ux strat europe, sarah oey and tim loo, “turning cx strategy into cx reality at shell”

Tim Loo Foolproof

Turning CX Strategy into CX Reality at Shell UX STRAT Amsterdam, June 2016

Sarah Oey Shell Commercial Fleet

+

@timothyloo #uxstrat

the strategist’s continuum

being clever

making stuff happen

being clever

making stuff happen

strategy frameworks methodology & toolkit “hard” UX skills

managing politics creating internal advocacy

standards & guidelines business cases

KPIs & dashboards target operating model

change management organisational design

compensation & incentives programme office

Tim Loo Foolproof

Sarah Oey Shell Commercial Fleet

+

being clever making stuff happen


A little bit about Shell Commercial Fleet


Our business problem


COMMERCIAL FLEET: CUSTOMER SATISFACTION INDEX (CSI)

2013 2014 2015 2016


COMMERCIAL FLEET: THE VALUE OF CX

Detractors Passive Promoters

Profit per customer


Let’s create a CX strategy

Shell Commercial Fleet CONFIDENTIAL 15

COMMERCIAL FLEET �CUSTOMER EXPERIENCE ��

DEFINING SUPERIOR CUSTOMER EXPERIENCE

MARCH 2015 �

Shell Commercial Fleet CONFIDENTIAL 16 March 2015

The evidence is clear: our Commercial Fleet customer experience, either creates value or destroys value in terms of customer margin, volume & tenure. And it makes a big difference for our own satisfaction, motivation and pride in our commercial offering. In 2015, we need to commit to and create real change in the way we think about and deliver customer experience

TRANSFORMING OUR CUSTOMER EXPERIENCE


UNDERSTAND THE CURRENT

STATE

AGREE OUR INTENT

FOCUS OUR EFFORTS

MAKE IT HAPPEN

1 2 3 4 UNDERSTAND THE CURRENT

STATE

AGREE OUR INTENT

FOCUS OUR EFFORT

MAKE IT HAPPEN

CUSTOMER EXPERIENCE: A DIFFERENT APPROACH

Shell Commercial Fleet CONFIDENTIAL

CF CUSTOMER EXPERIENCE PLANNING PROCESS

18 March 2015


STATE

§  Who are the key people & roles in our customer organisations?

§  What’s the reality for customers today and how do they feel?

§  Where is customer value being created and where is it being destroyed by our customer experience?

AGREE OUR INTENT

FOCUS OUR EFFORTS

MAKE IT HAPPEN

§  What do we and our customers want our customer experience to be?

§  What is our shared language to describe our intended customer experience as customer outcomes?

§  How should we communicate this to our team and partners?

§  Where do we need to focus now?

§  How will we review & realign our priorities and activities to create impact where it’s needed most?

§  What do we stop doing to create the right resource allocation and focus?

§  How will we communicate differently and deliver service solutions which actually work better for customers?

§  How can engage customers in the process?

§  What will be our new measures of success?


STATE

AGREE OUR INTENT

FOCUS OUR EFFORT

MAKE IT HAPPEN


ENGAGING CUSTOMERS & THE FRONTLINE

22 March 2015


STATE

AGREE OUR INTENT

FOCUS OUR EFFORTS

MAKE IT HAPPEN


STATE


STATE

A. CUSTOMER RESEARCH WITH PLATINUM CUSTOMERS (2014-15) �- The Decision Maker, The Manager, The Assistant, The Finance Controller, The Driver

B. CUSTOMER JOURNEY MAPPING WITH THE FRONTLINE (FEB 2015)

C. QUANTITATIVE ANALYSIS OF NPS, CSI & CUSTOMER VALUE �

Hong Kong London Warsaw

CUSTOMER PERSONAS CUSTOMER JOURNEY MAPS CF NPS ANALYSIS


ALIGNING & FOCUSSING THE LEADERSHIP TEAM

23 March 2015


STATE

AGREE OUR INTENT

FOCUS OUR EFFORTS

MAKE IT HAPPEN


STATE

AGREE OUR INTENT

CFLT CUSTOMER EXPERIENCE SESSION �(6 MARCH 2015, WOKEFIELD PARK)

WALKING THROUGH THE CUSTOMER REALITY AND THE IMPACT ON THE CUSTOMER

AND SHELL

STARTING TO USE CUSTOMER LANGUAGE TO DESCRIBE OUR

TARGET CUSTOMER OUTCOMES

BEING SPECIFIC ABOUT WHAT WE NEED TO BE FOR OUR

CUSTOMERS AND OUR INITIAL PRIORITIES

FOCUS OUR EFFORTS

FOCUS OUR EFFORT


MAKING IT HAPPEN: OUR PRINCIPLES

26 March 2015


STATE

AGREE OUR INTENT

FOCUS OUR EFFORTS

MAKE IT HAPPEN


STATE

AGREE OUR INTENT

AGREE OUR INTENT

FOCUS OUR EFFORTS

MAKE IT HAPPEN

CREATE OUTCOMES (NOT JUST OUTPUTS) We will focus on customer needs and actually achieving outcomes (not just delivering outputs). This means engaging & testing with customers through the solution design process.

EXPECTATIONS + WHAT ACTUALLY HAPPENS Customer experience is the result of how well the service experience we deliver meets expectation. We will use both the levers of customer communication and service design to achieve our outcomes.

CONTINUOUS IMPROVEMENT (THE 1-3-1-3 PLAN) We need show immediate and continuous improvement (customer experience is an ongoing promise not just a project). “What can we do in 1 month, 3 months, 1 year, 3 years?”

WHAT WILL BE DIFFERENT ABOUT OUR APPROACH?


So we had a vision & a plan


Making it happen


5 lessons


1. KNOWING & CARING ABOUT THE CUSTOMER Shareable, visualised insight is critical in creating understanding & empathy


2. MAKE COMMITMENTS & KEEP DISCIPLINED

Focus on a few things (and stay focussed)


3. NUMBERS

Keep connecting CX & business value


4. ENCOURAGE NEW RITUALS, HABITS & INSTINCTS

This is not a project


5. COMMUNICATE, ENGAGE & EMPOWER

Let it go, let it grow


Results so far


COMMERCIAL FLEET: CUSTOMER SATISFACTION INDEX (CSI)

2013 2014 2015 2016


thank you

Tim

[email protected] @timothyloo

Sarah

[email protected]

+

ux strat europe, sarah oey and tim loo, “turning cx strategy into cx reality at shell”

Design