“Making Customer Satisfaction a Habit”

1. “Making Customer Satisfaction a Habit”  Huw WellerService Performance Manager Service Excellence Expert Centre Paul KavanaghManaging Director

2. Presentation Content • Context & How change happened • What has been achieved? • What lessons were learned?

3. The Business Financial Services Associate services Mars Global Services Information Services

4. Our Customers • 60,000 IT Users • Across 400 sites • Over 100 Business Applications • Central Help Desk

5. “If it ain't broke, don't fix it” Bert Lance, 1977, Director of the Office of Management and Budget under President Jimmy Carter

6. How Change happened in the Organisation

7. Dec 2011 Programme Review

8. Setting the Vision to Drive Change • What’s the Vision? • Exceed customer satisfaction at each interaction • Where were we? • Average 7.45 • out of 10 • Where did we want to be? • Average 8 • out of 10

9. How would we get there? Exceed customer satisfaction at each interaction • Measure • Satisfaction score for all areas of responsibility • Clear, Relevant actionable reporting • Engage • Transparently communicate results • Regular progress communications • Improve • Prioritise focus areas based on business impact • Action plans to drive Customer Satisfaction

10. How change Happened in the Programme

11. We looked at the survey process through a value lens “If you change the way you look at things, the things you look at change.” Wayne W. Dyer, American Psychologist

12. We created buy-in with Stakeholders I would love to see a rolling programme of surveys, but I don’t think its practical. Snr Mgr. Interview 1 If you were to zero in on where the dissatisfaction is, that might drive you to a different investment if you combine that with critical incident. Sen Mgr. Interview 5

13. A total programme redesign using stakeholder feedback QUESTIONAIRE REPORTING AND ANALYSIS PROCESS ACTION/ IMPLEMENTATION

14. Key driver analysis at the heart of the programme FROM: TO:

15. Identified time wasting internal processes and changed them • Changing the translation process for 14 languages had massive benefits: • Huge saving of internal resource • (30 man days) • Quality of translation • local markets were impressed • Reduction in project delivery • time (4 weeks saved) • Ease of management

16. Accounted for response differences in cross-national research Japan UK Mexico Japanese typically use lower parts of a scale to express their opinion, conversely Mexican cultures tend to bias towards the top end of scales. SATISFACTION

17. What has been achieved?

18. Transformational changes • Higher response rates, better user experience • Really understanding the key drivers • Greater consistency of action plans and implementation • Greater value KILLER ROI • Moving Mars IS closer to making satisfaction a HABIT… Response and user experience ACTION/ IMPLEMENTATION

19. Making Customer Satisfaction a Habit 2014 Habit Our Current Position Competent • No longer considered a survey and a score • Everyone knows their satisfaction score & maintains dynamic action plans • It is a habit and a culture - most of the time we don’t even know we are doing it 2010 Understanding • Short list of high impact actions which directly improve user satisfaction • Ability to integrate with other business Metrics • Action plans are: • consistent • shared with the business • follow through measured Unaware • Simple obvious views of results • Aware of some issues • Action plans are: • inconsistent, • poorly communicated • little follow through 2005 • Know you should do a user survey • It’s a management tick box exercise • Measurement but no real action plans

20. What lessons were learned?

21. Maximise the team value – recognise the experts for each part of the process Programme design Questionnaire design Analysis Communication Action planning Follow through

22. Develop trust as rapidly as possible • Key elements to help speed up trust building: • Altruism - really believe in ONE team – internally and externally – they are all partnerships • Absolute honesty • Passion, perseverance, proactivity • Determination and desire • Listen and adapt • Demonstrate skills and add value

23. Be open & honest, don’t be afraid to make suggestions no matter how radical!

24. Choose your battles wisely! Life isn't measured by how many times you stood up to fight. It's not winning battles that makes you happy, but it's how many times you turned away and chose to look into a better direction. Life is too short to spend it on warring. Fight only the most, most, most important ones, let the rest go.” C. JoyBell C, Author

25. Embed the programme in your organisation, make it a Habit, not a survey Embed

26. Recap “Making Customer Satisfaction a Habit” • Context & How change happened • What has been achieved? • What lessons were learned?

27. Final words “Making Customer Satisfaction a Habit” • Reduce effort spent running your survey to free up time & resources • Understand satisfaction key drivers • Drive improvement and embed in the organisation

28. Q & A