November 01, 2013 _Sector Confidential1
Customer Experience ProgramSoftware Customer Services
Kimberly SimpsonPatient Care & Clinical Informatics (PCCI) North America (NA)Satmetrix Conference: January 30, 2014
November 01, 2013 _Sector Confidential2
AgendaSoftware Customer Services (SCS) North America (NA)
• SCS Overview & Strategy• Net Promoter Journey• Customer Experience Program (CxP) & Results• CxP Key Achievements & Initiatives
November 01, 2013 _Sector Confidential3
SCS North America:Overview & Strategy
November 01, 2013 _Sector Confidential4
Philips Clinical Informatics: OverviewWhat is it?
• Clinical Informatics: Healthcare IT Systems that share patient data & images from the following across the hospital, enabling clinical decision support:– Radiology; RPACS: Radiology Picture Archiving Systems– Cardiology; CPACS: Cardiology Picture Archiving Systems– ICU; eICU: Telehealth, Remote Solutions for ICUs– Obstetrics; Intelispace Perinatal
• Software Customer Services (SCS): Software Service organization that partners with hospitals to:– Install, update & maintain systems– Provide ongoing, day to day support to clinicians– Train clinicians on technology
November 01, 2013 _Sector Confidential5
Software Customer Services (SCS)15 Products, 29 countries, 1,000 employees
November 01, 2013 _Sector Confidential6
Healthcare StrategiesConsistent Year Over Year
Philips Healthcare Guiding StatementWe are dedicated to creating the future of healthcare and saving lives. We develop innovative solutions across the continuum of care in partnership with clinicians and our customers to improve patient outcomes, provide better value, and expand access to care.
SCS StrategyOur global strategy is to partner with our customers by investing in their success and providing the best customer experience in the industry
PHILIPS
November 01, 2013 _Sector Confidential7
SCS North America:Net Promoter Journey
November 01, 2013 _Sector Confidential8
Philips SCS2016 Goal
Philips SCSin 2009
A Net Promoter Program is a JourneyThe path to a best-in-class customer experience
2010
2011 - Today
Satisfaction Measurement Departmental
feedback Limited action Outside business
strategy
Organizational Change
Customer loyalty core to business strategy
Enterprise application Role-specific
information Front-line actions
empowered Quick wins
Market Leadership
Institutionalized customer-centricity
Customer experience as differentiation
Customer co-innovation
Strategic Improvement Enterprise-wide
view Cross-functional
actions identified Newly defined
customer experience
Big bets
Baseline Innovation
November 01, 2013 _Sector Confidential9
NPS Journey BackgroundSCS Mission & Goals• Mission: Industry Best-In-Class Customer Service Organization by 2016• Challenges:
– Succession of Acquisitions– Inconsistent CxP processes & metrics– Cross organization comparisons impossible
• Initiative Goals– Establish common methodology for measuring customers’ experiences &
make the processes repeatable. – Raise employee awareness about our customers’ perceptions & how they
directly correlate to revenue. – Drive ownership of the Customer Experience.
November 01, 2013 _Sector Confidential10
Partner
with Intern
al Stakeholde
rs
• Executive sponsorship• Functional Management Teams• Integrated surveying process with existing employee workflow• Engaged all to develop: development, training & reporting requirements
Map The
Customer
Lifecycle
• Interviewed employees to map processes• Identify key touchpoints & interactions with customers• Created the Software Customer Service Lifecycle
Align Surve
y Conte
nt
• Unified all surveys to form 1 consistent aligned set of transactional surveys• Validated & refined questions with management teams & stakeholders• Used NPS methodology to ensure processes are measurable & repeatable
NPS Journey ProcessAligning with Customer Touch Points
November 01, 2013 _Sector Confidential11
Understanding the Customer JourneyLoyalty is created thru Experiences
Software Customer Lifecycle
November 01, 2013 _Sector Confidential12
ChallengeSatisfying Appetites for Feedback, Sifting Thru Mountains of Data• 2 full time employees to:
• process the data• do analysis• create the reports• track closed loop processes• maintain users• review & teach best practices
• No Time for:• Trending analysis• Root cause analysis
Solution Develop Consistent NPS Program with Satmetrix• Fully automated:• Alerts• Closed Loop Process• Monthly Reports
• For every Business & Function
NPS Journey: Implementation
November 01, 2013 _Sector Confidential13
Project Timeline
• NPS Methodology as guide
• Collaborated with business units
• Developed Software Customer Lifecycle
• Revised Closed-loop process • Established process for reminder emails to close the loop
• Created consistent communication cycle monthly
• Added other Transaction Surveys
• Refined process
• Continued training employees
• Added businesses to Survey process.
• Delivered reports to management
• Commitment from Executive sponsors • Validated survey data w/ business partners
• Piloted 1st Support survey
• Delivered 1st Customer Sat Report to stakeholders
• Trained 200+ employees on process and NPS
1Q 2010 2Q 2010 3Q 2010 4Q 2010 1Q 2011 2Q 2011 3Q 2011
• Xperience deployment kicked off
• Retooled surveys to align best practices and implementation
• Test Project Management survey
• Compared phone with web surveying
• Validated content and processes with businesses
• Discontinued all previous surveys
• Investigated Enterprise Feedback Management Tools
• Collaborated w/ Product Operations
• Xperience design sessions w/ end users
• Piloted Xperience by functional group
November 01, 2013 _Sector Confidential14
SCS North America: CxP Program & Results
November 01, 2013 _Sector Confidential15
Philips SCS2016 Goal
Philips SCSin 2009
A Net Promoter Program is a JourneyThe path to a best-in-class customer experience
2010
2011 - Today
Satisfaction Measurement Departmental
feedback Limited action Outside business
strategy
Organizational Change
Customer loyalty core to business strategy
Enterprise application Role-specific
information Front-line actions
empowered Quick wins
Market Leadership
Institutionalized customer-centricity
Customer experience as differentiation
Customer co-innovation
Strategic Improvement Enterprise-wide
view Cross-functional
actions identified Newly defined
customer experience
Big bets
Baseline Innovation
November 01, 2013 _Sector Confidential16
Fulfilling our Customer Experience Management Strategy
Surveys deployed in a timely manner, to get fresh, accurate feedback
Real-time Customer Satisfaction Analytics highlight trends on SCS interactions
• Real-time low Score Alert emails to managers & tracking streamlines customer follow-up • Celebrate high-scoring employees
• Executive roll-up views of customer satisfaction• Click-by-click drill-down capability to assess impact
Source: Omega Management Group, Customer Relationship Management Institute, Anthony & Alexander Group, LLC
November 01, 2013 _Sector Confidential17
• Designed to improve our customers' experience with Philips by:– Strengthening relationships by improving dialogue with our
customers – Empowering the field to respond with solutions – Communicating feedback across Philips more effectively
Overview
1 Support Survey
6 Event Surveys
All SCS Customers: End Users
ContinuousAutomated
Surveys
ALL SCS:EII, CAI, CCS
Best In Class Tool: Satmetrix
Track & Deliver Feedback to
Managers
SCS CxP Process
November 01, 2013 _Sector Confidential18
SCS CxP: Customer Touch Points & SurveysLoyalty is created thru Experiences
Software Customer Lifecycle
November 01, 2013 _Sector Confidential19
SCS CxP: Survey Topics
• Support:– Overall Satisfaction– Accessibility– Communication – Courtesy & Listening– Resolution Effectiveness– Resolution Speed– Technical Expertise– Timely Updates
• Implementation– All Surveys:
Overall Satisfaction Recommend Philips Employee Effectiveness Communication Coordination Expertise/Knowledge Professionalism Responsiveness
– Training: 2– Technical Consulting: 3– Project Management: 8
November 01, 2013 _Sector Confidential20
Actions
• Closing the Big & Little Loop• CxP Action Plans
SCS CxP: Feedback Process
November 01, 2013 _Sector Confidential21
SCS CxP: Operational Program Health Review
Design Best Practice Program
Mobilize Organization
Collect Trustworthy
Data
Analyze Root Cause &
Understand Positioning
Measure Impact &
Drive Change
Taking Actions &
Closing Loop
1 2 3 4 5 6
Leveraging Results Analysis
to determineinitiatives
Results Analysis
Tactical Actions/Closed
Loop
Systemic Actions/Closed
Loop
Target Setting & Compensation
Strategy
Loyalty Economics
Linkage
VOC ROISystem Design
SurveyDesign
Program Design
SamplingExecutionSupport
Sampling Strategy
Event
OperationalMeasures
Internal SCS Communication
Strategy
NPS Education/Culture
Philips: Change Management/
Governance
CustomerCommunication
Strategy
November 01, 2013 _Sector Confidential22
SCS CxP: Results, Real Impact Based on Customer FeedbackGlobal process for requesting, distributing & following up on feedback continues to deliver improved experience
• Taking the NPS lead among industry competitors: – Philips also conducts a global annual NPS survey across all product & service lines,
comparing Philips perceptions vs. competitor perceptions– Before SCS CxP program, respondents perceived SCS products & services as average
or below average vs. the competition – After two years of SCS CxP program & changing how SCS teams handled customers’
experiences, the SCS businesses took the leading position vs. the competition • Combined customer satisfaction scores indicate that SCS customers
have noticed
November 01, 2013 _Sector Confidential23
SCS North America:CxP Key Achievements & Initiatives
November 01, 2013 _Sector Confidential24
What we hear from customers everyday• Implementation Feedback
– Knowledgeable, technically and clinically– Responsive and fast– Polite, friendly, helpful and patient
•Support Feedback– Friendly, responsive, competent people
with good technical skills– Strong communication and listening skills– Employees willing to “go the extra mile”
• Areas for Improvement– Long wait time for call answering– Customer Intimacy and knowledge of your
site– Slow to resolve and follow up on tickets– Employee Knowledge and expertise– Implementation Transition to Support
PHILIPS
November 01, 2013 _Sector Confidential25
2013 SCS Initiatives & Achievements
Launched ‘Service Tiers’ Clinical Consulting Workflow Consulting OneEMS Portal Service Desks Learning Services Adoption of ITIL best practices New Escalation Process
Service Offerings
PHILIPS
November 01, 2013 _Sector Confidential26
2013 SCS Initiatives & Achievements
Launched ‘Service Tiers’ Clinical Consulting Workflow Consulting OneEMS Portal Service Desks Learning Services Adoption of ITIL best practices New Escalation Process
Communications
PHILIPS
November 01, 2013 _Sector Confidential27
2013 SCS Initiatives & Achievements
Launched ‘Service Tiers’ Clinical Consulting Workflow Consulting OneEMS Portal Service Desks Learning Services Adoption of ITIL best practices New Escalation Process
Service Delivery Excellence
PHILIPS
November 01, 2013 _Sector Confidential28