Customer Satisfaction Management
Article Index
Customer Satisfaction Management
Expert Opinion
Survey and Research
Example Cases
Measure and Evaluate
Self-Assessments
Summary of Best Practices
Words of Wisdom
Conclusion
References

Example Cases

Valuable lessons can be learned from the following organisations:
 

Woburn Safari Park, United Kingdom
Lean Thinking Creates a Culture of Exceptional Service

At Woburn Safari Park, lean thinking was used to:

  • understand customer expectations and identify value-adding activities
  • map and analyse current processes, revealing the flow of value, information, and resources
  • identify and validate improvements that would generate maximum benefits, while having the shortest payback period
  • ensure that improvement sustainability was maintained through the use of knowledge
    management principles.

The production of current state maps enabled the identification of waste in terms of time, transportation, and money; these were then analysed and used to create possible future state maps. By focusing on customer value and the elimination of waste, large savings were generated. This increased profit margins without having a negative impact on customer experiences. The mapping processes and value stream analysis within the organisation increased the understanding and expectations of its internal customers; this provided an overview of the entire value stream for external customers, which, in turn, created a culture of exceptional service and fostered the retention of staff. [10]

Ceridian Corporation, United States
Customer Listening Posts in a Service Organisation

To get a better fix on customer satisfaction, Ceridian Corporation, a provider of human resource solutions in the United States, designed and implemented a variety of programmes and practices to enhance its “customer listening” efforts. The following points summarise Ceridian’s achievements:

  • Customer advisory boards were established. These met physically twice a year and held conference calls up to five times a year, providing Ceridian with feedback on all aspects of services and support.
  • Customer satisfaction was measured to gauge the loyalty of the organisation’s customer relationships.
  • Customers were surveyed to rate their willingness to recommend Ceridian products and services to business colleagues.
  • Key executives were engaged in annual customer listening visits, which followed up Net Promoter Scores, interviewed customers about issues or problems, and listened to what customers were saying about the organisation. Feedback was then analysed, action plans identified, and improvement initiatives developed.
  • Multiple Centres of Excellence for customer service were established to provide customers with the highest level of customer support available within the industry.

The customer advisory boards enabled Ceridian to clearly hear the voice of the customer. As a result, Net Promoter Scores rose steadily, and customer retention levels reached an all-time high. [11]

Citroën, United Kingdom
Customer Satisfaction Improvement Programme Achieves Desired Results

To improve its Customer Satisfaction Index (CSI) scores, Citroën UK initiated a service performance measurement system. Earlier customer research was analysed, desired service behaviours defined, and service performance views obtained from sales and after-sales managers. A customer questionnaire was developed and administered by sales and after sales staff. Feedback from the questionnaire was used to prepare personal action plans for improvement. After a successful pilot programme, the system for gathering data and developing improvement plans was introduced to dealerships that had recorded the worst CSI performance. Some 150 managers and 450 sales/after sales staff associated with 55 dealerships took part. The results were impressive: CSI scores increased across all of the agreed indicators and by a greater percentage than the dealerships that were not included in the programme. Improvements were reflected across both sales and after-sales customer experiences. [12]

Dell, United States
Customer Focus Approach Results in Thousands of New Ideas

Dell won the 2010 Forrester Research “Voice of the Customer” award in recognition of its customer focus approach. The company was judged across five categories: clarity of approach, business value to the organisation, positive impact on customer experience, innovation, and the potential for other companies to repeat the practice. Dell’s rationale was to place its customers at the core of its existence. Dell also reinforced its already significant focus on employee and customer collaboration by instituting forums that allowed its customers and employees to share ideas for new products. Customer ratings and reviews were used to drive product enhancements. Dell’s engineers were challenged to earn average ratings of 4.5 stars (out of a total of five) for new products. Through feedback and conversations, the forums generated thousands of ideas, of which 400 were implemented. [13]

HMS National, Inc., United States
Voice of the Customer Process Lifts Repeat Business

HMS National used in-depth customer interviews (or Voice of the Customer research) to increase customer satisfaction. As a result, repeat business rates were lifted by 20 per cent across the board. The process also helped the company to chart a new course using customer satisfaction as its guiding light. The Voice of the Customer process was used to gather customer views and experiences concerning:

  • HMS Products
  • The HMS Value proposition
  • positive and negative customer experiences
  • customer satisfaction
  • communications, contact methods, and the
  • customer’s openness to further engagement. [14]

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