Service Design for Business, Helsinki

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For Business

Service Design

LIVEWORK EVENT

Helsinki, November 2015

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Tervetuloa!

@SDforBusiness#SDFB

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OUR TEAM

Jon MolanderMovial partner

Paula BelloLivework business partner

Customers’ story

Customers’ story

Organisations’ capabilities

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Business impact

Higher customer satisfaction and adoption

Fewer customer irritations and failures

Better service experience for customers

Lower cost to serve existing and new customers

Higher customer activation and retention

Successful launch of product / service innovations

Internal alignment and excitement

High staff engagement and participation

Customer centric process and systems

Customers’ story

Organisations’ capabilities

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Business impact

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Service DesignAn approach to realize business ambitions as well as a way to deal with internal and external challenges.

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Service Design: Foundations

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Service Design: Challenges

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Service Design: Tools

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Challenges

Foundations:

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No. 11:Build a customer centric organization

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CHALLENGES Place a vector sketch here

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Insights

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Senior management that truly believes in the value of customer centricity is essential to success. If they’re not on board, lower your ambitions on behalf of customers.

Build customer-orientation programs that enable change within “the business as usual.” Keep consultants at the fringes of activities, fund activities from the usual budgets, and engage people in it as continual improvement, not special projects.

Do not waste time building a detailed business case for customer centricity. A good high-level case for business success combined with a good human story is the strongest bet to convince stakeholders.

BUILD A CUSTOMER CENTRIC ORGANIZATION

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Customer hotspots & business impact

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Case Study:Beyond SatisfactionCustomer orientation with surgical

presicion

2009: Strategic choice

Helge Leiro BaastadCEO

«We shall be the most customer oriented company in the Nordic insurance market»

Ambition

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Customer orientation as business strategyDriven by the organizationCultural re-orientation

Approach

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2-year change program183 projects4 CategoriesOrganization &

leadershipQuality of deliveryService experience

Simplification

The customer lifecycle

Lifecycle user/transaction

Behavior within the sector over a 5-7 year period


Customer satifaction analysis across the lifecycle

r03.v00 Customer06/03/2013

Potential Unaware Notice Recognise Connect Relevant Research Look for/request info Specify Shortlist Request quote Evaluate Select Decide Negotiate/agree Adjust contract Commit Process Receive Setup Imbed Information Manage policies Make adjustments Admin changes Information Notification Plan and prepare Solicit help/ information New situation Adjust to new situation End of contract Change of need Assess situation Decide Terminate ProcessingBased on CSI Survey & Relevance

Not aware of the risk, products and/or companies the offer insurance products

Get exposed to a brand and or service that (might) have impact on the business

First realises the insurance need via an incident (reactive), unmitigated risk, or ad/ promo

Connects the brand, product or service to a risk and or (legal/ contractual) requirement

Sees the relevance of the service and/or product for its organisation or operation

Look for a package for the benefits/returns, the best risk-reward case

Check/ receive info through brochure/ pamphlets/ calls or visits, word-of-mouth

Consider or filter out which types to product are relevant and needed

Actively qualifies and selects companies to work with based on hard or soft criteria

Receive and negotiate on the quote. Further comparison from other rival offers

Evaluate companies, proposals and offers against expectations or criteria

nth round discussion leads to final selection of companies/ individuals

Choose the company and offer that meets needs, expectations and requirements

Negotiate and agree final terms, costs and conditions

Prepare/adjust contract details according to latest offer and terms

Finalise contract, with discussion & approval from authorised person

Form and paperwork are submitted & processed and receives confirmation

New customer receives info pack, welcome message and other contract related docs.

Enters the insurance contract into its policy and risk management portfolio

Imbed insurance, products and services into business routine and processes

Request/receive information related to products & services, including up- & cross sell

Manage policy, and respond to change in internal/external operating environment

Affect changes such as decrease/ increase risk cover, adjust premium plans etc.

Change in policy, insurance plan, people and handling of insurance account

Request/receive information related to insurance products & services

Receive information about a change, issue or, something requiring (legal) notification

Plan changes in the business that change the business and/or the organisation

Request/receive information or assistance to address the consequences of the change

Notice planned and unplanned changes in business and or operating conditions

Make adjustments to the setup or composition of the contract to reflect the new situation

End of the contract based on contracted period and/or conditions that allow termination

Realise the gap between their needs/ promised services, and actual commitments by provider

Revaluate risk portfolio/costs and assess impact of terminating the contract or buying new one

Decide to stay with current service provider, switch provider or terminate contract

Reach decision to terminate the current contract

Revokes/ends the policy and severs relationship with the provider

Overall Satisfaction 0 2 7 0 2 8 17 5 8 16 14 13 17 17 13 12 14 17 18 16 14 13 16 17 16 17 2 16 2 14 14 15 14 14 12 14

Perception (Trust/ Relationship) 0 0 0 0 0 0 21 0 0 20 20 21 20 21 20 20 22 22 23 21 23 20 22 20 23 22 0 22 0 22 23 23 23 23 23 22

Q2 Overall, how satisfied or dissatisfied are now with Gjensidige?

19 0 0 0 0 0 0 21 0 0 21 0 23 0 23 21 0 25 23 25 21 23 0 23 0 23 23 0 23 0 0 25 23 23 25 25 23

Q3 Imagine an ideal insurance company. How closely to this ideal [reference point] is Gjensidige?

18 0 0 0 0 0 0 0 0 0 20 0 20 0 0 20 0 0 20 20 0 22 20 20 20 22 20 0 20 0 22 20 0 22 20 22 20

Q4 To what extent Gjensidige tend to meet corporate expectations?

18 0 0 0 0 0 0 0 0 0 20 20 20 20 20 20 20 20 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Value-for-Money 0 0 13 0 0 14 26 12 23 24 27 23 29 26 23 27 23 25 26 24 24 24 25 28 26 25 0 22 0 27 26 27 26 26 27 35

Q7 How satisfied or dissatisfied are you with the price you pay for corporate personnel policies?

24 0 0 0 0 0 0 0 0 0 27 29 31 29 29 27 27 0 0 29 0 27 0 29 0 0 27 0 31 0 29 29 31 29 29 27 0

Q8 How satisfied or dissatisfied are you with the price you pay for insurance products?

26 0 0 0 0 0 0 31 0 0 31 34 29 31 29 31 29 0 29 34 29 0 31 29 29 31 29 0 0 0 34 29 34 29 29 0 0

Q10 To what extent are you confident that the insurance contents covers your needs?

19 0 0 0 0 0 0 23 0 0 23 25 21 23 21 23 21 0 21 25 21 0 23 21 21 23 21 0 0 0 25 21 25 21 21 0 0

Q11 To what extent do you believe that Gjensidige's insurance documents are understandable?

29 0 0 0 0 0 0 37 0 35 0 35 0 32 0 0 32 35 37 32 35 32 32 32 35 35 35 0 0 0 35 0 35 0 0 0 35

Q13To what extent do you believe that Gjensidige's newsletters, brochures, product information are

easily understood?11 0 0 13 0 0 14 14 12 12 14 13 12 0 0 13 0 12 14 13 12 13 12 13 0 14 13 0 13 0 12 0 13 0 0 0 0

Q12Over the past 12 months has your company

received newsletters, brochures, product information, etc. from the Gjensidige by mail or

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Unaware of the insurance products/ services or unaware of risk and benefits Investigate and gather requirements for a specific insurance, or portfolio Requesting and evaluating offers from one or more insurance providers Negotiate price, terms and conditions, sign and activate contract

New CustomerPeriod immediately after signing the contract where the contract is setup

Unaware Aware ContractInterested Consider CancellationTermination policy and, or relationshipBecome aware of the brand, the organisation, the products or service offered In a steady state managing and administering policies and paperwork

Change of SituationChange in the business and/or operating conditions that impact the contract

ReconsiderConsidering changing insurance products and/ or insurance provider


From hotpots to interventions

Hot spotMany customer requests are about incremental and simple changes that customers could be able to manage themselvesIntervention

Sending preventative instructions early will reduce the need for help, lower pressure and give the user control

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From business value to implementation

2013 © Livework Studio Ltd

A perfect start

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On the day of activation

Role-specific welcome with routines set up

Managing Director

Financial director

HR Director

Office Manager


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More efficient claims processes


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Higher quality of delivery

«Frontstage»

«Backstage»

Beskrivelse av tiltak

Prinsipper i bruk

Bruksanvisning for tiltakene

The business value of a customer centric orgnization

Place a vector sketch here

Measuring touch-point satisfaction

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…but what do the most satisfied customer say?

1. Be friendly and empathic2. Solve my problem3. Give me an advice I hadn’t thought

about

Organization & leadership

Competency

Quality of delivery

Customer Experience

Focus areas

2010 2011 2012 2013 2014

530

673

727

775810

Customer experience v. value creation

Jan-11

Apr-1

1Jul-

11Oct-

11Jan

-12Ap

r-12Jul-

12Oct-

12Jan

-13Ap

r-13Jul-

13Oct-

13Jan

-14Ap

r-14Jul-

14Oct-

14Jan

-15Ap

r-15

77

78

79

80

81

82

83

84

85

86 87

88

89

90

Kilde: Kontaktpunktundersøkelsen Q1 2014 KundesenterS2000: Aktive kunder 30.april 2015

Hi satisfaction drives loyalty

1-2 poeng 3-4 poeng 5-6 poeng0%

2%

4%

6%

8%

10%

12%

14%

16% 15%

13%

8%

Kilde: Kontaktpunktundersøkelsen Q1 2014 KundesenterS2000: Aktive kunder 30.april 2015

High satisfaction drives growth

1-2 poeng 3-4 poeng 5-6 poeng

-800

-600

-400

-200

0

200

400

600

800

-kr 668

-kr 249

kr 593

201220132015

201120122013

Customer satisfaction across business

2009 2010 2011 2012 2013 201466

68

70

72

74

76

69.370.3 70.4

71.171.9

73.5

2009 2010 2011 2012 2013 201466

68

70

72

74

76

71.8 72.0 71.5

73.474.2

74.9

KTI - Privat KTI NL

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Takeaway messages

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1. The sum of many small customer-oriented actions can produce massive business results.

2. Customer orientation drives results on the bottom line in terms of sales, customer value, and loyalty.

3. Highly satisfied customers grow their spending massively with favored service providers.

BUILD A CUSTOMER CENTRIC ORGANIZATION


CONTACT

www.liveworkstudio.com

Lavrans Løvlie

Livework © 2015

[email protected]

+47 918 06 139

Service Design – From Insight to implementation

Service Design for Business: A Practical Guide to Optimizing the Customer Experience

Service Design fo Business:http://eu.wiley.com/WileyCDA/WileyTitle/productCd-1118988922.html

Service design:http://rosenfeldmedia.com/books/service-design/

http://eu.wiley.com/WileyCDA/WileyTitle/productCd-1118988922.html



Service Design for Business, Helsinki

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