client satisfaction benchmarking

© 2015 Information Services Group, Inc. All Rights Reserved.

Chris Pfauser

Client Satisfaction Benchmarking

© 2015 Information Services Group, Inc. All Rights Reserved 3

Agenda

o Today’s client challenges

o Case study in measuring user and business satisfaction

oWhat does this mean for service providers?

© 2015 Information Services Group, Inc. All Rights Reserved 4 4

Today’s Client Challenges


How are clients adapting to the digital imperative?

Clients need ways to:

o support the evolving needs of users across multiple channels

omaximize user satisfaction

oreduce costs to serve


How do clients manage evolutionary change along their digital transformation journey?

Measure & analyze

end user experience

Confirm actions taken

Digest reports

& identify actions

Develop action plan &

implement

Cycle of change

(quarterly/ annually)


How do clients drive efficiency?

1. Understand the barriers and levers to shifting users to lower-cost support channels.

2. Anticipate new channels

0%10%20%30%40%50%60%70%80%90%

100%

Self Service Live Chat Desk Second Level Onsite Support

58 62

Actual usage Customer Satisfaction

$ $$ $$$ Cost to deliver support service by ticket

76


How do clients build strong relationships with service providers?

The Relationship Framework

Op

erat

ion

s Strategic relationship

Operational excellence Trusted partner

Intervention required Not sustainable

High Low

High

Path to strategic engagement


The four key elements of an effective feedback program:

Content

o Ask the right questions

o Ask as few questions as possible

1 Participants

o Invite the right people

o Present only relevant questions

2 Analysis

o Conduct the right analysis

o Provide information to drive improvement

3 Improve

o Incremental improvement

o Evolutionary change

4


Savvy clients are using data to make fact-based decisions.

Satis

fact

ion

Impact

Onsite support

Support via email

Support via Portal

2nd Level Support

Ordering and receiving hardware

1st level support (via phone)

Phone/voicemail

Printer/ Multifunction device

Desktop/ Laptop/ ultralite

The Intranet Smartphone

Productivity opportunities

Greatest opportunity for productivity improvements

The Wire Greatest opportunity for productivity improvements


A Case Study in User & Business Satisfaction


Research identifies drivers of satisfaction.

In three years, the NPS increased from

-28 to +53.

The Relationship Framework O

per

atio

ns

Strategic relationship

Operational excellence Trusted partner

Intervention required Not sustainable

High Low

High

Path to strategic engagement

2012

2013 2014 2015


How to understand the user experience

~70% of the variation in the service desk satisfaction score can

be explained by just 4 metrics:

o Time to resolve

o Communication/kept up to date

o Quality of outcome

o Staff knowledge/expertise

Components of an experience

Process Conduct Outcome

Communication


What are the benefits?

The client can o Define user requirements

o Connect more frequently

o Provide clear, open and timely communication

o Share business knowledge

o Ensure unified understanding of the scope and obligations

The service provider can o Better understand

business outcomes

o Clearly define the roles and responsibilities

o Improve timelines of service delivery

o Take a proactive approach.

o Present innovation.

Both can o Enhance the health

of the relationship

o Clarify roles and responsibilities of both organizations

o Ensure mutual clarity for the ongoing process of project delivery

o Align organizationally and procedurally


What does this mean for service providers?


Understanding the current relationship

The client conversation The service provider conversation

Why aren’t we getting the innovation they promised?

CXO

Client Team

Service Provider

Team

They want to attend our strategy meetings, but I think it is just to sell more services.

Delivery Lead

Service Delivery Manager

Service levels are OK, but our stakeholders are unhappy!

Service Delivery Manager

We are delivering according to the contract!

Delivery Lead

They never give us time to respond to their urgent requests!

CXO

How can we get past the day-to-day to a more strategic relationship?


Benchmarking can boost new accounts.

Clients often over-emphasize how good the situation was before outsourcing and underestimate the challenge of the transition process.

Sati

sfac

tion

Q1 Q2 Q3 Q4


Benchmarking can boost accounts at mid-term.

Key Accounts

1

3

2

18 months – measure the baseline

6 months – measure to demonstrate uplift

Uncompetitive renewal – measure customer satisfaction renewal


And benchmarking troubled accounts demonstrates commitment.

Gather feedback from both sides to establish the foundation for building a jointly owned improvement plan.


Measure the business relationship to

oBetter understand the business needs

oWork together

oManage for the future

oImprove service delivery

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