Simplicity for the customer

1. CS Solutions Simplicity for the customer Are you easy to do business with? Systematically Creating Fast+Simple Customer Experiences Peter Massey Budd UK

2. Agenda • Introduction • It’s about people • What do customers want? • What’s UK plc doing about it? • The Amazon story

3. Passion What are you passionate about?

4. Mypassion How do we stop doing dumb things to customers?

5. Are your customers revolting?

6. Are your customers revolting?

7. e.Partners LimeBridge is an alliance of like minded entrepreneurial businesses with practical expertise • Peter Massey UK • Philippe Baldin France • Stephan Pucker Germany • Toby Detter Sweden • Bill Price US • Osamu Taniguchi Japan • Lynne Kenworthy SE Asia • Tony Bruno China • Paul Lewis Australia • “MD" Ramaswami India

8. CS Solutions Fast+Simple

9. CS Solutions Fast …but not so Simple!!

10. Stamina over years

11. Delivering operational excellence is a constantly changing system – as soon as you fix one thing… Count the black dots

12. Actsystematically “Strategy without tactics is the slowest path to victory.Tactics without strategy is the noise before defeat.” Sun Tzu, 400BC

13. Competitive space Brand Service proposition Sales proposition Segments Channels Economics Organisational design Measures Process People Location Technology Alignment Alignment and how it works

15. Agenda • Introduction • It’s about people • What do customers want? • What’s UK plc doing about it? • The Amazon story

16. “My tastes are simple. I am easily satisfied with the best.” Winston Churchill

17. Most excellent car in the world?

18. Most excellent now ?

19. Relevance to you

20. CS Solutions One size does not fit all

21. It’s raining projects !!

22. Work & life balance – of course we believe in it

23. Passionate about your business ?

24. Consistency versus passion • Process • Compliance • 6 sigma Effect on culture and style of managers who succeed

25. Brand can be seen and heard

26. Brand can be seen and heard

27. Brand can be seen and heard

28. Which manager represents your brand to your people?

29. Brand promises are like burning money unless they are matched by the contact experience So balance the budgets!

31. Agenda • Introduction • It’s about people • What do customers want? • What’s UK plc doing about it? • The Amazon story

32. Being on the phone to their bank or insurance company is not a passion many people share

33. We have better things to do than deal with frustrating dumb things……

34. We don’t normally go to work to do dumb things……it’s very frustrating for staff as well as customers !

35. Nevertheless in many cases this is how staff feel they are treating customers

36. The more frustrations a customer experiences, the harder they are to reach when you want to

37. And so profitability suffers

38. Or you can use customers’ frustrations • Why order Pizza when it never comes and its cold when it does • Domino, 30 min guarantee • Why go to the video store, they never have what you want • Blockbuster, in stock or free next time

39. Customers will pay to do so

41. Agenda • Introduction • It’s about people • What do customers want? • What’s UK plc doing about it? • The Amazon story

42. CS Solutions Fast+Simple Research Headlines March 2004

43. The UK survey found that Fast+Simple companies have a number of things in common Businesses admit they are not Fast+Simple Being systematic is critical if you are to avoid wasting lots of energy There is a correlation between executive ownership and success

44. UK plc is not delivering Fast+Simple experiences for customers • 77% of businesses admit they are not Fast+Simple • 59% of these believe this is due to a lack of consistency across the business • Being systematic is critical if you are to avoid wasting lots of energy. • 52% believe they are wasting effort in capturing customer feedback although in 93% of companies voice of customer is a board level issue • 74% blame lack of resources and collaboration for not addressing process issues end to end across the business • There is a correlation between executive ownership and success • Companies who look at Voice of Customer (VoC) on an end to end basis are twice as likely (71% vs 34%) to have board members with personal targets for customer satisfaction improvements Source: Budd industry survey, April 2004

45. Why do people think they are Fast+Simpleto do business with simple, quick, direct, polite, efficient, informative, always there, always helpful, professional, caring, friendly staff, human touch, straightforward to deal with, personal, determined to rise to your challenge, quick answer, right culture, superlative customer service

46. The closed loop of customers telling you what frustrates them and the change programmes you try to put into operations Ops Customer Programmes 1 time cycle

47. The Fast+Simple cycle Closing the loop - Connecting with the customer across the enterprise 6 Ops Customer 1 5 7 2 Programmes 4 3

48. Businesses are currently failing at each stage of the cycle 81% of companies do not have teams working on continuous process improvement 59% of companies who are not easy to do business with cite inconsistency of service delivery as a key factor 71% of companies do not look at VoC end to end. 51% never look at customer email for feedback Key findings of the Budd survey at each important stage 6 Ops Customer 73% of companies do not have regular cross departmental meetings. 45% of collaboration activity is ad hoc 1 74% of companies do not identify root causes across the business. 77% blame lack of resources and collaboration. 5 7 2 Programmes 4 71% of companies do not tie project benefits to end to end operational/process metrics 3 56% of Executives with VoC responsibilities do not have targets written into their personal objectives

49. What do Fast+Simple companies do? Work systematically in closed loops by planning, monitoring and analysing what they do so they can improve it Listen to what the customer says is important. Measure what the customer says is important. Use all the data they have and don’t go looking for data they can’t or don’t use 6 Ops Customer Focus on delivering some Brilliant Basicsconsistently 1 Work rigorously to remove the root causes of their customers’ frustrations 5 7 2 Focus on their people first Programmes 4 Tie programme success to meaningful operational metrics 3 Have strong leadership with executive accountability. Are led by someone with an eye for the real detail of what customers experience

50. It is not essential to do everything really well, but you must close the loop Where are “the weakest links”in your knowledge loops? 6 Ops Customer 1 1 x 2 x 3 x 4 x 5 x 6 = 7 ! but 1 x 0 x 3 x 4 x 5 x 6 = 0 5 7 2 Programmes 4 3