LEADING BANKING SERVICES FOR GREATER CUSTOMER EXPERIENCE
Module 1 Learning Objectives – 1hr After completing this module, you should be able to: • Restate the bank’s vision, mission & strategy • Define the new supervision paradigms at touch points • Understand how an aligned life contributes to strategic alignment in delivering great service • Redesign the daily schedule of service leaders • Understand how to institute ideas generation and execution culture Process Improvement Consulting
WHY TRANSFORM?WHY DOES YOUR BANK NEED TO BE FIRST IN SERVICE?
MANAGING BANKING SERVICES (customer experience)This presentation lays out an experience-centric approach to fostering and creatingloyalty by systematically impressing your customers again and again. The Long Wow challenges creators of customer experiences to plan across channels, time,and disciplines to identify a progression of seduceable and memorable moments Process Improvement Consulting
IT ALL STARTSWITH HAVINGA vision… Process Improvement Consulting
YOUR VISION RESTATEDProcess Improvement Consulting
Understanding The VisionA clear mental picture of apreferable futureA picture of a better, greater,more progressive andprosperous tomorrow’A vision by definition and inpractice invariably changes thestatus quo. In other words, ifthe status quo is unchanged, itis not a vision Process Improvement Consulting
Understanding The Vision Ever been a customer? Clinic Gas station Dry cleaner Why do people do what they do? What do you consider when you make important decisions? Shop, live, jobs, cars, – FACTS – FEELINGS (emotions & instincts)Process Improvement Consulting
CLICK ME 4. THEY CHANGE PARADIGMSo GET EVERYBODY FOCUSING ON THE MISSION AND LIVING IT OUT DAILYo DAILY STAND-UP ONE ITEM-AGENDA MEETINGS Process Improvement Consulting
MANAGING FOR SERVICE PARADIGMSo SERVICE IS THE NEW STANDARD BY WHICH CUSTOMERS JUDGE PERFORMANCEo THE ONLY JOB SECURITY IS SATISFIED CUSTOERSo GENERATE IDEAS FOR IMPROVING SERVICE BOUNDARY-LESSLY o LOOK EVERYWHERE EVERYDAY FOR A BETTER WAY o OUT THINK, OUT EXECUTE DAY IN DAY OUT o SPEND 205 OF YOUR TIME INTERACTING WITH CUSTOMERS o SPEND 50% OR ORE OF YOUR TIME ON PEOPLE ISSUES Process Improvement Consulting
The new business of Paradigms - movie Process Improvement Consulting
NEW PARADIGM MOVIE SYNDICATE WORK1. List all old service delivery leadership paradigms2. List all new service delivery leadership paradigms required to deliver the mission Process Improvement Consulting
Getting improvement ideas from people Harness the wisdom and motivation of first- line employees Drive improvements in your branch Active supervision and management support and encouragement with regard to improvement suggestions made on the shopfloor is critical for the success.
GoalsFor: To realise business objectives Continuous improvement Innovation “Two heads (thinking about a problem or improvement) are better than one” Motivation (people are involved and their ideas are listened to)
Importance of Supervision and Team Activity“In world class companies 80% of the workforce is involved in problem solving groups“ Cardiff Business School
Improvement Ideas Get ideas Record ideas Evaluate Give ideasrecognition/ reward Provide support for implementing Measure ideas impact of ideas
Promoting Suggestions and Ideas Weekly Service themes Respond Ask constantly quickly to“What makes your work suggestionsdifficult and how can we and ideas make it easier?” Observe work and suggest ways to make it easier Listen very Avoid criticism carefully Provide of ideas – build implementation on them means and support
Idea GeneratorProblem Problem Improvement Improvement Cards Cards Cards Cards
Idea GeneratorOther things: Topic: Topic: Topic:
Idea GeneratorEmployees Solve Problems Systematically Leaders Solve Difficult Problems Our Idea Generator Process Application Monday : Introduction Used in office and production Tuesday : Brainstorming „Our More than 1000 improvements Problems“ generated per year Wednesday : Brainstorming „Our Motivation through ownership Improvement-Ideas“ Investigate reward system for Thursday : Allocate responsibility results Friday : Put difficult cards at back and move mobile to next group in same department
5. They understand how to link Vision & Strategy to Personal Objectives VISION What we want to be STRATEGY Our game plan SCORECARD Translate, Focus and Align TRANSFORMATION OBJECTIVES What we must improve PERSONAL OBJECTIVES What I need to do STRATEGIC OUTCOMES Satisfied Delighted Efficient and Effective Motivated & Prepared SHAREHOLDERS CUSTOMERS PROCESSES WORKFORCE Process Improvement Consulting
6. THEY GIVE NOT TAKE Click me o They show others how to serve o They prove that when I serve, we both win Process Improvement Consulting
7. THEY FOCUS ON MANAGING TOUCH POINTS & TRAINING OTHERS TO DO SAME Click meo NO. OF EMPLOYEES ONE CUSTOMER INTERACTS WITH IN ONE VISIT = 5?o HOW MANY CUSTOMERS GO THROUGH YOUR BRANCH DAILY = 1000?o MOMENTS OF TRUTHS = 5000 DAILY!!! Process Improvement Consulting
8. THEY FOCUS ON IDENTIFYING & ELIMINATING WASTE Eliminating Waste Anything not value adding is waste (muda).
Objectives Explain the importance of eliminating waste Understand and be able to identify wasteful human activities in the branch Benchmark your company against world-class practices relating to elimination of wasteful human activities Train your people to recognize, measure and eliminate wasteful human activities
Essential Message The essence of this idea is that a positive attitude towards the identification and elimination of waste be created on the shop floor. The methodology entails a bottom-up participative approach recognizing eliminating material human activities as improvement opportunities
PhilosophyAnything that does not add value is waste (Muda)In other words, anything that a customer pays forbut which does not add value to the productbought, is waste
CLICK ME Philosophy The Seven Wastes SEVEN WASTES EXAMPLES OF WASTE Waiting by the entrance door Waiting Time Waiting inside the banking hall, waiting for documents to be photocopied Waiting in line for the ATM Processes too far apart Motion Going to photocopy elsewhere Over Production Call over arrears in branches Too many forms to be filled out Processing Defective / poorly maintained equipment – running at lower speed Reworking already done work Defects Errors on statements Carrying files from place to place Transportation Things moved too many times and too far Wasted space Inventory Obsolete items
PhilosophyWaiting and Motion Waste (two of the 7 wastes) Too many Multiple phone handling calls Walking to Searchingnext machine Wastefull human activity Waiting for Unfocused material meetings Watching / Waiting at monitoring breakdowns
Learning Application List the types of wastes (muda) present in your branch. Classify it into different categories (also value adding and non-value adding) and make an estimation of the percentage of time spent on each category. Present the results indicating the 3 biggest opportunities for reducing / eliminating waste.
10. They maintain discipline Workplace DisciplineRequirements to make the workplace more effective
Objectives Explain the importance of time control and commitment Train and motivate your team Develop an action plan to implement
Essential Message the creation of a positive work atmosphere good work order a high level of commitment in the workplace self discipline
Value Adding Work Habits - 4DDiscipline Dedication Determination Desire
Morning Meeting Sample Agenda for Morning Meeting Particular problems that have arisen, Agenda their solution or planned action to1. What did resolve themcustomers say Achievements of team membersyesterdayabout service? Social events, birthdays, weddings, births, etc.
MY NAME IS YOUR POTENTIAL I AM ALL THAT YOU CAN BE, BUT HAVE NOT YET BECOME. I AM ALL THAT YOU CAN DO, BUT HAVE NOT YET DONE.I WAS BORN THE DAY YOU WERE BORN, BUT YOU DID NOT KNOW ME. RATHER, YOU’VE ALWAYS KNOWN MY TWIN BROTHER. HIS NAME IS “YOUR LIMITATION”, AND HOW I HATE HIM SO Process Improvement Consulting
HE SAYS YOU CANNOT DO ALL THAT I KNOW YOU CAN DO. HESAYS YOU CANNOT BE ALL THAT I KNOW YOU CAN BE. BUT IFYOU ONLY PUT THE LIGHT ON ME, YOU WILL FIND THAT YOUR LIMITATION IS ONLY MY SHADOW; AND THE BRIGHTER THE LIGHT YOU PLACE ON ME, THE FASTER HE DISAPPEARS. Process Improvement Consulting
AND IF YOU’LL PERMIT ME TO INTRODUCE MYSELF, MY NAME IS YOUR POTENTIAL; AND WITH ME IS ALL THE SUCCESS AND GREATNESS YOU’VE ALWAYS DREAMT OF. MY MISSION IS TO ENSURE THAT YOU BECOME ALL YOU WERE MEANT TOBE, TO ASSIST YOU DO ALL THAT YOU WERE CREATED TO DO, SO THAT YOU CAN HAVE EVERYTHING YOU WERE DESIGNED TO HAVE. Process Improvement Consulting
AND IF YOU LET ME SHINE THROUGH,THE 1ST BANK WORLD WILL SOON DISCOVER THE TRUE YOU Process Improvement Consulting
POTENTIAL- LIMITATION = CURRENT PERFORMANCEProcess Improvement Consulting
MODULE 2 Learning Objectives – 1hr After completing this module, you should be able to: Design services that create positive customer experience Understand how to do service blue printing Understand the elements and psychology of waiting Understand the principles of service redesign Understand in a deeper sense the role of people as solutions providers Understand how to transform current groups into an aligned high performing team Understand how to engage the customer in service or transaction encounters Define customer service and describe its contributions to first bank’s success. Understand the relationship between service and experience Explain what customer experience is and know how to map his journey to and through the touch points Process Improvement Consulting
CUSTOMER EXPERIENCEUser Experience is the Perceived sum of Allinteractions, both positive and negative, that acustomer / user has with a product or service (brand).To ensure a (mostly) positive outcome, the experience must be crafted strategically and with intent. Process Improvement Consulting
Customer experiences-are all about people Process Improvement Consulting
Concept of Customer Traditional Mindset About the CustomerTWO VIEWS:i. The view of Managing the customers experience vs.ii. The view of Doing things• Things are easier to deal with than humans as they are predictable, replaceable, and controllable:• Processing the customer• Transaction processing
Concept of Customer Traditional Mindset About the CustomerThe "doing things" mindset views the customer as a nuisance.There exists a powerful tendency in many organizations to mechanize,Depersonalize and dehumanize the service delivery process.There is little patience with customers‘ quirks, peculiarities, variabilityAnd their need for uniqueness.
Concept of Customer Traditional Mindset About the Customer• Tendency to focus attention on "what we do" rather than on the customer who benefits from "what we do”• BIGGEST PROBLEM IN SERVICE INDUSTRY: Loss of focus on the customer as a "human being"• Objectives should be to "customerize" our services and aim for zero "defections"
The Service StructureCreating a Service Strategy Through Customer Research CUSTOMER SERVICE ENCOUNTER SYSTEMS (MOMENTS OF TRUTH) DEFINE DIRECT CONTACT WITH CUSTOMERS SERVICE DELIVERY SYSTEMS (PROCESSES AND SUPPORT SYSTEMS) DELIVER THE SERVICE SERVICE PACKAGE (PRODUCTS, SERVICES, EXPERIENCES OFFERED) DEFINE THE ORDER SERVICE STRATEGY (VISION, MISSION & VALUES) DEFINE THE BUSINESS
Creating a Service Strategy Through Customer Research• We must learn what factors the customer values most of all and discover any unexploited opportunities to add value to the experience• A hierarchy of customer value exists with four levels:• Basic - The absolutely essential attributes of the experience• Expected - The associated attributes of the experience that the customer has come to take for granted as part of general business practices• Desired - Attributes the customer doesnt necessarily expect, but knows about and appreciates if the experience includes them• Unanticipated - "Surprise" attributes that add value for the customers beyond typical desires or expectations• You have to perform well on the basic and expected levels just to stay in the game
Defining the Service PackageThere are seven critical components for a "general" customer service package.Environmental - The physical setting in which the customer experiences the product orservice• Aesthetic - the direct sensory experience, if any, that the customer encounters• Interpersonal - The interactions the customer has with employees. This dimension includes timeliness, courtesy, helpfulness, and apparent competence at handling certain tasks• Procedural - The procedures you ask the customer to go through in doing business with you. This may include waiting, explaining, filling out forms, and being subjected to other manipulations or treatments• Informational - The aspects of the customer experience that involve getting the information needed to function as a customer
Defining the Service Package• Deliverable - Anything the customer physically takes custody of during the service experience, even if only temporarily• Financial - What and how the customer pays for the total experience• To distinguish yourself, you must reliably and consistently offer something extra, an added value, to distinguish your style of doing business and attract business away from your competitors• Preplanned• Spontaneous
MANAGING TOUCH POINTSo NO. OF EMPLOYEES ONE CUSTOMER INTERACTS WITH IN ONE VISIT = 5?o HOW MANY CUSTOMERS GO THROUGH YOUR BRANCH DAILY = 1000?o MOMENTS OF TRUTHS = 5000 DAILY!!! Process Improvement Consulting
Service Delivery is along the value chain THE BRANCH CUSTOMER JOURNEY MAP PARKING LOT ATMs SECURITY MEN ENCOUNTERS SECURITY DOOR ENCOUNTER INTERIOR AESTHETICS QUEUING AND WAITING FIRST IMPRESIONS THE ENCOUNTER WITH PROVIDER SERVICE REVIEW AND DISCUSSIONS CUSTOMER EXPERIENCE EXIT Process Improvement Consulting
Service Delivery Quality Priorities• Speed - How time-critical is this?• Personal Touch - How important is it to manage the customers state of mind?• Accuracy - How important is precision, conformance to specs, information clarity, and error prevention?• Cooperation - How important is it to dovetail with another persons task or with what the customer is doing?• Efficiency - How important is it to minimize the resource cost involved?The sequence of priorities change depending on the process. These can be used to evaluate the performance of a task or process.
Consolidated customer emotions- an evaluation Process Improvement Consulting
Customer Experience Mapping Process Improvement Consulting
Understanding Customers Emotional Journey Using Moment Mapping® + Exceeding emotional expectations CP CP + Enter EC Commit to EC Leave Agreed Finalize The Welcome Wait Discuss Wait The Product Transaction Bank EC Needs or Service CP Bank Failing EC emotional CP _expectations Emotional Events EC - Emotional Cookie CP - Combustion Point Process Improvement Consulting
Creating experiences along the service value chain Parking ATMs Security Door Aesthetics Waiting Order Audio/vide Directio Provider Objection Exit o n+ * * * * *- * * * * * * Process Improvement Consulting
Creating experiences along the service value chain Parking ATMs Security Door Aesthetics Waiting Order Audio/vide Directio Provider Objection Exit o n+ * *- * Process Improvement Consulting