simplicity for the customer
DESCRIPTION
CS Solutions. Simplicity for the customer. Are you easy to do business with?. Systematically Creating Fast+Simple Customer Experiences. Peter Massey Budd UK. Agenda. Introduction It’s about people What do customers want? What’s UK plc doing about it? The Amazon story. Passion. - PowerPoint PPT PresentationTRANSCRIPT
CS Solutions
Simplicity for the customer
Are you easy to do business with?
Systematically Creating Fast+Simple Customer Experiences
Peter MasseyBudd UK
Agenda
1. Introduction
2. It’s about people
3. What do customers want?
4. What’s UK plc doing about it?
5. The Amazon story
What are you passionate about?
Passion
How do we stop doing dumb things to customers?
My passion
Are your customers revolting?
Are your customers revolting?
LimeBridge is an alliance of like minded entrepreneurial businesses with practical expertise
• Peter Massey UK
• Philippe Baldin France
• Stephan Pucker Germany
• Toby Detter Sweden
• Bill Price US
• Osamu Taniguchi Japan
• Lynne Kenworthy SE Asia
• Tony Bruno China
• Paul Lewis Australia
• “MD" Ramaswami India
e.Partners
CS Solutions
Fast+Simple
CS Solutions
Fast …but not so Simple!!
Stamina over years
Delivering operational excellence is a constantly changing system – as soon as you fix one thing…
Count the black dots
“Strategy without tactics is the slowest path to victory.Tactics without strategy is the noise before defeat.”
Sun Tzu, 400BC
Act systematically
Alignment and how it works
Organisational design
Measures
People Process
Technology
Location
Competitive space
Brand
Sales propositio
n
Service propositio
n
Channels Segments
Economics
Alignment
Agenda
1. Introduction
2. It’s about people
3. What do customers want?
4. What’s UK plc doing about it?
5. The Amazon story
“ My tastes are simple.I am easily satisfied with the best.”
Winston Churchill
Most excellent car in the world?
Most excellent now ?
Relevance to you
CS Solutions
One size does not fit all
It’s raining projects !!
Work & life balance – of course we believe in it
Passionate about your business ?
Consistency versus passion
– Process – Compliance– 6 sigma
Effect on culture and style of managers who succeed
Brand can be seen and heard
Brand can be seen and heard
Brand can be seen and heard
Which manager represents your brand to your people?
®
Brand promises are like burning money unless they are matched by the contact experienceSo balance the budgets!
Agenda
1. Introduction
2. It’s about people
3. What do customers want?
4. What’s UK plc doing about it?
5. The Amazon story
Being on the phone to their bank or insurance company isnot a passion many people share
We have better things to do than deal with frustrating dumb things……
We don’t normally go to work to do dumb things……it’s very frustrating for staff as well as customers !
Nevertheless in many cases this is how staff feel they are treating customers
The more frustrations a customer experiences, the harder they are to reach when you want to
And so profitability suffers
Or you can use customers’ frustrations
• Why order Pizza when it never comes and its cold when it does
– Domino, 30 min guarantee • Why go to the video store, they never have
what you want
– Blockbuster, in stock or free next time
Customers will pay to do so
Agenda
1. Introduction
2. It’s about people
3. What do customers want?
4. What’s UK plc doing about it?
5. The Amazon story
CS Solutions
Fast+Simple Research Headlines
March 2004
The UK survey found that Fast+Simple companies have a number of things in common
Businesses admit they are not Fast+Simple
Being systematic is critical if you are to avoid wasting lots of energy
There is a correlation between executive ownership and success
UK plc is not delivering Fast+Simple experiences for customers
• 77% of businesses admit they are not Fast+Simple– 59% of these believe this is due to a lack of consistency across
the business
• Being systematic is critical if you are to avoid wasting lots of energy.– 52% believe they are wasting effort in capturing customer
feedback although in 93% of companies voice of customer is a board level issue
– 74% blame lack of resources and collaboration for not addressing process issues end to end across the business
• There is a correlation between executive ownership and success– Companies who look at Voice of Customer (VoC) on an end to end
basis are twice as likely (71% vs 34%) to have board members with personal targets for customer satisfaction improvements
Source: Budd industry survey, April 2004
Why do people think they are Fast+Simple to do business with
simple, quick, direct, polite, efficient, informative,always there, always helpful, professional,
caring, friendly staff, human touch, straightforward to deal with,
personal, determined to rise to your challenge,quick answer, right culture, superlative customer service
Programmes
Ops
The closed loop of customers telling you what frustrates them and the change programmes you try to put into operations
Customer
1 time cycle
Programmes
Customer
Ops
2
3
1
4
5 7
6
The Fast+Simple cycle
Closing the loop - Connecting with the customer across the enterprise
Programmes
Customer
Ops
2
3
1
4
5 7
6
Businesses are currently failing at each stage of the cycle Key findings of the Budd survey at each important stage
71% of companies do not look at VoC end to end. 51% never look at customer email for feedback
71% of companies do not tie project benefits to end to end operational/process metrics 56% of Executives with VoC
responsibilities do not have targets written into their personal objectives
74% of companies do not identify root causes across the business. 77% blame lack of resources and collaboration.
59% of companies who are not easy to do business with cite inconsistency of service delivery as a key factor
73% of companies do not have regular cross departmental meetings. 45% of collaboration activity is ad hoc
81% of companies do not have teams working on continuous process improvement
Programmes
Customer
Ops
2
3
1
4
5 7
6
What do Fast+Simple companies do?
Use all the data they have and don’t go looking for data they can’t or don’t use
Tie programme success to meaningful operational metrics Have strong leadership with
executive accountability. Are led by someone with an eye for the real detail of what customers experience
Work rigorously to remove the root causes of their customers’ frustrations
Listen to what the customer says is important. Measure what the customer says is important.
Focus on delivering some Brilliant Basics consistently
Work systematically in closed loops by planning, monitoring and analysing what they do so they can improve it
Focus on their people first
It is not essential to do everything really well, but you must close the loop
Where are “the weakest links”in your knowledge loops?
Programmes
Customer
Ops
2
3
1
4
5 7
6
1 x 2 x 3 x 4 x 5 x 6 = 7 !
but
1 x 0 x 3 x 4 x 5 x 6 = 0
Collaborative best practices are needed to close the loop
2
3
1
5
7
6
Programmes
Customer
Ops
4
UN
STR
UC
TU
RED
DA
TA
DISCO
VER
Y
PLA
NN
ING
IMPACT
MANAGEMENT
PERFORMANCE
SKYLINEPROFIT MAPPIN
G
SELF
SER
VIC
EC4
VoCon CONTACT
WO
PA
S&
BTTF
CHALLENGE
BUSINESS
SO
UR
CIN
GAG
EN
T
Agenda
1. Introduction
2. It’s about people
3. What do customers want?
4. What’s UK plc doing about it?
5. The Amazon story
Amazon has had to be systematic to be fast+simple
Tom Peters on
ecustomerserviceworld in London May 2003
“I have been ordering books from Amazon for 6 years. I have never talked to a living human being from Amazon. I never want to meet a living human being from Amazon.”
Why Amazon scores 12 out of 10 for service
And objectively to win the customer’s praise (ACSI Survey)
Customer SatisfactionACSI 2000-2003
0
10
20
30
40
50
60
70
80
90
100
Amazon.com eBay Charles Schwab Bank of America J C Penny
% s
atis
fac
tion s
co
re
Q3 2000
Q4 2001
Q4 2002
Q4 2003
Highest ever score 88%
Amazon HQ at Pacmed in Seattle
The Skyline meetings held here
View from the Skyline meeting
Programmes
Ops
Customer
1 time cycle
The systematic approach to becoming fast+simple
CPO (Resolved) by Contact Code--Overview (1st Half)
$15,603$22,867$15,615$25,285$24,791$26,432$28,846 $23,129$11,060$3,780$38,783$23,452$68,724$83,602
0
0
0
0
0
0
0
0
0
0
0
Site n
av/se
arch
-on
site
Retur
ns &
Ref
unds
Passw
ord/
chan
ge
WM
S-on
time
Bounc
ed/a
band
oned
Feedb
ack-
posit
ive
Paym
ent-g
c
Cance
l item
/ord
er
WM
S-late
shipp
er
Site n
av/se
arch
-NOT o
n sit
e
DC-miss
ing,d
amag
ed,sw
itch
Paym
ent-c
c oth
er
Trans
fer c
usto
mer
WM
S-late
sc, a
vail.
CP
O
britto
/ bo
bm
david
ri / k
aylee
n
britto
/ les
liev
britto
/ ge
asto
n
bpric
e / g
bowen
britto
/ ibl
asio
david
ri / ib
lasio
britto
/ les
liev
wilke
/ jsav
age
david
ri / b
obm
wilke
/ gea
ston
britto
/ td
awso
n
bpric
e / g
bowen
david
ri / js
avag
e
25-Mar-01 1-Apr-01 8-Apr-01 15-Apr-01 22-Apr-01 29-Apr-01 Upper Tolerance 13 week Average Lower Tolerance 30-Apr-00 Goal
Period Surveyed: 30 Apr 2000 - 05 May 2001
Logins indicate the VP owners and CS Code experts for the respective Contact Code. Dollar values indicate the average CS cost for this code for the previous six weeks.
Amazon example
The Skyline process is defined by actions taken over time cycles
Step 1 Step 5Step 4Step 3Step 2
Step 1 Step 5Step 4Step 3Step 2
Step 1 Step 5Step 4Step 3Step 2
Cycle 1
Cycle 2
Cycle n
CpC 10
CpC 9.4
CpC target
Skylin
e availa
ble
Per root c
ause
driver r
eports ava
ilable
Leadersh
ip meetin
g
discuss
es CpC
Resourc
e alloca
tions
Root cause
progra
mm
e actions
Contact
per
custo
mer
N cycles defined by length of cycle and time to end 2006Contact per customer rate (CpC) target set by contribution to business goal
It is an ongoing process not a project
Agenda
1. Introduction
2. It’s about people
3. What do customers want?
4. What’s UK plc doing about it?
5. The Amazon story
New ideas….to end on
“ Measure what is measurableand make measurable what is not so”
Galileo Galilei, 1564-1642, astronomer
The farmer does not fatten the pig by weighing it every day
John Gummer
“ Don’t put lipstick on a pig”
Ross Perot
