Transcript Excellence is the customer's business

bqf.org.uk
Excellence is the
customer’s business
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Customers
Processes
Customer experience
Employees
Values and behaviours
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Excellence
Excellent organisations achieve
and sustain superior levels of
performance that meet or exceed the
expectations of all their stakeholders
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Stakeholder
Engagement
Our stakeholders are very important to us and gaining
their respect is vital to our operation. They are intrinsic
to our commitment to being economically viable,
environmentally responsible and socially beneficial…..
We engage, through a range of processes, with a wide
range of stakeholders - including employees, unions,
customers, suppliers, local communities, governments,
regulators, media, NGO's and the general public
Sellafield Ltd website
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“The purpose of business is to
create and keep a customer.”
Peter Drucker
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How customers feel
• They are cynical
• They expect to be talked down to
• They expect to be let down
• They are dealt with as part of a process, not as
an individual
• They get pushed from pillar to post
• They hate being given the run around
• They don’t know who to trust or turn to
Source: Henley Business School
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Survey of management views in Times 100
companies
• 100% say customer satisfaction is the real measure of
success
• 70% say customer focus is 1st or 2nd highest priority
• Only 34% do any customer service training for staff
• Only 24% see management time spent with
customers as important
• Almost none place any value on developing
relationships with customers
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How often do your customers receive your product
or service to the standard you promise and they
expect?
1%
6%
22%
Every time
Most times
Sometimes
Rarely
71%
Source: YouGov survey for BQF/CQI
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How often do your customers receive your
product or service on time or ahead of time?
2%
6%
14%
Every time
Most times
Sometimes
Rarely
Never
22%
56%
Source: YouGov survey for BQF/CQI
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A classic combination
The
customer
comes
first
Right first
time,
every time
‘But it’s not
exactly what
they ordered’
‘Ship it, we’ve
got to make the
numbers’
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Zero
Defects
PRODUCT
CUSTOMER
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Waiting for
approval
Carrying
PRODUCT
Errors
Rework
Fetching
Waiting for
equipment
Waiting for
someone else
Complaints
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CUSTOMER
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“Waste is anything other than the
minimum amount of equipment, materials,
parts, space and worker’s time which are
absolutely essential to add value to the
product.”
Shoichiro Toyoda
Honorary Chairman
Toyota Corporation
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Eliminating waste
• Eliminating waste is a massive opportunity in all
but the very best organisations
• By using techniques such as Lean and Six Sigma
• But excellent processes are not enough
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Automated Telephone Answering Systems
• Theoretically an excellent process
• Invariably installed to reduce costs and not to
improve customer service
• Very likely that cost savings will be offset by
customer dissatisfaction
• An excellent process for the company, but not for
its customers
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TOUCH
POINTS
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Importance of employees in the customer
relationship - reasons for repurchasing
56%
Quality of products/services
44%
Price of products/services
HOW STAFF
How TREATED
staff treatedYOU
you
41%
AFTER After
SALES
SERVICE
sales
service
25%
23%
Range of products/services
HANDLINGHandling
OF ENQUIRY/COMPLAINT
of enquiry/complaint
21%
STAFF KNOWLEDGE
OFofPROD/SERVICES
Staff knowledge
products/services
17%
Promotions/special offers
17%
15%
Knowledge of brand/reputation
STAFF ENTHUSIASM
FOR
Staff enthusiasm
forPROD/SERVICES
products/services
11%
staff represented
company
HOW STAFFHow
REPRESENTED
THEthe
COMPANY
11%
COMPANY REPUTATION
AS AN
Its reputation
asEMPLOYER
an employer
7%
6%
Policies on community/environment
Source: MORI
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People factors
Have you felt put off from purchasing a company’s
product or service as a result of any of these?
16%
How TREATED
staff treatedYOU
you
HOW STAFF
Quality of products/services
13%
Price of products/services
13%
11%
of enquiry/complaint
HANDLINGHandling
OF ENQUIRY/COMPLAINT
Staff enthusiasm
forPROD/SERVICES
products/services
STAFF ENTHUSIASM
FOR
7%
AFTER After
SALES
SERVICE
sales
service
7%
Staff knowledge
products/services
STAFF KNOWLEDGE
OFofPROD/SERVICES
6%
5%
staff represented
company
HOW STAFFHow
REPRESENTED
THEthe
COMPANY
4%
Range of products/services
Knowledge of brand/reputation
3%
Its reputation
asEMPLOYER
an employer
COMPANY REPUTATION
AS AN
3%
Policies on community/environment
2%
Promotions/special offers
2%
Source: MORI
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People factors
Employee engagement is the key
A combination of commitment to the organisation
and its values plus a willingness to help out
colleagues. It goes beyond job satisfaction and is
not simply motivation. Engagement is something the
employee has to offer: it cannot be ‘required’ as part
of the employment contract.
Source: CIPD
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Employee engagement - key drivers
1. Trust and integrity - how well managers
communicate and 'walk the talk'.
2. Nature of the job - is it mentally stimulating dayto-day?
3. Does the employee understand how their work
contributes to the company's performance?
4. Career growth opportunities - are there future
opportunities for growth?
Source: The Conference Board
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Employee engagement - key drivers
5. Pride about the company - how much selfesteem does the employee feel by being
associated with their company?
6. Co-workers/team members significantly
influence one's level of engagement
7. Employee development - is the company making
an effort to develop the employee's skills?
8. The value the employee places on the
relationship with his or her manager?
Source: The Conference Board
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Beliefs and principles
• The Ritz-Carlton Hotel is a place where the
genuine care and comfort of our guests is our
highest mission.
• We pledge to provide the finest personal service
and facilities for our guests who will always enjoy
a warm, relaxed, yet refined ambience.
• The Ritz-Carlton experience enlivens the senses,
instils well-being, and fulfils even the
unexpressed wishes and needs of our guests.
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What would it be like if every organisation
could say?
• The genuine care of our customers is our highest
mission
• We pledge to provide the finest personal service
for our customers
• Our customer experience fulfils even the
unexpressed wishes and needs of our customers
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Ritz-Carlton recruitment
• Our culture is special, and we can’t expect to
bring someone into this culture if they don’t have
the same values and purpose
• Our selection focuses on talent and personal
values because these are things that can’t be
taught
• We can’t expect to bring someone into this culture
if they don’t have the same values and purpose
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Recruitment at First Direct
• We’re a bank but we don’t like banking
• We’re about conversations, first and foremost
• People are recruited for communications, not
banking
(First Direct is consistently the best bank for
customer satisfaction and more people
recommend them than any of their competitors)
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Ritz-Carlton Service Values
•
I am always responsive to the wishes and needs of our
guests
•
I am empowered to create unique, memorable and
personal experiences for our guests
•
I understand my role in achieving the key success factors
•
I continuously seek opportunities to innovate and improve
•
I own and immediately resolve guest problems
•
I have the opportunity to continuously learn and grow
•
I am involved in the planning of the work that affects me
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Leadership
• One of the problems with leaders is that they do
not articulate the values and required behaviours
and do not put in place the mechanisms to ensure
that they happen
• Nor do they walk the talk
• And nor do they stick to the values when times
get tough
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And scenes like this are all too common
The
customer
comes
first
Right first
time,
every time
‘But it’s not
exactly what
they ordered’
‘Ship it, we’ve
got to make the
numbers’
32
Zero
Defects
Review
Processes
Average companies
Excellent companies
Conform to ISO 9000
Driven by customer needs
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Review
Processes
Average companies
Excellent companies
Conform to ISO 9000
Driven by customer needs
Customer focus Product or service ‘quality’ The total customer
experience
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Review
Processes
Average companies
Excellent companies
Conform to ISO 9000
Driven by customer needs
Customer focus Product or service ‘quality’ The total customer
experience
Employees
No freedom to act and not
engaged
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Lots of responsibility and
engaged
Review
Processes
Average companies
Excellent companies
Conform to ISO 9000
Driven by customer needs
Customer focus Product or service ‘quality’ The total customer
experience
Employees
No freedom to act and not
engaged
Lots of responsibility and
engaged
Values &
Behaviours
Hung on the wall
Everybody lives them
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Excellence is the customer’s business
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Excellence is the customer’s business
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