managing customer expectations · set customer experience kpis external: customer internal: staff...
TRANSCRIPT
Note: The data and comment used in this report is for sample purpose only and does not represent actual data.
MANAGING CUSTOMER EXPECTATIONS
Presentation to TEFMA/FMA 2013
TODAY’S TOPICS
It all starts with setting expectations
A framework for measuring
Examples
What it could look like in Customer focus
Summary
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WHAT DOES CSBA DO?
Helps Tertiary Institutions provide value for money through a consistent customer service experience across all channels and departments.
Over 15 years’ experience helping over 40 Institutions on a regular basis to improve customer service.
Understands the tertiary sector and the challenges faced in an increasingly demanding climate.
Committed to helping our clients:
- Understand their customers’ expectations and experiences.
- Measure and track their customer service.
- Improve their customers’ experience.
Tried and tested framework for Customer Service measurement and improvement, mainly:
- Mystery Shopping Benchmarking.
- Customer Satisfaction Surveys.
- Training and Consultancy.
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WHO DO CSBA PARTNER WITH?
A wide range of Tertiary sector and other organisations, including:
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WHAT IS GOOD OR BAD CUSTOMER SERVICE?
The difference between good and bad service starts with setting expectations.
A charter is a good place to start.
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SCENARIO SAID DID SATISFACTION
A 30 minutes 40 minutes 6 out of 10
B 50 minutes 40 minutes 9 out of 10
THE EXPERIENCE MAP IS CONTINUALLY CHANGING
The experience has to be consistent across a range of channels and requirements.
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Customers: Students, Academic
staff, Professional staff, visitors to the tertiary
institution.
Phone /IVR
Web
SMS
Campus
Social Media
Letter
Mobile
GAP ANALYSIS
Expectations from dealing with other organisations
Actual Experience of dealing with tertiary institution
Maintenance Projects
CUSTOMER CENTRIC ORGANISATION
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CUSTOMER CENTRIC
ORGANISATION
CHARTER
Customer Experience
Surveys
Objective Assessment
Set Customer Experience KPIs
External:
Customer
Internal:
Staff
A SAMPLE OF PERFORMANCE MEASURES IN FMA
Most of the measures are in ‘hard numbers’ measures
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Source QUT website :Facilities Management Customer Service Level Agreements Revised January 2010 QUT
AN EXAMPLE OF A FACILITIES MANAGEMENT CUSTOMER SATISFACTION SURVEY
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Source : UniSa Website
A GOOD EXAMPLE OF EASE OF DOING BUSINESS
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Source QUT website :
CUSTOMER CENTRIC ORGANISATION – WHAT IT LOOKS LIKE
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CUSTOMER CENTRIC
ORGANISATION
CHARTER
Customer Experience
Surveys
Objective Assessment
Set Customer Experience KPIs
External:
Customer
Internal:
Staff
First contact resolution
Keep me informed
Follow through on what was said
No of calls per transaction
Ease of doing business
Response times
Internal or External Quality Assurance program
SUMMARY
Good service starts with setting clear service expectations across all touchpoints and processes, i.e. setting a charter.
The biggest issue revolves around customer expectation
- The focus tends to be on the problem rather than on the customer.
Customer Surveys should focus on the customer and measure what is important to them.
Performance indicators should be on ‘soft’ as well as ‘hard’ measures.
Internal measures should reflect what staff have in their control.
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QUESTIONS?
Customer Service Benchmarking Australia
Level 5, 10-16 Queen Street
Melbourne VIC 3000
T:+613 9605 4900
www.csba.com.au
Paul van Veenendaal
Managing Director