Patient Informatics Solution customers.

PCCI Customer PortalThe PCCI Customer Portal provides Philips Healthcare PCCI customers and customer-facing employees with an additional channel for customer service that is immediate, accessible, and user-friendly, as well as providing a consistent experience across products and business lines. The PCCI Customer Portal currently services global customers of iSite PACS, IntelliSpace PACS, XIRIS, and XRE, and will eventually be an online presence for customers of products from all across Patient Care and Clinical Informatics. The Customer Portal provides browser agnostic web access to ticket management, document access, training management, and community forums.

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Patient Care and Clinical Informatics (PCCI) includes Patient Monitoring, Respiratory Care, Perinatal Care, Cardiac Care, Clinical Informatics, Image Management Services, Enterprise Patient Informatics Solutions (EPIS), and Patient Monitoring Systems. Clinical Informatics includes Enterprise Imaging Informatics and Cardiology Informatics. PCCI’s strategic intent is to provide clinical informatics and patient care solutions that simplify clinician workflow, improve financial outcomes, and help improve and save lives.

In 2009, Philips Healthcare formed the PCCI Software Customer Services organization to directly address a paradigm shift across the Philips Informatics portfolio – from a modality hardware-focused model based around static images, to a dynamic, multimedia-driven standard utilizing software solutions with a robust set of workflow tools. The Software Customer Services organization is purposely positioned within the Patient Care and Clinical Informatics business group in such a way that team members may optimally address the interrelationships among the informatics portfolio, develop a high degree of specialization, and offer a distinctively branded customer experience.

Organizational overviewPhilips strives to simplify healthcare through combining our unique clinical expertise with human insights to develop innovations that ultimately help to improve the quality of people’s lives.

“ [InSight] is the beginning of an excellent program, and I believe it should be expanded to include as many people as possible. Philips employees need to understand how what they create and maintain is used, so they can understand the urgency of dealing with their customers, as well as understand why their customers are asking for what they are asking for.”


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1 23

6

57

9 10

8

4

A team of 525 experts in 10 locations delivering outstanding serviceThe products representing Software Customer Services are supported by call centers worldwide providing 24/7 “Follow the Sun” support. In 2008 we began an initiative to train all of our service and customer-facing employees on ITIL fundamentals. ITIL is the Information Technology Infrastructure Library and it represents best practices in IT service management. ISO 2000, the international standard for IT service management, aligns with ITIL.

Software Customer Services call centers

”The Philips iSite PACS training was extremely enjoyable, even encouraging to complete my degree in information systems and seek employment with Philips.”

Radiologic Technologist

1. Foster City, CA2. Alpharetta, GA3. Melbourne, FL4. Boca Raton, FL5. Toronto, Canada6. Baltimore, MD7. Pawtucket, RI8. Lima, Peru9. Best, The Netherlands10. Vienna, Austria

© 2012 Koninklijke Philips Electronics N.V.All rights are reserved.

Philips Healthcare reserves the right to make changes in specifications and/or to discontinue any product at any time without notice or obligation and will not be liable for any consequences resulting from the use of this publication.

Printed in The Netherlands.PCCI-12-20909 * JAN 2012

Please visit www.philips.com/healthcare

Philips Healthcare is part of Royal Philips Electronics

How to reach uswww.philips.com/[email protected]

Asia+49 7031 463 2254

Europe, Middle East, Africa+49 7031 463 2254

Latin America+55 11 2125 0744

North America+1 425 487 7000800 285 5585 (toll free, US only)

2011 customer satisfaction annual report

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