Sandra Black, Chief Customer Officer, Uniting
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Transcript of Sandra Black, Chief Customer Officer, Uniting
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On the road to customer driven
And what has brand got to do with it?
Sandra BlackChief Customer Officer
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Who is Uniting?
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8 July 2015 3
The numbers
30,000
20,000
96
3,000 +
700
8,000
$700m
$1.5b
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External drivers
Government policy and regulation
Consumer choice and voice Technology
Evolution in service delivery and funding
modelsCompetitive landscape Availability of workforce
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Start from the inside out
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8 July 2015 9
Alignment with our purpose
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Where are we now?
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We are Uniting
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Becoming customer driven where to start
aligning your internal value proposition with your in-market offering
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8 July 2015 13
Property
Financial Performance
&Assurance
People &
Systems
Strategic Growth
Resilient Families
Residential &
Health Care Resilient
Communities
Customer Experience &
MarketingPractice & Quality
Mission
Uniting Aboriginal Advocate
Service delivery
EnablersDifferentiators
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Create a new customer function as a service differentiator
We will develop a vision for customer at Uniting, underpinned by an organisation-wide strategy
A strategic priority
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This means that:
Customer voice and experience will influence, shape and differentiate our service delivery
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2 December 2016 16
But who is the customer?
External customers:
People we serve and their family/decision maker: Someone in receipt of services provided by
Uniting
Someone who could benefit from receipt of services from Uniting
Internal customers:
Staff
Partners/Vendors
Volunteers
Church
Donors
We have two broad customer groups across our organisation:
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Our customer pathway
Organisation Focus
Organisation Focus
Customer Focus
Customer Focus
Customer Driven
Customer Driven
Internal focus
Limited data
Resistance to change
Blocking innovation due to fear of unknown
Dont consider customer whole lifecycle
Intent to have customer central to all decisions
Ongoing customer check ins
Use of data
Clearly defined segments and service models
Customer database links across all services
Everyone has customer KPI
Leader-led customer culture
Customer-led product and service design
Single view of customer
Predictive analytics
Use of big data
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8 July 2015 18
What is customer driven?
Being customer driven means:
1. Recognising and understanding different customer needs to identify and prioritise key initiatives
2. Delivering a positive and seamless customer experience at every touch point across the customer lifecycle in tune with individual needs
3. Maintaining an active dialogue with customers and being business ready to implement change
4. Building on a culture that places the customer at the heart of the decision-making process
Adapted from: Ernst & Young, 2013
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8 July 2015 19
Why customer driven?
Being customer driven will unite all disciplines and functions around a common goal and ensure we build a sustainable advantage to thrive in a competitive market place.
We need a strategy to propel
both our commercial & social agendas symbiotically
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Why customer experience is important
Customers with excellent experiences have a higher likelihood to recommend and recommend to many more.
This leads to a much higher revenue potential
Source: Forrester Research Inc. : Why customer experience matters
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8 July 2015 21
Customer experience alone will not be enough
To deliver on our purpose, to inspire people, enliven communities and confront injustice, we know that building a sustainable competitive advantage is vital.
Becoming customer driven, which puts customer voice at the centre of all decisions, is a proven strategy for delivering a clear point of differentiation and a competitive advantage.
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Our journey to becoming a customer driven organisation.
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2 December 2016 23
What weve done so far.
Key Goal
To understand wider context in which we exist.
CULTURE CUSTOMER CATEGORY COMPANY
Key Goal
To understand current state including gaps and opportunities.
Key Goal
To understand the steps we need to take to become customer driven.
Key Goal
To understand people, process and technology.
Customer Vision
Programs of Work
Dee
p D
ive
Dev
elop
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2 December 2016 24
We know we are customer driven when:
We know our customers.
We anticipate their needs.
We listen, learn and act upon their feedback.
We give them control.
We build continuous relationships and grow with them.
We all have the same customer KPI from the top down.
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Pace is as important as the desire to change.
Organisational agility must be propelled by velocity.
Transformational change reengineered from the customers perspective.
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2 December 2016 26
Blockers.
What needs to change to become customer driven:
Move from B2G to B2C mindset Develop single customer view Overcome change fatigue Facilitate digital adoption Strengthen relationship with
customers
Enablers.
How we are going to drive change:
Create customer driven strategy Drive operational excellence Embed customer driven
organisational culture
Indicators of success
NPS - Sustainable Social ROI Customer Effort Ratio
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2 December 2016 27
1. Customer driven strategy.
Internal alignment on our customer goal, road to success and measure of success.
Customer BenefitAn experience designed with the customer needs at the core.
Organisation BenefitDifferentiation and value.
Key Initiatives
Develop a shared customer vision
Create a relationship between our brand and our customers
Create a process of true customer centric product and service design
Understand customer lifecycle and develop communications strategy
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2 December 2016 28
2. Operational excellence.
The strength of our customer driven strategy lies in our ability to execute.
Customer BenefitA superior, frictionless experience across all touch points.
Organisation BenefitCommitment and follow through on customer driven strategy.
Key Initiatives
Technical excellence, single customer view and data ecosystem
Standardise universal tasks
Institutionalise a customer feedback loop
Develop a customer insight hub
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2 December 2016 29
3. Organisational culture.
Driving change from the inside-out.
Customer BenefitContinuous improvements to the experience.
Organisation BenefitA culture that actively embraces change and takes advantage of opportunity.
Key Initiatives
On-board staff
Establish customer council
Empower staff to deliver strategy
Set up collaborative workspaces and processes
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Making your value proposition apparent to customers.
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32
Mary and Jenna
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Some results to date
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Thank you.