EMEA Day at Dell 2010 - Customer Experience

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  • Thrive is an open strategic territory Dell can claim- the brand is strongly associated with Success and Achievement Research identified a clear roll for Dell around making technology work harder and in service of our customers The focus of our communications needs to shift from ‘us’ to ‘them’ – celebrate our customers and what they are able to do with and through our technology Communications must bring to life the Dell voice– optimistic, ‘can do’ spirit, but with a practical side
  • When you look at the mind blowing number of ways we interact with customers each and every day .. We should remind ourselves that each and every touch point whether its starts with the customer through Marcoms or ends with the customer in a Support call, is an opportunity to make a difference. Even more so in the connected age – you only have to go online and Google “Dell Computers” and there are over 28 MILLION results, every one of which can leave an impression.
  • In our world: Change is the only constant Velocity of change is increasing Technology is the vector of change Change humbles, schools and gives opportunity to all Elite technology companies thrive because they listen, adapt and help their customers win
  • EMEA Day at Dell 2010 - Customer Experience

    1. 1. Customer Loyalty Using Net Promoter Score Gary Fox Director, Dell Customer Experience EMEA Day at Dell – 26 & 27 April, 2010 Dell Small Business Excellence Award
    2. 2. Agenda <ul><li>Customer Experience in Dell </li></ul><ul><li>Global Customer Experience Team </li></ul><ul><ul><li>How we measure customer experience </li></ul></ul><ul><li>Net Promoter Score </li></ul><ul><ul><li>Overview </li></ul></ul><ul><ul><li>Analysis </li></ul></ul><ul><li>Social Media </li></ul><ul><li>CE Culture & Communications </li></ul><ul><li>Q&A </li></ul>
    3. 3. Delivering Technology Solutions That Enable People Everywhere to Customer-centric, outcomes-oriented Leveraging our heritage – success and achievement Globally relevant Inspiring and evocative Human and emotional Our CE Culture & Communications approach is a key enabler of our Purpose efforts Grow and Thrive
    4. 4. <ul><li>Michael Dell sponsorship </li></ul><ul><li>Executive alignment </li></ul><ul><li>Measurement – corporate scorecard </li></ul>CE is a Top Priority Across The Company
    5. 5. How we are touching customers <ul><li>35 BILLION marcom impressions </li></ul><ul><li>5,000,000 contacts into Sales </li></ul><ul><li>Online – 150 MILLION hits </li></ul><ul><li>Over 8,000,000 orders booked </li></ul><ul><li>16,000,000 Support contacts </li></ul>In a typical quarter for Consumer & SMB ... <ul><li>Keyword search on Google using “Dell Computer” = 28,700,000 results </li></ul>
    6. 6. Global Customer Experience Team <ul><li>WW CE Roles & Responsibilities will ensure that the “The Customer” stays at the center of Dell culture </li></ul><ul><li>Strategy and Governance developed in collaboration with the business </li></ul><ul><li>Closed-loop feedback and ELT visibility to ensure continuous improvement </li></ul>
    7. 7. We listen …
    8. 8. Dell Community Network Customer Events & Surveys Online Feedback Customer Visits Voice of the Agent We listen … Social Media
    9. 9. How Do We Measure Customer Experience? <ul><li>Top down systematic approach </li></ul><ul><ul><li>Overall customer loyalty – Net Promoter Score </li></ul></ul><ul><ul><li>Identify critical loyalty drivers </li></ul></ul><ul><ul><li>Develop Touch Point research that addresses top drivers </li></ul></ul><ul><ul><li>Drive Business Process Improvement </li></ul></ul>
    10. 10. How Do We Measure Customer Experience?
    11. 11. Why Net Promoter Score (NPS) <ul><li>One number from the “Ultimate Question” </li></ul><ul><li>Credibility; HBR papers, Bain, Reichheld </li></ul><ul><li>Most widespread within fragmented research industry </li></ul><ul><li>Relevance; impressive Global & IT industry coverage </li></ul>
    12. 12. Net Promoter Score <ul><li>The Net Promoter Score (NPS) is a feedback measurement that examines how individuals view an organization. </li></ul><ul><li>Based on the single question : “ How likely is it that you would recommend [organization X] to a friend or colleague?” </li></ul><ul><li>Respondents are asked to answer this question on an 11-point scale ranging from 0 (not at all likely) to 10 (extremely likely) (see Figure 1). </li></ul>
    13. 13. Net Promoter Survey Overview
    14. 14. * Small sample size for Fast Track customers (n=85) “ Almost every time I order from Dell the item arrives to me before the tracking information is available online . This is very frustrating.” “ The given lead times are completely unreliable , although in a positive direction - I always receive my order well in advance of the estimated delivery date..” ORDER MANAGEMENT EXAMPLE Example NPS Analysis – Order Management
    15. 15. Example Improvement Programs Customer Feedback Programs
    16. 16. Best Practice - Closed Loop Feedback SFDC task for each Detractor Email with link to SFDC rating <ul><li>ISM and RSM are informed of Detractor feedback within 24 hours of Customer’s survey completion. </li></ul><ul><li>Sales Manager calls Detractor within 2 days to determine root cause and address concerns. </li></ul><ul><li>Sales Manager enters detailed comments about root cause and resolution in SFDC task. </li></ul>
    17. 17. Best Practice – Closed Loop Feedback
    18. 18. Best Practice – Closed Loop Feedback
    19. 19. Why Social Media? If Facebook were a country... it would be the world’s 4 th largest. (400M+ members) 4 out of 5 internet users are members of social networks 1 of every 6 minutes online are spent in member communities 34% of bloggers post opinions about products and brands 25% of search results for top 20 brands are links to user-generated content We are in the Connected Age - Evolved from past Internet, Information Ages
    20. 20. Our Vision <ul><li>Deliver breakthrough social commerce innovation </li></ul><ul><li>Grow vibrant communities inside & outside of Dell </li></ul><ul><li>Create word of mouth groundswell of customer promoters </li></ul><ul><li>Transform Dell through active listening & responding </li></ul>
    21. 21. Case Study Alienware Delays Failing to Listen & Respond to Social Media can affect Customer Sentiment <ul><li>12/3 Order delay posts hit Forum with 1st acknowledgement 12/17 </li></ul><ul><li>No Dell response until 2/17 when Lisa G offers to help AW customers with sentiment shifting & customers begin promoting & referring Lisa to other customers </li></ul>12/17 Dell acknowledges general delays & offers “holiday card” Customers get multiple delays: “Shipping date: Originally was 12/4/2009; however now every 6-7 days they keep delaying the delivery date out another week” 2/17 Dell acknowledgement” I have recently been monitoring this forum and reading the posts. I see multiple people extremely frustrated, which each and everyone of has the right to be, as you've been waiting on a premium system being delayed time after time…”. Requests come immediately Post 2/17-Sentiment shifts 60%+ & referring Lisa *Issue has 35K views on forum w/ 600 replies
    22. 22. Listening and Response Engine Customer Service & Fulfillment Product Group & Professional Services Communications Marketing & Online Sales Embed Responders and SMEs across critical parts of the organization to close loop w customer Closed Loop Response Engine Early Warning System Drive for Root Cause ID Storm Sessions / IdeaStorm Closed Loop Process Implement Changes Thank / Surprise / Delight Create Movement Brand Ambassadors Customer
    23. 23. Communications Approach <ul><li>Leadership </li></ul><ul><ul><li>Updates and key programmes to be communicated in all Town Halls and All Staff meetings </li></ul></ul><ul><ul><li>Including updates on performance and projects </li></ul></ul><ul><li>Manager Toolkits </li></ul><ul><ul><li>Enable them to understand and communicate – what NPS is, why customer loyalty is important and how we are doing, what influence their team can have. </li></ul></ul><ul><ul><li>Encourage to reward and recognise team members who are going the extra mile </li></ul></ul><ul><li>Individuals </li></ul><ul><ul><li>Messaging, Performance Plans, WATD Newsletter </li></ul></ul>
    24. 24. Key Messages to Employees <ul><li>We are ONE team that is united in helping our customers grow and thrive . </li></ul><ul><li>By working as one team - sharing information and collaborating between teams we can drive customer centric behavior and ensure our customers get the service and support they require to delight them and drive loyalty . </li></ul><ul><li>Personal ownership is critical to the success of Dell and each of our actions are critical to ensure that customers have peace of mind for selecting Dell as their partner of choice and be willing to become Dell advocates. </li></ul>
    25. 25. Key Messages to Employees <ul><li>Understand that each touch point of a customer journey is critical and whatever team or function has a role to play. We are all links in this chain . </li></ul><ul><li>Getting it right the first time is essential. Resolving quickly and faultlessly is the only way. </li></ul><ul><li>Enjoying the role that each of us has to play in the customer journey is essential to the long term success of Dell. </li></ul>
    26. 26. <ul><li>“ Dell will go out of it's way to ensure the customer is happy” </li></ul><ul><li>“ My experience with both Sales and Support has always been world class” </li></ul><ul><li>“ The products are excellent, but more importantly, the support behind them is exemplary” </li></ul><ul><li>“ Dell is the leader, period” </li></ul><ul><li>“ Dell has the best solutions for all your personal and business requirements. We use Dell exclusively for home, business and fun” </li></ul>WHY IS IT IMPORTANT?
    27. 27. <ul><li>Loyal customers spend more, refer others & stay longer </li></ul><ul><li>Drives employee engagement </li></ul>WHY IS IT IMPORTANT?
    28. 28. IS NOT A METRIC, IT IS A LOYALTY PERMANENT WAY OF LIFE
    29. 29. Thank You

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