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FUTURE LEADERS 2016 INNOVATIVE THINKING IN ORGANISATION
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Transcript of FUTURE LEADERS 2016 INNOVATIVE THINKING IN ORGANISATION
AMSA – Future Leaders Programme Action Learning Project
“Thinking in New Boxes”
Coffee Muffins & Steel June 2016
“The Improvement of Customer relationships to ensure we gain customers loyalty and sustainable relationships are established”
Background
Initiative overview
Current Challenges• Customers satisfaction• Quality • On time delivery• High cost
Objectives• Understand our customers• Value our customers• Build customer value• Remove organisation silos
Risks• Customer retention
• Loss of market share
Solution• Follow the Lean Six Sigma
DMAIC approach i.e. DEFINE, MEASURE, ANALYSE, IMPROVE & CONTROL
• Introduce 2 visible dashboards - SERVQUAL Model (P-E Gap) - Customer Lifetime Value (CLV)• Initiate ACTION
In context
Doing nothing is going to cost us
Doing nothing is going to cost us
We have to do “something”
Methodology and recommended solution
Research methodology
The Problem We are at risk of losing customers
Project ScopeGalvanized products
The goalImprovement of customer relationships to
ensure we gain customer loyalty and sustainable relationships are established
MeasureDefine Analyse Improve Control
Research methodology
SERVQUAL = The P-E gap dashboard
MeasureDefine Analyse Improve Control
Tangibles Reliability Empathy Assurance Responsiveness
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0
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PerceptionExpectationGap
Research methodology
Customer Life Cycle dashboard (CLV)
MeasureDefine Analyse Improve Control
• www.salesforce.com
Research methodology
Customer Life Cycle dashboard (CLV)
MeasureDefine Analyse Improve Control
CLV is the net present value of the sum of all future revenues
from a customer, minus all costs associated
with that customer
Research methodology
What will these tools help us achieve?
MeasureDefine Analyse Improve Control
Uncover hidden possibilities Anticipate
change
Make the best business decision
Profit from future potential
Research methodology
MeasureDefine Analyse Improve Control
Position
Product
People
PlaceProcesses
PromotionPrice
Physicalexperience
Customer Relationship
People influence the Process and Physical
experience
Improve Customer Value
Proposition through a Process focussed approach
Define Cpk’s
CLV and P-E gap interacts with the Customer
Value Proposition
Envisaged benefit
Understandwhat customer needs
ROR = Return on Relationship Sustainable metrics
Improvecustomer value
by doing things differently
Better Customer relations
Quantifycustomers value
SERVQUAL Customer Lifetime Value
Customer Lifetime Value
Break down silos
How to unlock value?
Project implementation and proof of concept
The planSilo sessions (May 2016)• Concept introduced to Internal Stakeholders• Concept introduced to 2 Pilot Customers
Develop CLV and P-E gap prototypes (June 2016)
Action plan (August 2016)• Stakeholder engagement
• Proposed actions
• Establish silo accountability
P-E gap survey (July – August 2016)• Analysis of survey results
Customer feedback (August 2016)
• Present findings
• Propose a way forward
Continuous improvement
The plan Envisaged interaction with the dashboard
• www.salesforce.com
Customer contact reports
Account plans
Industry plans
Silo Accountability Lost order tracking
2 visible real time data driven dashboards
1. SERVQUAL (P-E Gap)
2. CLV
Let’s do it!
Let’s do it!