The ‘common sense’ programme

Rod Butcher

Aviva Group

22nd May

Introducing Aviva

21 countries

36 k people

43 million customers

insurance, savings and investment

We don’t start in a good place

And we get more and more feedback these days

We know that great experiences count

success

Buy more

Stay longer Willing to pay more

Cheaper to serve Volunteer ideas

Forgive mistakes

Great customer experiences

More recommendations

Engaged people

It’s not rocket science

But we need to prove it

Show me the money

Common Sense

“Customers don’t see the web of organizations and processes that operate behind the scenes to deliver their experiences.

They see that series of interactions from the outside in....

Customer experience leaders embrace the same perspective, rising above internal complexity to see and manage the whole picture from the customer’s point of view”

2011

Common Sense

“Customers don’t see the web of organizations and processes that operate behind the scenes to deliver their experiences.

They see that series of interactions from the outside in....

Customer experience leaders embrace the same perspective, rising above internal complexity to see and manage the whole picture from the customer’s point of view”

Aviva Customer Cup

Systems Thinking

Customer Journey Mapping

Power to our people

Power to our people

teams and management working together for the customer...

"Them and Us" scenario with the people in the dark...

•Act on customer demand

•“Show me the problem”

•Take decisions ‘in the work’

•Re-define manager role

Power to our people

29-65 days 2-5

12 touches 2

-39 T- NPS +61

Fantastic engagement

£1m annualised cost savings

Journey Mapping

• Visualise end-to-end journey

• Built outside-in : how it feels to be a customer

• “Get your CEO”

Why bother?

Map “as is” to identify and prioritise improvements

Design with intent the branded experience

Create foundation framework to contextualise activity

Build collaborative and aligned culture

 

The view from China

Alan Pennington, MDMulberry Consulting

• Dedicated specialists in the field of customer centred transformational change

• Approaching 10 years of heritage and experience• Practical, dependable• All of our teams have personal client-side experience

18

Financial Services

Telecommunication & Media

Other Services

Industry

Publishing and business information

Public & Charity sector

Retail and consumer goods

Transportation, Travel & Logistics

Recent clients

Experience Deliver a customer experience that is:- appealing, - aligned with brand- delivered consistently.

Attitude

customer satisfaction

loyalty

Behaviour

Share SpendRetention

Cost to serve

Outcomes

Financial results

Measure

Interpret

Improve

Strategy Plan

Execute

We work with clients to create a clear “line of sight” between the customer (and employee) experience and the financial outcomes. This linkage is a critical

component of continuous performance improvement

We work with clients to create a clear “line of sight” between the customer (and employee) experience and the financial outcomes. This linkage is a critical

component of continuous performance improvement

‘Whilst there is ‘art’ in the delivery of a great customer experience, the design is a science’

What we believe...

Working with Aviva - Rising to the challenge...

• Flexibility in deployment models• Trusted frameworks• Practitioners who understand the client reality• Enough but not too much technological support• Truly expert facilitation, ability to challenge in a ‘safe

way’ the unwritten rules• Achieving ‘trusted advisor’ status with the client

organisation

Recognised as best in class

“Companies tend to be too internally focused. As a result, they often lose sight of what’s important for their customers. Customer Journey Mapping is a great tool for reframing discussions from internal operations to customer experiences”.

Working with Aviva - Rising to the challenge...

• Flexibility in deployment models• Trusted frameworks• Practitioners who understand the client reality• Enough but not too much technological support• Truly expert facilitation, ability to challenge in a ‘safe

way’ the unwritten rules• Achieving ‘trusted advisor’ status with the client

organisation

What makes this deployment successful?

• Setting realistic goals at the beginning...• Focus on people & their ability to engage with customers• Pushing on open doors, greasing the hinges....• Hard wired connections to business objectives at the outset• Growing a community of internal advocates• Persistence, continuity and dedication• common language and meaning (language influences culture)• Moving downstream from diagnosis to deployment – avoid hiatus

1Touchpoints:UPS New Customer Journey - Field Sales

UPS New Customer Journey - Field Sales

Aware ConcernDecide AcquaintInterest LeavePayEquip Ship Service Tech. Support

Press / TV / On-line Campaign

UPS.com website

UPS facilities / vehicules

AE cold call

Fact finding meeting(s)

Schedule pickup with CS

Receive contract docs.

Proposition & sol. meeting(s)

Receive welcome pack

Train staff

Set up tech. solution

Deliver supplies

1st day ship visit

Visit for 1st invoice

Prepare shipment

Driver picks up package

Drop pckge at depot

Progress calls (Week 1)

1 month review

3 month review

Chase-up payment

Receive invoice

Fill out way bill

Inbnd interest enq. to CS

Sponsorship & Events

Word of mouth

Track shipmt (web/tools)

Notif. of late pick up

Notif. of exception

Billing analysis tool

Remove tech solution

Inbound call to helpdesk

ETSG call / visit

Corp. Supprt call / visit

Package centre enquiry

Driver enquiry

UPS.com website

Trade shows

Forum magazine

Partnership program

Upfront payment

Inbnd enq. to CS

Follow up svce enquiry

Packaging certif. offer

Packaging certification

Notif. of undelivered

Pckge back to shipper

Notif of lost / damage pckge

File Claim

Incomplete doc. request

Collect dam-aged pckge

Notify inspec-tion result

Claim notifi-cation letter

Claim payment

Claim escalation

Inbnd enq. to PC Rep.

Inbnd concern to CS / CRG

Inbnd concern to PC Rep.

Inbnd billing enq. to CS

Inbnd billing enq. to PC R.Pick up cancel call

Concern escalation

Make payment

Billing follow up bill. enq.

Receive UPS package

Credit Ctrl intro. call

Export advice

Facility visit

Inbd tracking enquiry

NewLogistics.ups.com

Track shipmt (Call centre)

Inbnd enq. to AE

Inbnd concern to AE

Inbnd billing enq. to AE

AE follow up billing enq.

Concern follow up

Claim

Routine call / visit

Outbnd ackno. contact

Proposed resolution

Concern escalationTech. needs analysis call

PCA intro. outbnd call

Sched. pickup on website

Order supplies

Inbound enq. to Billing

Inspect dam-aged pckgeWebsite Support

'Welcome to UPS' leaflets

Newsletter

Inbnd concern letter

Receive UPS package

UPS picks up package

Resellers (Retail)

Brokerage outbound call

Email notification

Employee reco. (Leads)

Inbnd interest enq. to Broker

Tender

Tender acknowledg.

Tender calls & meetings

Outbnd calls to occas. shipp'rs

Retention activities

Email quote

Receive welcome email

Implemen-tation meeting Inbound call to AE

Inbound call to CS

Resellers (non retail)

OwnersBrokerageBusiness Dev.ConcernsCSCDIFinance & AccountingMarketing & Com.OperationsTechnical SupportUPS Lab (Germany)No single UPS owner

Internal Measureskey MOTs

External Measures

How well did we do?

How committed are they?

Recovery / advocacy action

Manage delivery(direct, coach, train)

Redesign experience

Good practice transfer

Operational insight

Compensation/incentives

On-boarding Score

Attachment Score

Actionable Insight for different Users

Approach

How To GuideHome |

InternalOverview Germany Italy O

ve

rviewIn

sid

e S

ale

sF

ield

Sa

les

Te

stC

on

trol

Train

ing

NC

EG

Activation Rate New Customer Retention Compliance

Technology IntegrationBilling FrequenceDSO

+ + +

+ + +

30

35

40

45

50

55

%

Week 1-2 Week 3-4 Week 5-8 Week 9-16

40

60

3 Months Shipping All sites activated 3 monthsago

18202224262830

Jan Feb Mar Apr May Jun Jul Aug Sep Oct35404550556065

Jan Feb Mar Apr May Jun Jul Aug Sep Oct64

66

68

70

72

74

76

78

80

Jan Feb Mar Apr May Jun Jul Aug Sep Oct

RAGMonth

During on-boarding

RAG YTD This Month

After on-boarding

90%

92%

88%

86%

85%

87%

Activation Speed

RAGMonth

Customer Contract Compliance

RAG YTDRevenue Contract Compliance

Revenue funnel compliance (Templates, Rate, Cards & Published Rates

90%

92%

88%

86%

85%

87%

RAGMonth

Average trial balance

RAG YTDDays Sales Outstanding

Average day sales

24 Days

2500

23 Days

20 Days

300

20 Days

RAGMonth

Number of invoices with invoices issued

RAG YTDBilling Frequency

Number of adjustments for all activated accounts

55%

3000

5600

50%

200

400

RAGMonth

Shipping

RAG YTDTechnology Integration

Visibility

75%

83%

75%

78%

80%

70%

Customer funnel compliance (Templates,Rate, Cards & Published Rates)

ADNR + ADV

84%

TBC

79%

TBC

Billing 75%75%

45

50

5560

6570

75

8085

Jan Feb Mar Apr May Jun Jul Aug Sep Oct

YTD

Days Sales Outstanding Billing Frequence Technology Integration

Month: Mar 2011

Activation Rate

35404550556065

Jan Feb Mar Apr May Jun Jul Aug Sep Oct

Compliance Percentage

Develop a balanced scorecard to monitor performanceInternal KPIs VOC

What makes this deployment successful?

• Setting realistic goals at the beginning...• Focus on people & their ability to engage with customers• Pushing on open doors, greasing the hinges....• Hard wired connections to business objectives at the outset• Growing a community of internal advocates• Persistence, continuity and dedication• common language and meaning (language influences culture)• Moving downstream from diagnosis to deployment – avoid hiatus

Summary

• Don’t do anything without right sponsorship and support

• Don’t force it – find the right conditions first

• Cross-functional is king

• Need burning platform: why are we doing it, what to expect?

• It’s all about momentum (and proof), not the techniques