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Steve Dewar Ron Michel
Steve Dewar
Ron Michel
What’s In The Session
1. Customer Focus Vs Customer Value
2. Customer Database
3. Customer Satisfaction Measurement
4. Attractive Customers
5. So How Do We Put All This Into Practise?• A Challenge to the group
Customer vs Customer Focus Valuefrom a RoadTek perspective from a customer perspective
Customer Focus
Highlights the importance to RoadTeks’ business success of determining and satisfying customers’ current and future needs, expectations and wants.
To do this, RoadTek acknowledges that our customers determines the quality of our products and services required and received.
Customer Focus
RoadTek continually interacts, communicates and seeks feedback from our customers, to improve our work systems and resultant outputs.
Within RoadTek, individuals and groups understand that each is a link in the work process which results in the delivery of a product or service to our customers.
These links view their interactions with each other as a customer-supplier relationship.
Customer Focus
Key Aspects• Our customer is the first and final arbiter of quality.• All work is a process. A process is the steps, tasks and
interactions that are required to deliver a product or service which meets customer demands.
• Alignment of work processes to continually meet customer needs (current and future) occurs.
• RoadTek direction, behaviour and culture, is actively shaped by seeking feedback (positive and negative) and translating it into the organisation.
• The concept of customer-supplier is applied internally.• Customers’ future needs are identified and become the
focus of improvement activities.• Maintaining and winning customers is done through
continuous improvement.
Customer Value
What are our customers’ perceptions of RoadTeks’ products and services, and their perceptions of our competitors?
When we’re doing this well, we will have evidence that demonstrates customer loyalty and our success in anticipating and satisfying customers’ needs and expectations.
Customer ValueAreas that might be considered include customers’ perception of RoadTek with respect to:
Capability of meeting specifications Simplicity, convenience and accuracy of documentationDefect, error, rejection rates Call answeringConsistency, standardisation Payment terms and financingMaintainability Warranty and guarantee provisionsReliability Spare part availabilityOn-time provision Innovation in service qualityIn-full provision Product developmentLogistics information Service assurance/restorationDelivery frequency - timeliness and completenessResponsiveness and flexibility Complaint levelsProduct availability Warranty paymentsAccessibility of key staff Re-work levelsProduct training Accolades and awards receivedSales support Customer relative perceived value of serviceProduct literature Customer retention ratesTechnical support Customer advocacy statementsAwareness of customer problems Abandoned callsComplaint handling Consultation with industry and customer groups
Becoming Customer Focused is a step by step process …
Customers are known and segmented, their needs are explored. Market information is gathered.`
This means …
• Customers (internal and external) are known.
• They are segmented into groups and data about them is collected and identified.
• Contact is made.• Other relevant data regarding specific
customer group preferences is collected.
• The concept of internal customers is known.
• RoadTeks’ performance relevant to its competitors is explored.
Step 1
People in the organisation know the part they play in the process of meeting customer needs.
This means …
• Customer needs are known, communicated and acted upon.
• The internal customer concept and its impact on our external customer is recognised.
• All areas of RoadTek understand the external customer needs.
• People understand the contribution they make in the process of satisfying customer needs.
Step 2
Customer perceptions are sought and known. This knowledge is acted upon.
This means …
• Customer feedback and participation is encouraged
• Customer feedback is analysed and disseminated throughout RoadTek
• Processes that cause customer dissatisfaction are changed.
• Organisation, communication and processes are shaped to reflect customer perception.
• Internal customers’ perception of products and services are sought.
• Regular communication with customers at many levels is established.
Step 3
Processes are aligned and designed to meet customers’ needs and expectations
This means …
• Processes are documented and understood.
• Customer needs, perceptions and feedback are the indicators of performance measures and improvement activities.
• Process output is measured by customer criteria.
• There is a formal mechanism to capture customer needs from all sources which enables design of new products and services.
• RoadTeks’ performance relevant to our competitors is known.
Step 4
The customer is the reason for our existence, this is recognised and acted upon throughout the organisation.
This means …
• RoadTeks’ performance in comparison to its competitors is known and acted upon.
• Customers perception are communicated throughout RoadTek.
• The quality of our work processes at all levels provides a competitive and strategic advantage.
• Customers are regularly invited to contribute in activities which improve our understanding of their needs.
Step 5
The organisation is adaptive to customers’ changing needs.
Step 6
This means …
• Relationships with customers are on-going to identify their future expectations and opportunities.
• In a response to requests, formal and informal channels for information flow are established, recognised and used.
• RoadTek’s structure and processes recognise and support formal access to the customer.
• The capability of customers’ existing systems is recognised
• Customers’ special needs are met.• There is a formalised process to identify
and translate customers’ latest needs into products and services.
Our customers are advocates of our organisation. We are partners working towards a mutually beneficial future.
Step 7
This means …
• Our customers’ preference for us is based on mutual competitive advantage.
• Our business customers and our competitive advantage is quantifiable.
• We have created partnerships with key customers to create a sustainable competitive advantage.
• Overall our customers are advocates of our responsiveness and service.
Customer Database
Customer DatabaseSystem Attributes:
Tool to support RoadTek marketing activities
Detailed information on our customers
Details of key contacts in the customer organisation
RoadTek Account Manager
Details of customer interaction
System Details:
Very Basic System
QSI (standard system)
“Information on Customers” only
Compromise system
Future development to suit long term needs will occur as account management principles develop
Customer Database
Customer Satisfaction Measurement
Customer Satisfaction Measurement
What is it?
Why Measure it?
What is Customer Value?
How do we Design and Use the RoadTek CSM Program
Customer satisfaction is…
our customer's perception that RoadTek has completely satisfied
their expectations.
Are customers of RoadTek completely satisfied?
Why Measure Customer Satisfaction?
The average business loses between 10% and 30% of its customers each year, often without knowing…
Which customers they have lostWhen they were lost Why there were lost How much sales and profit customer decay has cost them
Research has demonstrated conclusively that it is far more costly to win a new customer than it is to maintain an existing one.
Why Measure Customer Satisfaction?
The most powerful reason for doing anything in business is that it will increase profitability.
Measuring customer satisfaction, and acting appropriately on the results, will increase profitability.
NOT taking action allows our customer base to decay while permitting our competition to gain market share.
Consider these statistics:
Only 4% of all customers with problems complain.The average customer with a problem eventually tells 9 others.Satisfied customers tell 5 others about their good service or performance.Cost of acquiring a new customer is 5 to 7 times greater than retaining current ones.Cost of hiring and training a new employee is up to 10 times greater than retaining current ones.
Customer Value
Customer perception of the value that RoadTek provides is based on thefollowing attributes:
Organizational
Product
Service
Future Behaviour
Design and Use of the RoadTek CSM Program
Defining the Objectives
Develop the Research Design
Identify the Attributes
Questionnaire Design
Using the Data
Benefits of Using Satisfaction Surveys
Defining the ObjectivesAny road will do if you don't know where you want to go...
Identify customer's prioritiesLearn customer's tolerance bandReceive first-hand input on our performanceObtain performance ratings relative to our customer's prioritiesLearn performance ratings relative to our competitors‘ performanceEstablish priorities for improvement
Develop the Research Design & Identify the AttributesResearch design is a fundamental part of a CSM process.
Research design flows directly from the stated objectivesMust be developed to ensure reliabilityAbility to provide consistent resultsMeasures the original intentEliminates biasMeaningful questions to the customer
Questionnaire DesignAccurate identification of attributes that are important to the customer isthe foundation upon which all subsequent parts of the CSM programare built.
Product attributesService attributesOrganizational attributesFuture behaviour attributes
Using the DataThe voice of the customer is used to improve our business, both financially and operationally.
Benefits of Satisfaction Surveys
Improve customer and employee loyaltyReact quickly to changes in the marketIdentify and capitalise on opportunitiesBeat the competitionRetain or gain market shareIncrease revenueReduce costs
Successful organisations make satisfaction analysis an integral partof their business.
They use statistics to translate responses into meaningful informationto get the most out of their data.
Surveys are a valuable tool that help us collect the information weneed to understand, evaluate, and enhance customer satisfaction.
The Survey Form
ASSET SERVICES CONTRACTING CONSULTINGPLANT HIRE SERVICES
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RECOMMENDATION
LESSONS LEARNED
RECOMMENDATION
LESSONS LEARNED
LESSONS LEARNED
Reflect on your experiences with the project, and list any lessons that were learned.
What mistakes were made? What undesirable outcomes were experienced?
Note instances of exceptional performance and include any recommendations that
may improve our performance on future projects.
ASSET SERVICES CONTRACTING CONSULTING PLANT HIRE SERVICES
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12345
How well did we communicate relevant information?
17
12345
How well did we initiate new ideas and share
learning's?
18
General Comments, Strengths & weaknesses,
FINANCE & DELIVERY PERFORMANCE
12345
To what extent did we provide you with value for
money?
19
12345
How effective were we in closing out financial
issues?
20
12345
How would you rate the competencies of our staff?
16PEOPLE & LEARNING
General Comments, Strengths & weaknesses,12345
How was your overall experience in dealing with
RoadTek?
15
12345
How well did we present as a professional
organisation?
14
General Comments, Strengths & weaknesses,
12345
How effective were we in building good working
relationships?
13
12345
How effective were the communications practiced
by our staff?
12
12345
How effective were we in understanding your
needs?
11STAKEHOLDER RELATIONSHIPS
12345
How well did we communicate relevant information?
17
12345
How well did we initiate new ideas and share
learning's?
18
General Comments, Strengths & weaknesses,
FINANCE & DELIVERY PERFORMANCE
12345
To what extent did we provide you with value for
money?
19
12345
How effective were we in closing out financial
issues?
20
12345
How would you rate the competencies of our staff?
16PEOPLE & LEARNING
General Comments, Strengths & weaknesses,12345
How was your overall experience in dealing with
RoadTek?
15
12345
How well did we present as a professional
organisation?
14
General Comments, Strengths & weaknesses,
12345
How effective were we in building good working
relationships?
13
12345
How effective were the communications practiced
by our staff?
12
12345
How effective were we in understanding your
needs?
11STAKEHOLDER RELATIONSHIPS
ASSET SERVICES CONTRACTING CONSULTING PLANT HIRE SERVICESOur
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Surv
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12345How effective were we in finalising delivery?10
12345How was our approach to managing the Environment?
09
12345How compliant were we to applicable Quality Standards?
08
12345How was our approach to managing Safety?07
12345How effective were we in managing time?06
12345How well did we manage changes to the scope of work?
05
12345How was our approach to finding the most effective technical solution?
04
12345How effective were our systems and procedures?03
12345How did you find our approach in dealing with contract conditions?
02
12345How was our approach to providing solutions to your needs?
01
INTERNAL PROCESSES
ASSET SERVICES CONTRACTING CONSULTING PLANT HIRE SERVICESOur
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Surv
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12345How effective were we in finalising delivery?10
12345How was our approach to managing the Environment?
09
12345How compliant were we to applicable Quality Standards?
08
12345How was our approach to managing Safety?07
12345How effective were we in managing time?06
12345How well did we manage changes to the scope of work?
05
12345How was our approach to finding the most effective technical solution?
04
12345How effective were our systems and procedures?03
12345How did you find our approach in dealing with contract conditions?
02
12345How was our approach to providing solutions to your needs?
01
INTERNAL PROCESSES
General Comments, Strengths & weaknesses,
12345How effective were we in finalising delivery?10
12345How was our approach to managing the Environment?
09
12345How compliant were we to applicable Quality Standards?
08
12345How was our approach to managing Safety?07
12345How effective were we in managing time?06
12345How well did we manage changes to the scope of work?
05
12345How was our approach to finding the most effective technical solution?
04
12345How effective were our systems and procedures?03
12345How did you find our approach in dealing with contract conditions?
02
12345How was our approach to providing solutions to your needs?
01
INTERNAL PROCESSES
ASSET SERVICES CONTRACTING CONSULTING PLANT HIRE SERVICES
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ASSET SERVICES CONTRACTING CONSULTING PLANT HIRE SERVICES
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Surv
eyCOVER SHEET
Six Monthly
Project Completion
Survey Type
Title
Tel:
Customer Contact
Other Details
Date
Data input to CSDYes
No
Follow up required
PHS
Consulting
Contracting
Number(s):
Yes No
WIN’s raised
External
Internal
Main Roads
Customer Type
>$2M
$0.5 - $2.0M
$0 - $0.5M
Branch/Product
Asset Services
Business Unit
RoadTek
Service Provider
Cost Centre NoLocation/Depot
Date Surveyed
Tel:
RoadTek Contact
Customer Name
Tied Work
Preferred Supplier
Contested
Project Title
Other
Maintenance
Construction
Date
Forward to BDM
Tel:
NAME
COMPLETED
TASK
COVER SHEET
Six Monthly
Project Completion
Survey Type
Title
Tel:
Customer Contact
Other Details
Date
Data input to CSDYes
No
Follow up required
PHS
Consulting
Contracting
Number(s):
Yes No
WIN’s raised
External
Internal
Main Roads
Customer Type
>$2M
$0.5 - $2.0M
$0 - $0.5M
Branch/Product
Asset Services
Business Unit
RoadTek
Service Provider
Cost Centre NoLocation/Depot
Date Surveyed
Tel:
RoadTek Contact
Customer Name
Tied Work
Preferred Supplier
Contested
Project Title
Other
Maintenance
Construction
Date
Forward to BDM
Tel:
NAME
COMPLETED
TASK
Tick as appropriate
ASSET SERVICES CONTRACTING
CONSULTINGPLANT HIRE SERVICES
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INTRODUCTION
The Customer Satisfaction Survey process provides us with the opportunity to sit
down, face to face with our customers, and discuss our performance.
It is designed to help us understand our customer’
s perceptions of our performance,
and enables customer perceptions to be measured; strengths and weaknesses
identified, and improvements to be targeted and actioned.
Customers should be surveyed at the end of all significant projects in conjunction
with the Project Finalisation Report, or at regular intervals eg
: 6 monthly with all
significant customers.
The survey questions focus on the four key areas of the RoadTek Strategic Plan,
developed using the balanced scorecard system. These key areas are:
INTERNAL PROCESSES
STAKEHOLDER RELATIONSHIPS
PEOPLE & LEARNING
FINANCIAL DELIVERY & PERFORMANCE
INSTRUCTIONS
The survey must be delivered face to facewith persons ideally, one removed from
the RoadTek Project Manager and the Customers Representative whoare directly
involved.
Mark each question as shown,
where 5 is excellent and 1 is very poor.
The survey results are to be reviewed by the service provider, and for re
sponses of
2 or less, a WIN must be raised and registered in the RoadTek Quality System.
Surveys, results and WIN’s will b
e reviewed by the relevant BMT as appropriate.
The completed survey is to be forwarded to your Business Development Manager,
for inclusion on Customer Satisfaction Database (CSD).
Your Business Development Manager will provide you with assistan
ce in using this
survey. If you require any further support or if y
ou have ideas on how we might
improve our approach, please contact Steve Dewar, CS Project Man
ager.
12
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5
ASSET SERVICES CONTRACTING
CONSULTINGPLANT HIRE SERVICES
Our
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Our
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Surv
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ASSET SERVICES CONTRACTING
CONSULTINGPLANT HIRE SERVICES
Our
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Our
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Cus
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Surv
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INTRODUCTION
The Customer Satisfaction Survey process provides us with the opportunity to sit
down, face to face with our customers, and discuss our performance.
It is designed to help us understand our customer’
s perceptions of our performance,
and enables customer perceptions to be measured; strengths and weaknesses
identified, and improvements to be targeted and actioned.
Customers should be surveyed at the end of all significant projects in conjunction
with the Project Finalisation Report, or at regular intervals eg
: 6 monthly with all
significant customers.
The survey questions focus on the four key areas of the RoadTek Strategic Plan,
developed using the balanced scorecard system. These key areas are:
INTERNAL PROCESSES
STAKEHOLDER RELATIONSHIPS
PEOPLE & LEARNING
FINANCIAL DELIVERY & PERFORMANCE
INSTRUCTIONS
The survey must be delivered face to facewith persons ideally, one removed from
the RoadTek Project Manager and the Customers Representative whoare directly
involved.
Mark each question as shown,
where 5 is excellent and 1 is very poor.
The survey results are to be reviewed by the service provider, and for re
sponses of
2 or less, a WIN must be raised and registered in the RoadTek Quality System.
Surveys, results and WIN’s will b
e reviewed by the relevant BMT as appropriate.
The completed survey is to be forwarded to your Business Development Manager,
for inclusion on Customer Satisfaction Database (CSD).
Your Business Development Manager will provide you with assistan
ce in using this
survey. If you require any further support or if y
ou have ideas on how we might
improve our approach, please contact Steve Dewar, CS Project Man
ager.
12
34
5
INTRODUCTION
The Customer Satisfaction Survey process provides us with the opportunity to sit
down, face to face with our customers, and discuss our performance.
It is designed to help us understand our customer’
s perceptions of our performance,
and enables customer perceptions to be measured; strengths and weaknesses
identified, and improvements to be targeted and actioned.
Customers should be surveyed at the end of all significant projects in conjunction
with the Project Finalisation Report, or at regular intervals eg
: 6 monthly with all
significant customers.
The survey questions focus on the four key areas of the RoadTek Strategic Plan,
developed using the balanced scorecard system. These key areas are:
INTERNAL PROCESSES
STAKEHOLDER RELATIONSHIPS
PEOPLE & LEARNING
FINANCIAL DELIVERY & PERFORMANCE
INSTRUCTIONS
The survey must be delivered face to facewith persons ideally, one removed from
the RoadTek Project Manager and the Customers Representative whoare directly
involved.
Mark each question as shown,
where 5 is excellent and 1 is very poor.
The survey results are to be reviewed by the service provider, and for re
sponses of
2 or less, a WIN must be raised and registered in the RoadTek Quality System.
Surveys, results and WIN’s will b
e reviewed by the relevant BMT as appropriate.
The completed survey is to be forwarded to your Business Development Manager,
for inclusion on Customer Satisfaction Database (CSD).
Your Business Development Manager will provide you with assistan
ce in using this
survey. If you require any further support or if y
ou have ideas on how we might
improve our approach, please contact Steve Dewar, CS Project Man
ager.
12
34
5
The Survey Schedule
The Reporting System
Where we’ve come from… We had multiple Survey Forms We had no Survey Schedule We had no way of Analysing and Reporting performance
Where we are now… We now have a single improved Survey Form used throughout RoadTek We now have a planned and integrated Survey Schedule We now have an efficient Analysis and Reporting System
Where we’re going… Publish Survey Form on H21 Populate Survey Schedule on H21 Publish Analysis and Reporting System on H21
Where to from here…RMT Endorsement and CommitmentRMT targets – level of surveying? desired rating?BU implementation by BDM’s.
Attractive Customers
Attribute Wt
5 7 8 7150 210 240 210
6 8 6 7150 200 150 175
4 7 6 780 140 120 140
8 8 9 8120 120 135 120
Ease to sell 10 8 8 6 780 80 60 70
Total 100
Energex
715
Public Works
Local Gov't
580 705
QBuild
750
Long Term viability
15
Expected Margin 20
Availability size 25
Capability to efficiently deliver
30
Business Unit Responsibility Customer ResponsibilityGeographical Responsibility * bold areas indicate Priority
Ray Breust GM, Directorate, Special Projects QR, State Development, QT, RTA
Ron Michel ConsultingPublic Works (QBuild, Proj Ser), Sunwater, Water Authorities (Catchment Areas)
Wide Bay/Burnett, North Coast
Terry O'Keeffe Asset Services (North) Defence, NT, Port AuthoritiesNorthern, Peninsular, North Western
Steve Dewar Asset Services (South) Energex, Ergon, Telco's Metro, South Coast
Colin Gibbons Plant Hire ServicesLGAQ, DLG&S, Emergency Services, Parks & Wildlife
South West, Downs
John Sullivan Contracting Mining Industry, DNRM&E, EPACentral, Central West/ Highlands, Mackay
Lyndi Campbell BDG, Support Services
Customer Name: Energex
BDG Account Manager: Steve Dewar
Work Opportunities (Mkt size & type of work):
Energex have a number of projects in SEQ (eg: Belmont - CBD). There will be continuing opportunities to 'tender' on these projects.
Annual Potential Market: $15M
RoadTek Capability to efficiently deliver:
Opportunities are basic civil pit'n'pipe in and around the Road corridor.
Expected Location of Work: SEQ only.
Expected Margins: Depends on specific project & methord of procurement but in general, no less than 5%.
Long Term Viability: Energex are and will continue to be a major provider of infrastructure in SEQ.
Ease To Sell: Energex have indicated that they will go to tender on most projects. However opportunities now exist to negotiate a preferred position. Currently there are no major suppliers servicing this market from a civil point of view. Energex have indicated that they intend 'partnering' with a small number of civil contractors (2-3)
Other Key Factors: Energex are a GOC and enjoy a solid reputation with Government and the public. Successful involvement will benefit RoadTek. There are also other opportunities for Consulting and PHS to supply services to Energex.
Proposed Strategy RoadTek is currently better positioned with Energex, than with any of the other customers (on this sheet). We should use this to undertake increasing volumes of work such that we develop some industry credibility, and use this as leverage into Ergon and Powerlink work.
So how do we put all this
into practice?
You’ve all heard about it,now it’s your chance
Here’s what you’re going to do…
Tonight for dinner you will be split into 2 groups of 12
One group will take over the actual running of the restaurant and bar
The other group will dine as normal
The challenge for the restaurant and bar staff is to
deliver ‘knock your socks off’ service
You will need to work out roles and responsibilities
Consider the following;4 observers, one at each table
4 bar/drinks staff4 table service staff
You will have the complete run of the restaurant and bar
You are responsible for the complete dining experience
Good luck!
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