Cat 3 customer focus criteria and best practices vc best

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  • 2006 Mesa
  • PA =Patient Advocate AOC=Administrator on Call
  • PVHS customer and market segmentation steps
  • CCM customer and market segmentation steps
  • Customer segmentation is part of Strategic planning for Ardec, Protec, and Mercy. In addition, Ardec uses Business Development Process. Protec aligns segmentation with VMV. Mercy uses three criteria namely 1) alignment with VMV, 2) add value, improve financial, and better serve 3) change in needs warrant change in data collection and analysis. Changes proposed during budgeting process, and prioritized and finalized by EC during the Resource allocation/budget Review Process.
  • Classic listening and learning channels: showing different approaches, frequencies, purposes, for different customer groups
  • Iredell -Statesville Schools: Listening and learning methods extend to past, potential, and competitors’ customers
  • Including deployment methods, who uses the data, and how data are used
  • Logical sequence of using VOC
  • Listening methods differentiated by PVHS-Initiated and Customer-Initiated for better management
  • Using the Voice of the Customer Process: showing integration with Cat 3 deployment, Cat 2,4, and 6 with CSSC specifically established
  • Interesting to establish Community as key customer group. Simple, two groups, but effective customer segmentation for ease in communication.
  • How to best use of VOC information: Input to specific processes in other Categories showing alignment and integration
  • Use one VOC management process to serve both 3.1a(2) and 3.1a(3)
  • Use one VOC management process to serve both 3.1a(2) and 3.1a(3)
  • CAT’s customer relationship building
  • Specific CRM strategies for each customer group
  • Examples of ways for customer relationship building and Patient Relationship System
  • Protec Customer Relationship Building Process with examples of inputs, outputs, and process steps
  • Customer relationship building best practice in a government organization context: specific Premier Customer Service Program for ALL employees encompassing training, accountability, recognition, reinforcement, measurement, and improvements
  • CRM serves CCM corporate purpose of “To be the partner of choice of the customers we serve” by providing products, services and customized solutions via customer-focused and technical knowledge competent CCM personnel at ALL levels using systematic key work process of Manage Customer Service.
  • Key work process addressing Customer Relationship Building and key participating groups and roles
  • Classic access mechanism segmentation by customer types and access types
  • Access mechanisms with customer enabling activity, aside from the standard mechanism, availability, and primary responsibility categories
  • Access mechanism grouped by purpose of contacting
  • Methods of setting and deploying key customer contact requirements which adhere to PVHS Behavior Standards
  • Methods of setting and deploying key customer contact requirements
  • Steps in setting and updating customer key access mechanism
  • Classic explanation of all the important phases in taking care of customer complaints
  • Clear, simple, and all encompassing steps in handling customer complaints
  • Making sure complaints are valid in accordance to policies, regulations, priorities before proceeding in categorizing
  • Example of team approach in every step of complaint management (Problem Solving Team, Review Team)
  • Steps in setting and updating customer key access mechanism
  • Attributes for customer satisfaction
  • Specific CRM strategies for each customer group
  • Customer satisfaction basic but complete flow process
  • Example of different listening and learning strategies in Asian context
  • Example of listening channel, surveys and feedback, and related strategies for Asian government organization of Singapore Housing and Development Board
  • Using VOC in Asian context, after identifying customer requirements, KPI immediately stipulated and deployed in working level
  • Detailed explanations of the three CRM methods used by the Singapore Police Force
  • Another example of enhancing CRM of government organization: vast contact points, ease of feedback and complaints, made-public service pledge with KPIs and targets
  • Access mechanisms segmented by customers contact requirements
  • Examples of escalation path of complaints to senior management
  • Concise explanation of complaint management by a government organization
  • Simple yet effective approach
  • Detailed linkage in using information from VOC from operations up to strategic levels
  • Access mechanism of government organization including channels, methods, and contact requirements
  • Cat 3 customer focus criteria and best practices vc best

    1. 1. Bill VoravuthAreté Partners Best Practice Sharing Cat 3: Customer and Market Focus
    2. 2. 2009 TQA Criteria 3 3.1 3.2      
    3. 3. 3:3.1 13.1 23.1 23.1 33.2 13.2 23.2 33.2
    4. 4. Best Practices from MBNQA Winners
    5. 5. 3: TQA Cat 3
    6. 6. MESA2006 MBNQA Winner
    7. 7. 2009 TQA Criteria •3.1 1HOW do you identify customers, customer groups, and market segments?HOW do you determine which customers, customer groups, and marketsegments to pursue for current and future products and services?HOW do you include customers of competitors and other potential customersand markets in this determination?
    8. 8. Saint Luke’s Hospital Customer Segmentation Process• Review customer data obtained from Listening and Learning Process (LLP)
    9. 9. Saint Luke’s Hospital Market Segmentation ProcessR DE Research and Analysis Department SurveysS A PAE External Data Internal Data T AOCA A FocusR Listening / Learning StrategiesC GroupsH External Formal Informal S DatabasePR Qualitative & Quantitative Research Tools O Internal DatabaseO UC NurseLineE R ComplaintS C ManagementS ENVIRONMENTAL ANALYSIS DOCUMENT E Other
    10. 10. Saint Luke’s Hospital Market Segmentation ProcessP QL Environmental Analysis U DifferentA E NeedsN SLH Leadership SLHS Leadership S Emerging?NI TN Leadership Retreats I O DifferentG N Key Satisfiers Determination is MadeP S Emerging?RO Segmentation of Customers AC Different SE Segmentation KS and Value?S E D
    11. 11. PVHS 2008 MBNQA Winner PVHS determines customers and market segments through Step 2 & 3 of Strategy Development & Deployment Process From analysis of  Healthcare service utilization  Market share  Outmigration data  PVHS and competitor volume projections Two key customers: Patients and the Community Patients segmented into Inpatient, Outpatient, and Emergency Department (ED) based on location of care Community segmented into Primary and Secondary Service Areas based on geography and service utilization PVHS defines its market areas by geography [P.2a(1)], based on a detailed analysis of zip code-based service utilization data that incorporates customers of competitors and other potential customers
    12. 12. Cargill 2008 MBNQA Winner Market segments: FOOD, FEED, FERMENTATION Customers segmented by 10 Product Lines Product Line Leader determines target customers Uses Customer Segmentation Matrix as tool All customers, current or potential, are evaluated periodically using these attributes  Sweetener Portfolio  Corporate Culture  Complexity  Financial For each attribute, a ranking of low (0) to high (5) is assigned for each individual customer Pursue customers with high ranking scores
    13. 13. MBNQA Winners MERCY 2007 MBNQA Winner ARDEC 2007 MBNQA WinnerPRO-TEC 2007 MBNQA Winner
    14. 14. MBNQA Best Practices Summary Winners       
    15. 15. 2009 - TQA Criteria •3.1 2
    16. 16. Boeing2003 MBNQA Winner
    17. 17. Sharp HealthCare2007 MBNQA Winner
    18. 18. - Sharp HealthCare 2007 MBNQA Winner
    19. 19. - CAT Financial 2003 MBNQA WinnerTM: Territory Manager MC: Merchandising Consultant
    20. 20. - ISS 2008 MBNQA Winner
    21. 21. 2009 TQA Criteria • 3.1 2HOW do you use the voice of the customer to determine key customerrequirements, needs, and changing expectations (including product and servicefeatures) and their relative importance to customers’ purchasing or relationshipdecisions? HOW do your listening methods vary for different customers, customergroups, or market segments? HOW do you use relevant information and feedbackfrom current and former customers, including marketing and sales information,customer loyalty and retention data, customer referrals, win/loss analysis, andcomplaint data for purposes of planning products and services, marketing, makingwork system and work process improvements, and developing new businessopportunities?
    22. 22. - Cargill 2008 MBNQA Winner
    23. 23. Cargill 2008 MBNQA WinnerDirect Sales Contact Product Requirement Production PlanCustomer Service Service Requirement Planning of ServiceRepresentative Contact Delivery Requirement Marketing PlanTechnical Service Competitive Factors New Business PlanR&D ContactExpert Panel Strategic Directions Strategic PlanCustomer Audit Future Requirement Sales Strategy Relative Importance New Product Plan of Purchasing Decision
    24. 24. - PVHS 2008 MBNQA Winner
    25. 25. PVHS “ ” 2008 MBNQA WinnerCSSC: Customer Service Steering Committee BSC: Balanced Score Card SDD: Strategy Development & Deployment
    26. 26. PVHS 2008 MBNQA Winner Customer Service Steering Committee (CSSC) determine key customer requirements for Patients and Community via the Avatar patient satisfaction survey and community health survey, with verification from other VOC information Monthly, CSSC reviews VOC information such as:  Avatar patient satisfaction, dissatisfaction, loyalty, and retention data from former patients  Avatar priority matrix, which ranks patient survey items by their relative importance to customers’ healthcare purchasing or relationship decisions  Complaints and compliments from current and former patients  Market data related to healthcare service utilization, consumer preferences/loyalty, and community health needs This review enables the organization to identify changing expectations
    27. 27. PVHS 2008 MBNQA Winner Enhance Healthcare service design [6.1a(2)] Business Decision Support Process [6.1a(2)] Strategy Development & Deployment Process [2.1a(1)] Evaluation and Improvement of key access mechanisms [3.2a(4)] Evaluation and Improvement of work systems & processes [6.2b]
    28. 28. 2009 TQA Criteria •3.1 3 “ ”HOW do you use voice-of-the-customer information and feedback to becomemore customer-focused, to better satisfy customer needs and desires, and toidentify opportunities for innovation?
    29. 29. ARDEC 2007 MBNQA WinnerMDT: Market Development Team APO: ARDEC Project Officer IPT: Integrated Product Team
    30. 30. PVHS 2008 MBNQA WinnerCSSC: Customer Service Steering Committee BSC: Balanced Score CardSDD: Strategy Development & Deployment
    31. 31. PVHS 2008 MBNQA Winner Through SDD and BSC which enable continuous improvements and enhancing of services offerings, align and monitor progress via KPIs deployment Customer Focused Improvement Initiative
    32. 32. 2009 TQA Criteria3.1 • 4HOW do you keep your customer and market listening and learning methodscurrent with business needs and directions, including changes in yourmarketplace?
    33. 33. Sharp Health Care 2007 MBNQA Winner Ensuring accuracy of data, improving efficiency, cross- validating data sources Comparing past predictions to actual performance Validating against industry benchmarks Conducting annual Executive Steering assessments of key strategic challenges Performing industry analyses and out migration studies by the Strategic Planning Department Analyses are made available to employees via presentations, administrative teams, and Sharp’s Strategic Planning Intranet
    34. 34. ARDEC 2007 MBNQA Winner Through our benchmarking activities, industry conferences and Enterprise Excellence initiatives Through continuous contact with our customers specifically asking about the development of new channels of communication which enable us to build new relationships at all levels of the customer organization to enhance our understanding of their needs Through updating our customer account list quarterly to ensure capture new customer data including any keep personnel changes in our customers’ organizations
    35. 35. PVHS 2008 MBNQA Winner CSSC annually evaluates the organization’s listening and learning methods relative to best practices, Avatar feedback, new technology, environmental changes, and new healthcare service offerings The committee identifies, prioritizes, and implements improvement opportunities PVHS has increased the frequency of its consumer awareness survey
    36. 36. 2009 TQA Criteria •3.2 1HOW do you build relationships to acquire customers, to meet and exceed theirexpectations, to increase loyalty and repeat business, and to gain positivereferrals?
    37. 37. CAT Financial2003 MBNQA Winner
    38. 38. Mercy Health System2007 MBNQA Winner
    39. 39. Mercy Health System2007 MBNQA Winner
    40. 40. Sharp Health Care2007 MBNQA Winner
    41. 41. PRO-TEC2007 MBNQA Winner
    42. 42. City of Coral Spring2007 MBNQA Winner
    43. 43. Cargill2008 MBNQA Winner
    44. 44. Cargill2008 MBNQA Winner
    45. 45. 2009 TQA Criteria3.2 • 2HOW do your key access mechanisms enable customers to seekinformation, conduct business, and make complaints? What are your key accessmechanisms? HOW do you determine key customer contact requirements for eachmode of customer access? HOW do you ensure that these contact requirementsare deployed to all people and processes involved in the customer response chain?
    46. 46. CAT Financial2003 MBNQA Winner
    47. 47. Cargill2008 MBNQA Winner
    48. 48. PVHS2008 MBNQA Winner
    49. 49. Saint Luke’s HospitalVery Important Principles
    50. 50. PVHS 2008 MBNQA Winner Key Contact Requirements for all access mechanisms adhered to PVHS Behavior Standards [P.1-2] ; established, deployed, and annually evaluated by the Workforce Focus Team [5.1a(1)]
    51. 51. PVHS 2008 MBNQA Winner Key Contact Requirements for all access mechanisms adhered to PVHS Behavior Standards and are deployed through:  Formal training for all managers and supervisors through the learn and Lead Program [5.1b(2)]  An acknowledgement to abide by the Behavior standards signed by all job applicants and members of the workforce  Adherence check at annual staff performance review [5.1a(3)]  Linkage of R&R program to Behavior Standards [5.1a(3)]  Senior Management Group presentation at New Employee Orientation and employee/volunteer forums  Visual displays throughout health system facilities, including computer screen savers  “How We’re Making PVHS World Class” information, distributed and posted throughout the health system  Re-engagement of staff through ”We’re Here for You” campaign [3.1a(3)]
    52. 52. Cargill 2008 MBNQA Winner CCM customers have various access mechanisms to select from based on need and expectations Sales submits a new customers to the Customer Service Reps (CSR) CSR contacts customer to verify requirement, expectations, and preferred access mechanism Customer requirements are entered into the MasterCard system The MasterCard is used to communicate expectations to all personnel involved in customer contact The MasterCard system automatically prompts the CSR to verify requirements annually Key access mechanism requirements are reviewed when customer requirements change or a new access mechanism is added or enhanced The CCM access mechanisms are reviews annually during the Annual business Planning process
    53. 53. 2009 TQA Criteria •3.2 3 (*) (*)HOW do you manage customer complaints? HOW do you ensure that complaintsare resolved effectively and promptly? HOW do you minimize customerdissatisfaction and, as appropriate, loss of repeat business and referrals? HOW arecomplaints aggregated and analyzed for use in improvement throughout yourorganization and by your partners?
    54. 54. Motorola2002 MBNQA Winner
    55. 55. PRO-TEC2007 MBNQA Winner
    56. 56. Iredell- Statesville2008 MBNQA Winner
    57. 57. Cargill2008 MBNQA Winner
    58. 58. Cargill 2008 MBNQA Winner CCM uses a Customer Relationship Tracking (CRT) for managing customer complaints The basic steps are to record the incident, investigate, identify, review and implement correction actions All incidents must be entered into the CRT system within 24 hours of notification to raise awareness of potential failure within CCM If the incident is a rejection or repeat failure requiring a Root Cause Analysis, the process must be initiated within 24 hours of notification with all non-conformances classified into customer incidents, complaints, or rejections CRT system allows deep-dive analyses to identify trends and set priorities, monitor non-conformances through a key metric called the Customer Quality Index- a weighted index based on customer incidents, complaints, rejections, and total shipments for evaluation of product lines, business units, and plant performances on a monthly basis via the CCM Scorecard
    59. 59. 2009 TQA Criteria •3.2 4HOW do you keep your approaches to building relationships and providingcustomer access current with business needs and directions?
    60. 60. Sharp Health Care 2007 MBNQA Winner As a means to continuously evaluate its approach and remain agile in building relationships and providing customer/partner access, Sharp employs the following key methods:  Ad hoc focus groups  Best practice research  Consumer awareness/perception/utilization research  CRM  Discharge phone calls  Disenrollment surveys  Employer and broker relations  Managed care retention data Data from these methods are used for changes in patient/customer access and relationship building
    61. 61. Sharp Health Care2007 MBNQA Winner
    62. 62. PVHS 2008 MBNQA WinnerPVHS evaluates approaches to building relationships andproviding customer access in order to remain current withhealthcare service needs and directions:  At an annual planning retreat, the VP of Marketing and Strategic Planning Department and the Marketing Department evaluate the format and content of key customer communication tools, such as the public web site and community newsletters  The department increased the frequency of the consumer awareness survey from once every three years to once every year for valuable input in Strategic Planning and Development  During SDD Step 2, the VP of MSP works with the Director of Business Development and Outreach to identify rural areas in need of healthcare services
    63. 63. 2009 TQA Criteria •3.2 1 (*)HOW do you determine customer satisfaction, dissatisfaction, and loyalty? How dothese determination methods differ among customer groups? HOW do you ensurethat your measurements capture actionable information for use in exceeding yourcustomers’ expectations? HOW do you ensure that your measurements captureactionable information for use in securing your customers’ future business andgaining positive referrals, as appropriate? HOW do you use customer satisfactionand dissatisfaction information for improvement?
    64. 64. Boeing2003 MBNQA Winner
    65. 65. CAT Financial2003 MBNQA Winner
    66. 66. MESA2006 MBNQA Winner
    67. 67. PRO-TEC2007 MBNQA Winner
    68. 68. Mercy Health System2007 MBNQA Winner
    69. 69. 2009 TQA Criteria •3.2 2 HOW do you follow up with customers on the quality ofproducts, services, and transactions to receive prompt and actionablefeedback?
    70. 70. 2009 TQA Criteria •3.2 3HOW do you obtain and use information on your customers’ satisfaction relativeto their satisfaction with your competitors? HOW do you obtain and useinformation on your customers’ satisfaction relative to the customer satisfactionlevels of other organizations providing similar products or services, and/orindustry benchmarks?
    71. 71. CAT Financial2003 MBNQA Winner
    72. 72. PVHS2008 MBNQA Winner
    73. 73. 2009 TQA Criteria •3.2 3HOW do you obtain and use information on your customers’ satisfaction relativeto their satisfaction with your competitors? HOW do you obtain and useinformation on your customers’ satisfaction relative to the customer satisfactionlevels of other organizations providing similar products or services, and/orindustry benchmarks?
    74. 74. 2009 TQA Criteria •3.2 4HOW do you keep your approaches to determining satisfaction current withbusiness needs and directions?
    75. 75. ARDEC2007 MBNQA Winner
    76. 76. PVHS2008 MBNQA Winner
    77. 77. Sharp Health Care2007 MBNQA Winner
    78. 78. Sharp Health Care2007 MBNQA Winner
    79. 79. THANK YOUQUESTIONS & ANSWERS
    80. 80. Backup
    81. 81. - AVI-TECH 2008 SQA Winner
    82. 82. - HDB 2008 SQA Winner
    83. 83. ST Engineering2007 SQA Winner
    84. 84. Singapore Police Force 2007 SQA Winner
    85. 85. Singapore Police Force 2007 SQA Winner
    86. 86. AVI-TECH 2008 SQA WinnerST Engineering 2007 SQAWinner
    87. 87. ST Engineering2007 SQA Winner
    88. 88. HDB2008 SQA Winner
    89. 89. Baxter2008 SQA Winner
    90. 90. ST Engineering2007 SQA Winner
    91. 91. HDB2008 SQA Winner
    92. 92. HDB2008 SQA Winner
    93. 93. ST Engineering2007 SQA Winner
    94. 94. HDB2008 SQA Winner

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