3. TheChallenge
Problem:
No global standards or guidelines on how
customer complaints should be
captured, communicated or utilized
(Some)implications:
– Available complaint data provides poor
support for analysis and actions
– Loss of consumer feedback
– Low visibility of total costs associated
with dissatisfying products
– Customer Service desks don’t receive enough
information support from headquarters
– No comprehensive tool to follow-up on
improvements measures
Solution:
5. Oriflame’sexpansion
1990 - 2010: CAGRorganic sales of over16%
€m
Decentralization to enable fast expansion
Focus on fast turnover of products
KPI – ”newness”
Focus on emerging markets
6. OK.. Wheredowestart?
End-users
Customer Service
Warehouses,
distribution centers
Consultants
Complaints
information
QA: analysis,
action initiation
Category
managers
Supplier
management
Marketing
• Lack of standards as what is
being entered and how
• Information ends up in different IT
systems
• Entered information is not
actionable
• Entered information is not
complete
• Same codes are used for different
reasons in different countries
9. Quality and
Process Management
Challengesofthe
implementation
The project
Customer
Service
desks
IT
Quality and
Process Management
IT
R&D
Finance
Regional
operations
Customer
Service
desks
• Project’s scope grew outside the
sponsor’s mandate
• No clear ownership
• Difficult to incorporate all different
agendas
• Geographical remoteness of
different stakeholders
• Scarcity of IT resources
• Operation managers are
overloaded
10. Strategicconsiderations
• With Oriflame’s market maturing,
customer service will become more
important
• Complaint and customer service
area will receive more attention in
the company
• More support to local markets
from the headquarters in the future
• First signs of centralization within
the area
