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Taking Steps Beyond Satisfaction Surveys

October 13, 2016

About Me

• Started career in Investment Banking at UBS

• CEO and Co-Founder of SATISFYD, 1998

• Focused on improving the customer experience for 18 years

• Deep knowledge of the equipment industry

• Global customer experience process expert

What We Do…

SATISFYD is a Customer Experience

company that helps you align your

business to evolving customer and

employee expectations

• Voice of the Customer (VoC)

• Voice of the Employee (VoE)

• Dealer Website Assessment

• Mystery Shop

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Customer Satisfaction Customer

Experience Management

Concepts

CEM is intended to narrow the gap between defined customer

experiences and delivered customer experiences

Customer Satisfaction is the measurement of how products and services meet or surpass customer

expectations

Customer Retention

Growth

Improving Dealer Performance

Customer Experience Maturity Model

Adopt

Manage

Measure

Improve

Evolve

AdoptAdopt

Manage

Measure

Improve

Evolve

• Top-down Initiative

• Annual Goal Alignment

• Communicate Value

• Management Involvement

Leadership Commitment

• Performance Objectives

• Regular Goal Updates

• Customer Journey Mapping

Defining Success

• Use Customer Feedback

• Regular Communication & Share Successes

• Employee Survey & Recognition

• Employee Training & Education

Employee Engagement

Journey

Mapping

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Manage

• Defined and documented

• Assign Roles and responsibilities

• Cross department collaboration

Consistent Processes

• Maximum first contact < 48 Hours

• Customer preferred contact method

• Validate Issue resolution effectiveness

• Company wide communication

• Identify culture coaching opportunities

Customer Issue

Resolution

Adopt

Manage

Measure

Improve

Evolve

Measure

• Define accountability systems

• Company / department goals

Create Accountability

• Define / select reports

• Provide goal updates

• Create healthy competition

Review Performance

Adopt

Manage

Measure

Improve

Evolve

Improve• Identify opportunities for change

• Review with entire team

• Align with company goals

• Estimate ROI impact

Identify

• Plan improvement

• Confirm resolution

• Share outcomes to drive culture

Drive Change

• Confirm Improvements achieved

• Calculate financial and non financial ROI

• Share Outcomes to drive cultureAssess Impact

Adopt

Manage

Measure

Improve

Evolve

Journey

Mapping

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Evolve

• Integrate promoters

• Leverage success stories

• Align marketing strategy

• Set improvement goals

• Integrate with sales data

Customer Acquisition

• Refine retention strategy by customer Type

• Promoter / neutral / detractor

• Producer / commercial / property owner

• Refine resolution process

• Provide system to monitor satisfaction

Customer Retention

Adopt

Manage

Measure

Improve

Evolve

Journey Mapping

What is a Journey Map and Why Do it?

• Provides a visual map of the steps and feelings that a specific customer experiences when they do business with you

• Gets your team on the same page

• Aligned with customer

• Help provide insight into areas for improvement

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What is a Persona?

• Create a specific definition of a customer within each segment. Helps align your employees by providing a shared understanding or the different persona’s customers

• Dealing with different customers types

• Different generations

• Unique and changing needs

• Varied types of businesses where solutions are used

Getting Started

• Select the Personas (segments) that you want to define

• Write down the different experiences that they have with your business

• Speak with 10 customers that match the persona to confirm your definitions

• Provide a unique name for that persona

• Use that name to describe that customers in your business

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Essential Components of a Journey Map

• Define the persona and objective of the journey

• Different steps of the journey, with identification of customer at each point

• Define the customer expectation for what they can accomplish at each step

• How customer perceive that experience base on their stated expectations

• How does the customer feel at each step

Voice of the Employee

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What is VoE / Employee Engagement

Wikipedia –

• Employee engagement is a property of the relationship between an organization and its employees.

• An "engaged employee" is defined as one who is fully absorbed by and enthusiastic about their work and so takes positive action to further the organization's reputation and interests

Top 3 Employee Engagement Challenges1. Pay

2. Benefits

3. Job Satisfaction

4. Supervisor

5. Opportunity

6. Training

7. Leadership

8. Ethics

Pay

Benefits

Job S

atis

fact

ion

Superv

isor

Opport

unity

Trai

ning

Leaders

hip

Ethic

s

24%

8%

18%

4%

11%

13%

15%

7%

Voice of the Employee

• Give staff an opportunity to voice concerns

• Ability to contribute to direction

• Provide leadership with Top 3

• Basis for location specific training

• Measurable way to identify gaps / improve

• Integrate with Voice of Customer results

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Employee Impact on the Customer

• When a customer has a poor experience with an employee your customer score will suffer

Employee Training

• Opportunity for employee growth

• Employee training should be tailored based on the results from the VoC and VoE surveys

• Considering using existing Learning Management solutions

• Align curriculum to goals set based on identified gaps

• Train on identified areas for improvement

• Reinforce identified areas of excellence

Employee Training – What you get

• Increased job satisfaction and morale among employees

• Increased employee motivation

• Increased efficiencies in processes, resulting in financial gain

• Increased capacity to adopt new technologies and methods

• Increased innovation in strategies and products

• Reduced employee turnover

• Enhanced company image

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Key Scorecard MetricsYou can't manage what you can't measure.

Customer Willingness to Recommend(NPS)

Definition Formula How to Impact Target

Customer willingness to

recommend your

dealership department to

another friend or

colleague

CSI Question “Willingness

to Recommend” Percent

of responses marked with

a 9 or a 10 (Promoters)

minus <6 (Detractors)

divided by all responses

Improve

Accurate,

Convenient,

Helpful and

Knowledgeable

>75%

Promoters

Employee Willingness to Recommend(NPS)

Definition Formula How to Impact Target

Employee willingness to

recommend your

dealership department to

another friend or

colleague

CSI Question “Willingness

to Recommend” Percent

of responses marked with

a 9 or a 10 (Promoters)

minus <6 (Detractors)

divided by all responses

Well informed,

opportunities,

input welcomed,

doing things well,

pay is fair,

supervisor helps

me

>75%

Promoters

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Next Steps

• Create an integrated strategy for customer experience management that is based on your customers journey

• Identify a few gaps and define a strategy to improve

• Adopted measures can provide great insight into what generates the most value for your business

• Determine what assessment solutions will be most effective for your business

• Implement ongoing training that aligns to defined experiences

Thank you!Ryan Condon

CEO, SATISFYD

rcondon@satisfyd.com

630.276.7921