CUDenver

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CUDenver

  1. 1. BECOMING CUSTOMER-CENTRIC Using the voice of the customer to drive action Kimberly Dunwoody
  2. 2. We have been talking about being customer-centric for years so…
  3. 3. are we there yet? Are we customer- centric or do we have more work to do?
  4. 4. Many teams around the globe have been formed to focus on the customer experience…
  5. 5. With all of this work going on how are we doing in terms of customer satisfaction?
  6. 6. “With all of the work we are doing, shouldn’t our scores be better?” 85.5 Overall Customer Satisfaction 85 84.5 85% 84 83.5 83 82.5 83% 82 Us Them Us Them Western Union Global Business Intelligence. (2009). 2009 Annual Brand Tracker. Vienna: Western Union Corporation.
  7. 7. “That is just one score from one study using one methodology, should we be acting on that?”
  8. 8. Our organization has put several methods into place to serve as voice of the customer (VOC) listening posts… “With so many methods and so much data aren’t we just putting ourselves at risk of ‘analysis- paralysis’?”
  9. 9. Yes, we do collect a great deal of VOC data, however current best practices advocate this approach by leveraging the concept of replication to validate VOC themes.
  10. 10. When findings are replicated across more than one study we can feel confident aligning ourselves around VOC pain-point themes by listening to the customer. Owen, R. &. (2009). Answering the Ultimate Question. San Fransisco, CA: John Wiley & Sons.
  11. 11. “What do you mean by ‘replication’ and why is it important?”
  12. 12. In the scientific community studies are replicated to assure that the results are reliable. VOC Study #1 VOC Study #2 Same Results
  13. 13. Once replicated, the results can be generalized across other situations because scientists agree on the results. VOC Study #1 VOC Study #2 “We can then solve “Let’s work together to larger issues for more isolate the root cause of our customers.” VOC pain-point themes...”
  14. 14. For example, if two studies find that picking up money is a customer pain-point theme, we then accept the finding as a VOC pain-point. Customer Satisfaction Survey Call Center Survey Theme Theme “My pregnant finance had “My son had to go to wait over an hour to pick to three locations up the money I sent her before he found because they said they did one that let him not have that much cash. I pick up the $800 thought you service was that I sent him. This suppose to be fast?” is unacceptable to me.” Same Results Process Related Money Pick-Up Theme Western Union Global Customer Experience Management. (2010). Global Customer Satisfaction Survey. Englewood: Western Union Corporation.
  15. 15. Now that we have identified a pain- point it is good to resolve individual customer problems, however... Specific Customer Response Specific Customer Response “…I am emailing to help “Hello, I am calling to resolve the problem you help resolve the problem reported via our you reported via our survey…” survey…”
  16. 16. We must also focus on resolving the underlying systemic cause of the problem or theme…. Customer Pain-Point Theme Customer Pain-Point Theme “We’ve identified the “Now we are working together to solve them!” root causes…”
  17. 17. “Ok, so we now agree that we have a problem, if more than one study points to the same problem. Now what? Don’t we just have a laundry list of problems now?”
  18. 18. Yes, we do now have a list of pain-point, themes…however it is our ‘to-do’ list. “Have other organizations Our customer- centric goal! been able to do this?”
  19. 19. Yes, Virgin Media is a great example of a company who accepted responsibility for making changes to their processes that were flagged as customer pain-point causes. “At Virgin Media in 2007 we ‘operationalized’ our VOC program, by routing specific comments to the departments causing pain-points, in real-time.” Satmetrix. (2009). European Net Promoter Conference. European Net Promoter Conference Report (pp. 6-14). London: Satmetrix.
  20. 20. “So how is what Virgin Media did, different “Let’s compare our from what we are current efforts to their doing?” VOC program.”
  21. 21. Currently we follow best practices having established numerous VOC listening posts.
  22. 22. Reports are distributed once a week to key stakeholders.
  23. 23. Virgin Media also collects data using multiple VOC listening posts, however… Satmetrix. (2009). European Net Promoter Conference. European Net Promoter Conference Report (pp. 6-14). London: Satmetrix.
  24. 24. Reports are distributed widely across the organization in real-time… Satmetrix. (2009). European Net Promoter Conference. European Net Promoter Conference Report (pp. 6-14). London: Satmetrix.
  25. 25. And all employees, at every level, are held accountable for improving satisfaction… Satmetrix. (2009). European Net Promoter Conference. European Net Promoter Conference Report (pp. 6-14). London: Satmetrix.
  26. 26. Everyone is expected to use this VOC data to drive their daily actions and policy decisions. Satmetrix. (2009). European Net Promoter Conference. European Net Promoter Conference Report (pp. 6-14). London: Satmetrix.
  27. 27. “Ah-ha! So one big difference between our current VOC program and Virgin Media is the ‘closed-loop’. We need to make VOC data more widely available and hold ourselves accountable for solving our customers’ problems.”
  28. 28. “I am not sure what you mean by ‘closed-loop’, but it seems to me that you want to embarrass my department by sharing VOC comments that make my people look bad.”
  29. 29. Actually the idea is to balance the needs of the customer with the needs of the business. By shedding light on pain-points, resources can be aligned to solve the issues that mean the most to our customers. “This is what is important to me, the Customer….”
  30. 30. Let’s revisit the Virgin Media example, in 2007, when they began their VOC program, customer pain points were widely discussed internally. Unfortunately no one was held accountable for solving pain-points and very little improvement was seen for the first year. “In 2008 a centralized Customer Experience Team was formed to work with departments to solve pain-points, and to ultimately create accountability for those departments unwilling to make the necessary changes.” “We refer to this as our ‘closed-loop VOC program’ and our proud of our world-class customer satisfaction scores.” Satmetrix. (2009). European Net Promoter Conference. European Net Promoter Conference Report (pp. 6-14). London: Satmetrix.
  31. 31. “My department has its own Customer Experience Team, we don’t need some 3rd party department telling us what to do.”
  32. 32. It is terrific that you are putting so much focus on the customer experience, however how will ‘fixes’ in your department work with changes being made by other Customer Experience Teams in other departments?
  33. 33. A centralized view to the customer experience can ensure that the end-to-end experience works together holistically. “Our task now is to align our efforts in order to better leverage our economies of scale.”
  34. 34. “OK, so we acknowledge that we need to respond holistically to customer pain-points, however we do not have any experience doing this.”
  35. 35. Actually we have been quite successful in implementing a rigorous VOC-driven approach by leveraging our extraordinary internal design community. “Leveraging internal design experts from a variety of fields, we can create data-drive customer experience solutions.”
  36. 36. Visual Designers, Instructional Designers and Interaction Designers trained in data-driven design processes working together have been leveraged to create outstanding customer experiences.
  37. 37. To find success in using VOC data to solve for customer pain-points we need to look no further than our transactional website in Germany. “I find this website hard to use because….”
  38. 38. In 2008, a group of internal designers analyzed feedback received from EU Web Customers and then began to prioritize pain-points… “We are hearing customers say…”
  39. 39. “Let’s rank them in the order that they are creating dissatisfaction, let’s put the most serve pain-points on the top of the list that we want to solve for… 1.  The transaction takes too long, 2.  It is not clear how much it costs, 3.  Some of the language used is confusing to me, etc..”
  40. 40. “Next, utilizing an iterative design process let’s create a design that solves these problems and that can also work within the technology constraints of the core money transfer system.”
  41. 41. “Finally we validated the design via 1:1 testing with German consumers. Once the design was complete, it was built and launched.”
  42. 42. “Today, two years later the German website out performs the US website in customer satisfaction. This success can be attributed to the rigorous VOC data-driven process we undertook. Additionally an ROI of over 2,000% was achieved for this design process in the first 12 months since launch.” Western Union Web Customer Experience . (2010, January). Web Customer Experience Update.
  43. 43. Our website customer satisfaction scores are remarkably better on the German site when compared to the US site, where this type of comprehensive VOC design program was not undertaken. 40 30 35 20 10 0 -10 United States Germany -20 -27 -30 -40 Customer Satisfaction Western Union Global Customer Experience Management. (2010). Global Customer Satisfaction Survey. Englewood: Western Union Corporation.
  44. 44. To remove the barriers that stand between us and our goal of being more customer-centric we must.. Accept that we have valid VOC pain- points when they are found across more than one study…
  45. 45. To remove the barriers that stand between us and our goal of being more customer-centric we must.. Openly distribute, discuss and prioritize VOC pain-point problems…
  46. 46. To remove the barriers that stand between us and our goal of being more customer-centric we must.. Build a closed-loop feedback process holding ourselves accountable for solving these problems…
  47. 47. To remove the barriers that stand between us and our goal of being more customer-centric we must.. Undertake rigorous data-driven design cycles to create and validate solutions with our customers..
  48. 48. Once the barriers are removed…
  49. 49. We can move forward towards our goal of becoming customer-centric….
  50. 50. By meeting our customer’s needs we can differentiate ourselves from the competition and move our organization forward.

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