ECEW 2013 Matthew Kemp - How to move from Service to Experience
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The ‘common sense’ programme
Rod Butcher
Aviva Group
22nd May
Introducing Aviva
21 countries
36 k people
43 million customers
insurance, savings and investment
We don’t start in a good place
And we get more and more feedback these days
We know that great experiences count
success
Buy more
Stay longer Willing to pay more
Cheaper to serve Volunteer ideas
Forgive mistakes
Great customer experiences
More recommendations
Engaged people
It’s not rocket science
But we need to prove it
Show me the money
Common Sense
“Customers don’t see the web of organizations and processes that operate behind the scenes to deliver their experiences.
They see that series of interactions from the outside in....
Customer experience leaders embrace the same perspective, rising above internal complexity to see and manage the whole picture from the customer’s point of view”
2011
Common Sense
“Customers don’t see the web of organizations and processes that operate behind the scenes to deliver their experiences.
They see that series of interactions from the outside in....
Customer experience leaders embrace the same perspective, rising above internal complexity to see and manage the whole picture from the customer’s point of view”
Aviva Customer Cup
Systems Thinking
Customer Journey Mapping
Power to our people
Power to our people
teams and management working together for the customer...
"Them and Us" scenario with the people in the dark...
•Act on customer demand
•“Show me the problem”
•Take decisions ‘in the work’
•Re-define manager role
Power to our people
29-65 days 2-5
12 touches 2
-39 T- NPS +61
Fantastic engagement
£1m annualised cost savings
Journey Mapping
• Visualise end-to-end journey
• Built outside-in : how it feels to be a customer
• “Get your CEO”
Why bother?
Map “as is” to identify and prioritise improvements
Design with intent the branded experience
Create foundation framework to contextualise activity
Build collaborative and aligned culture
The view from China
Alan Pennington, MDMulberry Consulting
• Dedicated specialists in the field of customer centred transformational change
• Approaching 10 years of heritage and experience• Practical, dependable• All of our teams have personal client-side experience
18
Financial Services
Telecommunication & Media
Other Services
Industry
Publishing and business information
Public & Charity sector
Retail and consumer goods
Transportation, Travel & Logistics
Recent clients
Experience Deliver a customer experience that is:- appealing, - aligned with brand- delivered consistently.
Attitude
customer satisfaction
loyalty
Behaviour
Share SpendRetention
Cost to serve
Outcomes
Financial results
Measure
Interpret
Improve
Strategy Plan
Execute
We work with clients to create a clear “line of sight” between the customer (and employee) experience and the financial outcomes. This linkage is a critical
component of continuous performance improvement
We work with clients to create a clear “line of sight” between the customer (and employee) experience and the financial outcomes. This linkage is a critical
component of continuous performance improvement
‘Whilst there is ‘art’ in the delivery of a great customer experience, the design is a science’
What we believe...
Working with Aviva - Rising to the challenge...
• Flexibility in deployment models• Trusted frameworks• Practitioners who understand the client reality• Enough but not too much technological support• Truly expert facilitation, ability to challenge in a ‘safe
way’ the unwritten rules• Achieving ‘trusted advisor’ status with the client
organisation
Recognised as best in class
“Companies tend to be too internally focused. As a result, they often lose sight of what’s important for their customers. Customer Journey Mapping is a great tool for reframing discussions from internal operations to customer experiences”.
Working with Aviva - Rising to the challenge...
• Flexibility in deployment models• Trusted frameworks• Practitioners who understand the client reality• Enough but not too much technological support• Truly expert facilitation, ability to challenge in a ‘safe
way’ the unwritten rules• Achieving ‘trusted advisor’ status with the client
organisation
What makes this deployment successful?
• Setting realistic goals at the beginning...• Focus on people & their ability to engage with customers• Pushing on open doors, greasing the hinges....• Hard wired connections to business objectives at the outset• Growing a community of internal advocates• Persistence, continuity and dedication• common language and meaning (language influences culture)• Moving downstream from diagnosis to deployment – avoid hiatus
1Touchpoints:UPS New Customer Journey - Field Sales
UPS New Customer Journey - Field Sales
Aware ConcernDecide AcquaintInterest LeavePayEquip Ship Service Tech. Support
Press / TV / On-line Campaign
UPS.com website
UPS facilities / vehicules
AE cold call
Fact finding meeting(s)
Schedule pickup with CS
Receive contract docs.
Proposition & sol. meeting(s)
Receive welcome pack
Train staff
Set up tech. solution
Deliver supplies
1st day ship visit
Visit for 1st invoice
Prepare shipment
Driver picks up package
Drop pckge at depot
Progress calls (Week 1)
1 month review
3 month review
Chase-up payment
Receive invoice
Fill out way bill
Inbnd interest enq. to CS
Sponsorship & Events
Word of mouth
Track shipmt (web/tools)
Notif. of late pick up
Notif. of exception
Billing analysis tool
Remove tech solution
Inbound call to helpdesk
ETSG call / visit
Corp. Supprt call / visit
Package centre enquiry
Driver enquiry
UPS.com website
Trade shows
Forum magazine
Partnership program
Upfront payment
Inbnd enq. to CS
Follow up svce enquiry
Packaging certif. offer
Packaging certification
Notif. of undelivered
Pckge back to shipper
Notif of lost / damage pckge
File Claim
Incomplete doc. request
Collect dam-aged pckge
Notify inspec-tion result
Claim notifi-cation letter
Claim payment
Claim escalation
Inbnd enq. to PC Rep.
Inbnd concern to CS / CRG
Inbnd concern to PC Rep.
Inbnd billing enq. to CS
Inbnd billing enq. to PC R.Pick up cancel call
Concern escalation
Make payment
Billing follow up bill. enq.
Receive UPS package
Credit Ctrl intro. call
Export advice
Facility visit
Inbd tracking enquiry
NewLogistics.ups.com
Track shipmt (Call centre)
Inbnd enq. to AE
Inbnd concern to AE
Inbnd billing enq. to AE
AE follow up billing enq.
Concern follow up
Claim
Routine call / visit
Outbnd ackno. contact
Proposed resolution
Concern escalationTech. needs analysis call
PCA intro. outbnd call
Sched. pickup on website
Order supplies
Inbound enq. to Billing
Inspect dam-aged pckgeWebsite Support
'Welcome to UPS' leaflets
Newsletter
Inbnd concern letter
Receive UPS package
UPS picks up package
Resellers (Retail)
Brokerage outbound call
Email notification
Employee reco. (Leads)
Inbnd interest enq. to Broker
Tender
Tender acknowledg.
Tender calls & meetings
Outbnd calls to occas. shipp'rs
Retention activities
Email quote
Receive welcome email
Implemen-tation meeting Inbound call to AE
Inbound call to CS
Resellers (non retail)
OwnersBrokerageBusiness Dev.ConcernsCSCDIFinance & AccountingMarketing & Com.OperationsTechnical SupportUPS Lab (Germany)No single UPS owner
Internal Measureskey MOTs
External Measures
How well did we do?
How committed are they?
Recovery / advocacy action
Manage delivery(direct, coach, train)
Redesign experience
Good practice transfer
Operational insight
Compensation/incentives
On-boarding Score
Attachment Score
Actionable Insight for different Users
Approach
How To GuideHome |
InternalOverview Germany Italy O
ve
rviewIn
sid
e S
ale
sF
ield
Sa
les
Te
stC
on
trol
Train
ing
NC
EG
Activation Rate New Customer Retention Compliance
Technology IntegrationBilling FrequenceDSO
+ + +
+ + +
30
35
40
45
50
55
%
Week 1-2 Week 3-4 Week 5-8 Week 9-16
40
60
3 Months Shipping All sites activated 3 monthsago
18202224262830
Jan Feb Mar Apr May Jun Jul Aug Sep Oct35404550556065
Jan Feb Mar Apr May Jun Jul Aug Sep Oct64
66
68
70
72
74
76
78
80
Jan Feb Mar Apr May Jun Jul Aug Sep Oct
RAGMonth
During on-boarding
RAG YTD This Month
After on-boarding
90%
92%
88%
86%
85%
87%
Activation Speed
RAGMonth
Customer Contract Compliance
RAG YTDRevenue Contract Compliance
Revenue funnel compliance (Templates, Rate, Cards & Published Rates
90%
92%
88%
86%
85%
87%
RAGMonth
Average trial balance
RAG YTDDays Sales Outstanding
Average day sales
24 Days
2500
23 Days
20 Days
300
20 Days
RAGMonth
Number of invoices with invoices issued
RAG YTDBilling Frequency
Number of adjustments for all activated accounts
55%
3000
5600
50%
200
400
RAGMonth
Shipping
RAG YTDTechnology Integration
Visibility
75%
83%
75%
78%
80%
70%
Customer funnel compliance (Templates,Rate, Cards & Published Rates)
ADNR + ADV
84%
TBC
79%
TBC
Billing 75%75%
45
50
5560
6570
75
8085
Jan Feb Mar Apr May Jun Jul Aug Sep Oct
YTD
Days Sales Outstanding Billing Frequence Technology Integration
Month: Mar 2011
Activation Rate
35404550556065
Jan Feb Mar Apr May Jun Jul Aug Sep Oct
Compliance Percentage
Develop a balanced scorecard to monitor performanceInternal KPIs VOC
What makes this deployment successful?
• Setting realistic goals at the beginning...• Focus on people & their ability to engage with customers• Pushing on open doors, greasing the hinges....• Hard wired connections to business objectives at the outset• Growing a community of internal advocates• Persistence, continuity and dedication• common language and meaning (language influences culture)• Moving downstream from diagnosis to deployment – avoid hiatus
Summary
• Don’t do anything without right sponsorship and support
• Don’t force it – find the right conditions first
• Cross-functional is king
• Need burning platform: why are we doing it, what to expect?
• It’s all about momentum (and proof), not the techniques