On the road to customer driven

And what has brand got to do with it?

Sandra BlackChief Customer Officer

Who is Uniting?

8 July 2015 3

The numbers

30,000

20,000

96

3,000 +

700

8,000

$700m

$1.5b

External drivers

Government policy and regulation

Consumer choice and voice Technology

Evolution in service delivery and funding

modelsCompetitive landscape Availability of workforce

Start from the inside out

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Alignment with our purpose

Where are we now?

We are Uniting

Becoming customer driven where to start

aligning your internal value proposition with your in-market offering

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Property

Financial Performance

&Assurance

People &

Systems

Strategic Growth

Resilient Families

Residential &

Health Care Resilient

Communities

Customer Experience &

MarketingPractice & Quality

Mission

Uniting Aboriginal Advocate

Service delivery

EnablersDifferentiators

Create a new customer function as a service differentiator

We will develop a vision for customer at Uniting, underpinned by an organisation-wide strategy

A strategic priority

This means that:

Customer voice and experience will influence, shape and differentiate our service delivery

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But who is the customer?

External customers:

People we serve and their family/decision maker: Someone in receipt of services provided by

Uniting

Someone who could benefit from receipt of services from Uniting

Internal customers:

Staff

Partners/Vendors

Volunteers

Church

Donors

We have two broad customer groups across our organisation:

Our customer pathway

Organisation Focus

Organisation Focus

Customer Focus

Customer Focus

Customer Driven

Customer Driven

Internal focus

Limited data

Resistance to change

Blocking innovation due to fear of unknown

Dont consider customer whole lifecycle

Intent to have customer central to all decisions

Ongoing customer check ins

Use of data

Clearly defined segments and service models

Customer database links across all services

Everyone has customer KPI

Leader-led customer culture

Customer-led product and service design

Single view of customer

Predictive analytics

Use of big data

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What is customer driven?

Being customer driven means:

1. Recognising and understanding different customer needs to identify and prioritise key initiatives

2. Delivering a positive and seamless customer experience at every touch point across the customer lifecycle in tune with individual needs

3. Maintaining an active dialogue with customers and being business ready to implement change

4. Building on a culture that places the customer at the heart of the decision-making process

Adapted from: Ernst & Young, 2013

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Why customer driven?

Being customer driven will unite all disciplines and functions around a common goal and ensure we build a sustainable advantage to thrive in a competitive market place.

We need a strategy to propel

both our commercial & social agendas symbiotically

Why customer experience is important

Customers with excellent experiences have a higher likelihood to recommend and recommend to many more.

This leads to a much higher revenue potential

Source: Forrester Research Inc. : Why customer experience matters

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Customer experience alone will not be enough

To deliver on our purpose, to inspire people, enliven communities and confront injustice, we know that building a sustainable competitive advantage is vital.

Becoming customer driven, which puts customer voice at the centre of all decisions, is a proven strategy for delivering a clear point of differentiation and a competitive advantage.

Our journey to becoming a customer driven organisation.

2 December 2016 23

What weve done so far.

Key Goal

To understand wider context in which we exist.

CULTURE CUSTOMER CATEGORY COMPANY

Key Goal

To understand current state including gaps and opportunities.

Key Goal

To understand the steps we need to take to become customer driven.

Key Goal

To understand people, process and technology.

Customer Vision

Programs of Work

Dee

p D

ive

Dev

elop

2 December 2016 24

We know we are customer driven when:

We know our customers.

We anticipate their needs.

We listen, learn and act upon their feedback.

We give them control.

We build continuous relationships and grow with them.

We all have the same customer KPI from the top down.

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Pace is as important as the desire to change.

Organisational agility must be propelled by velocity.

Transformational change reengineered from the customers perspective.

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Blockers.

What needs to change to become customer driven:

Move from B2G to B2C mindset Develop single customer view Overcome change fatigue Facilitate digital adoption Strengthen relationship with

customers

Enablers.

How we are going to drive change:

Create customer driven strategy Drive operational excellence Embed customer driven

organisational culture

Indicators of success

NPS - Sustainable Social ROI Customer Effort Ratio

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1. Customer driven strategy.

Internal alignment on our customer goal, road to success and measure of success.

Customer BenefitAn experience designed with the customer needs at the core.

Organisation BenefitDifferentiation and value.

Key Initiatives

Develop a shared customer vision

Create a relationship between our brand and our customers

Create a process of true customer centric product and service design

Understand customer lifecycle and develop communications strategy

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2. Operational excellence.

The strength of our customer driven strategy lies in our ability to execute.

Customer BenefitA superior, frictionless experience across all touch points.

Organisation BenefitCommitment and follow through on customer driven strategy.

Key Initiatives

Technical excellence, single customer view and data ecosystem

Standardise universal tasks

Institutionalise a customer feedback loop

Develop a customer insight hub

2 December 2016 29

3. Organisational culture.

Driving change from the inside-out.

Customer BenefitContinuous improvements to the experience.

Organisation BenefitA culture that actively embraces change and takes advantage of opportunity.

Key Initiatives

On-board staff

Establish customer council

Empower staff to deliver strategy

Set up collaborative workspaces and processes

Making your value proposition apparent to customers.

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32

Mary and Jenna

Some results to date

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Thank you.