HomeServe supporting an effortless customer experience

Paul Brown Head of Transformation

Strategy

Rachel HulmeSenior Consultant,

Transformation Strategy

HomeServe background

From small beginningso Fact 86% of homeowners have suffered a domestic emergency at some point, but home emergencies

aren't covered by most household insurance policies and it is often hard to find a reliable, affordable tradesman in an emergency.

o 1993 - These are precisely the needs that Richard Harpin set out to address when he established a joint venture with South Staffordshire Water to provide home Emergency cover, this JV grew quickly and within 10 years accounted for two thirds of the company’s profits.

o 2004 - South Staffordshire Water plc demerged from the group and the company changed its name to HomeServe plc. With the Prime Emergency contact number 0800 247 999

o HomeServe is now a FTSE 250 company, with a market capitalisation of over £1billion

o Over time, we have expanded our product range from our original plumbing and drainage cover to include electrics, gas and oil central heating, external water supply pipe, internal gas supply pipe, appliance repairs, pest infestations, locksmith service and glazing repairs.

o We have also expanded our Partner base, and now work with many major utilities, appliance manufacturers and other companies that have an affinity with our products.

o Recognising that homeowners the world over face the same problems, we have expanded internationally and now operate in the UK, US, France, Spain, and are test marketing in Italy and Germany.

o With over 10 million policies from c4.5 million customers, we are continuing to grow rapidly, following our clear strategy to become the first place people turn to for home emergencies and repairs.

o HomeServe helicopter overview

The HomeServe man can

The need for Process Management

Process stakeholders across the business

Business usersBusiness & IT Analysts Process Owners

10’s 100’s 1000’s +

Process needs

Lots of technical products

Process ModellingProcess Management

No collaboration

Un-maintainable

Lack of standards

Lack of change control

Un-integrated

No metrics

Just want a simple process mapping tool that is easy to understand and informative

Business usersBusiness & IT Analysts Process Owners

PowerPoint,Word, ExcelVisio, etc.

Gap analysis

Include metrics

Collaboration

Consistent standards

Change control

Easy to maintain

Integrated

Process modeling need to be:

Created in an intuitive and logical manner

Be informative and in an easily digestible format for process owners and users.

Our business needo 2012 - The Basics (Business Operating

System)o Compliance – lack of documented process to demonstrate

complianceo Standardisation – lack of documented processes causing

inconsistency within the same processo Improvement – to highlight inefficiencies and provide the

platform for improvementso Risk - documenting and understanding the processes

would enable mitigation of riskso Training & Knowledge – to achieve a base level that would

be easy to find & easy to follow to ensure that new staff (and existing) pick them up quickly

o 2013 -Target Operating model (T.O.M)o Defining the future state of the organisation –, Process,

People, Technology, Customers, Markets, Geographies, Product

o 2013- Ensura replacement programmeo Replacement of Ensura (Policy Management system) -

Requirement to replace our International life expired legacy policy management system

o Standardisation, Global map of Truth - standard Processes across locations (initially UK & USA)

Why Triaster• Our own business knowledge• Colleagues business knowledge• External SME business knowledge• Formal presentations by suppliers• Evaluation of options & costs• Short list selected• Existing Customer site visits (ING, many thanks)• Triaster ability to support HML short term Global

resource requirements

The deployment dip

2012 - Identified business need (B.O.S.)

2013 - Enhanced Programme requirement (T.O.M. & Unity)

Programme refocus & churn

Wider Business disengagement

Triaster deployment refocus & Stakeholder engagement (CFO Sponsor)

Process Central launch

Last station - Success

2014 – 2020

Clear business strategy

Our teams strategy

Transformation Strategy Team

Our winning aspiration

To be a strategic partner to the business and shape the transformation agenda to drive well defined projects & initiatives delivering effortless Customer service,

process & system improvements, and associated cost benefits

HM L objectives

How to win

Our capabilities

By 2020 we want…

>80% Employee engagement

>8.5 Customer effort score

3m Customers

90% Retention Rate

£100m Profit

Explore Opportunities Identify and scope the problem or opportunity

Shape the Proposition Provide robust analysis, solid business case and solution design -

working with the business, support functions and suppliers

Gain Commitment Engage stakeholders to agree & commit to the change and ensure that

once delivered, the benefits will be fully realised

Set in Motion Enable the Transformation Delivery Team to implement the change

with absolute clarity, confidence and pace

Strive for Better Explore innovative and industry-leading solutions to deliver improved ways of working and fully engage colleagues to realise more than the sum of our parts

Thought Leadership

LEAN Six Sigma & Process Engineering

Business & Cost Transformation

Business Analysis & Solution Design

Business Case & Financial Analysis

Stakeholder Engagement

Launching of Process Central

Creating our conceptWhat initiated the need to develop the Process Library?o Re engineering project for Marketing.o Marketing had seen previous exercises like this before so our people were apprehensive.o We used a new approach to process mapping in the workshops which made it easier when translating the

output into Triaster.o Explained the end user benefits and principle of Triaster which grew their interest.o The enthusiasm across Marketing became apparent to have a one central source of information. o We recognised we needed to develop our brand and launch quick whilst the momentum was high!

How we developed our ideas?o Set up a Triaster Working Group to initiate the project.o We spoke with Triaster and expressed our need to develop a concept for our Process Library. o Working with the Design Consultant we came up with two possible ideas that supported our Effortless

strategy. The purpose of the library was to hold all process information making it easy for our people to serve our customers.

o It was critical for the library navigation to be easy and visually pleasing. o After receiving the visual designs we made the decision to develop the tube map idea into the brand as it

visually represented everything we wanted it to stand for.

Our Process Library was born

Our approachGaining our peoples buy in o Small tactical launch to Marketing and Contact Centre.o We presented a demo on Process Central to our Chief Marketing Officer and his Directors.o Showed them the benefits Process Central could bring to their business areas.o The CMO was keen to show his support and agreed to cascade down our communications.

Process Championso The one problem we faced was gaining the time to have our agents off the phones for briefings and

demo’s.o We created the role of the Process Champion to act as a contact point for all queries on Process Central.o The Process Champions were responsible for briefing their teams and providing demo’s in their team

meetings, this way it was minimum impact for our agents.o We provided the Champions with User training alongside some received Author training to enable them to

maintain their processes.

Meeting the business areas requirementso Working with the Process Champions we captured their business area requirements for Process Central.o The system our Contact Centre used for accessing scripts was old and unsupported and not very user

friendly.o After 4 weeks of Process Central going live we decommissioned the old script system.

Our document pages

Communication is the key

Launch day June 2014It’s really easy to find what we need

and has helped to make things effortless.

Uploading new scripts for our

agents ismuch easier; it now requires

minimum effort.

I love the tube map idea, the colours

and illustrations are eye catching and it’s

easy to navigate.

The process flows are easy to understand andI like being able to view

a document whichsupports the process,

with ease.

Launch day June 2014

Where does our journey take us next?

Supporting our customers

24

o At HomeServe we always put our customers at the heart of what we do.o As we move forward and embed our Effortless Customer Journey we are

encouraging our people to improve our processes and make them more streamlined.

o Our team, Transformation Strategy are pinnacle to helping the business achieve it’s vision by delivering a one central source of information to enable our people to serve our customers quickly and efficiently.

o Here is one of our customers, Mr Smith.

Creating a Centre of Excellence

We wanted to provide HomeServe with more than just ‘process maps’, we want to create a Centre of Excellence.

Explored several resourcing options, of which the one we gained our Chief Financial Officers endorsement was to train SME’s in each business area who will be accountable for mapping and maintaining their processes which will enable our team to manage and own the Standards and Governance.o Benefits include:

o An accelerated deployment over 18 months

o Empowers business to own their processes and identify Waste reduction

o Enables a mapping community across HomeServe supported by Transformation Strategy

o Transformation Strategy to coach SME’s with Waste techniques and formal process modelling training

o Standards and control centralised within Strategy team

Dedicated resource, training and best practiseo Dedicated Library Administrator to support each implementation phaseo Training modules for each Author o Understand each business areas specific wants and needs to benefit our customerso Mapping community throughout HomeServe will meet monthly

High level plano Launched Process Central to our team in October.o Currently underway in our Customer Relations department with an aim of launching early December.o Further details to be confirmed with other areas of the business, using our set up of Customer Relations as

the example Centre of Excellence.o HomeServe are a Global company, so expansion maybe on the horizon to promote Best Practise.

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Marketing Contact CentreTransformation StrategyCustomer RelationsFinance, Underwriting, Procurement, BIIS and Transformation DeliveryService OperationsLegalComplianceHR (TBC as part of HR transformation programme)

Key Undeway Booked Not Booked

2014 2015

Questions?

Lunch!

Please make your way to the main restaurant area where a buffet lunch is available.

Back here at 14.00

Community Track: Steve Moore from Microsoft explains how he approached the adoption and expansion of the Triaster Solution.

#triaster

Triaster Conference 2014