8/8/2010voc for crm tutorial_oct2010.ppt1 of 23 voc for crm : how “voice of the customer” can...

8/8/2010 VOC for CRM Tutorial_oct2010.ppt 1 of 23

VOC for CRM :How “Voice of the Customer” can Enhance Customer Relationship Management

A TutorialPrepared for ASQ Section 050912 October 2010


Objectives

Despite our best efforts to make Customers the focal point of our QMS, our efforts are usually reactive, not collaborative

It is imperative that we: Identify easy-to-use, practical & economic tools to:

Allow Customer-facing employees to provide better service Collect data efficiently and unobtrusively for other teams to analyze

Also, employ the tools in order to … communicate complex ideas or programs to Customers help customers to arrive at ideal solutions Offer Customers the means to appreciate how well Motorola is

serving them.


Customer Loyalty, Commit-ment & Partnering

Delivering reliable, high quality solutions

Stabilizing and Optimizing Processes

Break-thru Performance & Success Customer Wants

Determining Dedicating resources, anticipating needs, delivery flawlessly

Where the tools can be applied

KANO

Transactional Outcome Analysis

HOQ

Process FMEA

Riding the Curves: 3 Phases of CRM Life Cycle


Determining what the Customer REALLY wants

“Discovery” Life Cycle Phase


Direct Customer Feedback Current Sources of Feedback

Written Surveys [Annual perception, SI transaction, Service renewal] Executive Scorecards Repair/depot feedback cards

What do we need [in the future]? Validation: before and after surveys

Before [are we assessing a need or dis-satisfier correctly?] After [did we hit a “home run” with the solution?]

Leading indicators of threats and opportunities Timely responses


Content Analysis [CA] / KJ Imaging [KJI]

When to Use:• Collect all e-mails, notes from Customer

facing meetings & use CA programs to evaluate common verbiage hinting at Customer real needs

• Do for customers identified as “Trusted partner” from annual perception survey

Benefits for CRM• anticipating concerns and opportunities• complimenting conventional feedback

[surveys]

sources of content attribute groups

Customer Needs, Wants & Desires

e-m

ail

RFP

, spe

csin

tern

al

pres

enat

ions

syst

em s

ecur

ityFo

cus

on M

issi

on

safe

ty o

f Offi

cer

Customer Needs, Wants & Desires <--weight?TotalSecure Networking 42 34 62 138 9 3 3Ease of Operation 51 13 45 109 1 9 9Information Assurance 12 45 51 108 3 3OTAR 25 22 42 89 9 9 3Internet-working 23 30 31 84 3 5 3Simple Program-ming 41 24 12 77 1 1 1KMF 12 34 24 70 3 3

Customer Needs, Wants & Desires <--weight?

How to Use:• To covertly collect real needs through many diverse contributors

Examples/Success Stories• Pursuing with CBP/DHS• Still investigating opportunities to use, costs to implement & benefits


KJ MappingHow to Use: Taking those attributes or needs from CA/KJI

& putting them in the context of clusters of opportunitiesWhen to Use: Before major proposals, to identify Customer

“delighters” and things MOTO does extremely welle-

mai

lR

FP, s

pecs

inte

rnal

pr

esen

atio

ns

syst

em s

ecur

ityFo

cus

on M

issi

on

safe

ty o

f Offi

cer

Information Assurance Internet-working

SYSTEM SECURITY

Secure Networking MISSION

SAFETY

SYSTEM SECURITY

F = Simple Program-ming

Ease of Operation

A

B

OTAR

E

F

KMF

C

F

F

Benefits for CRM•Reinforces feeling of “partnership with Motorola” • More efficient communication/ delivery of solutions (because we know what Customers REALLY want)

Examples/Success Stories

• None currently; need a “beta”


Kano

Marketers, product developers & Customer support staff have long been challenged by the following questions:

Why do some products/services achieve dramatic success based on one or two exciting characteristics while others fail because the Customers' basic requirements aren't met?

Can we predict which features will delight or ‘bore’ Customers?For which features would we get the most "bang for our design, development & marketing buck?“Upon which service features should we focus our advertising, promotion, sales and after-sales efforts?


Considerations with Kano

“Delighting Customers” means: Consistently and efficiently delivering basic

quality Listening to & delivering current needs

[ “performance” quality] Anticipating the excitement opportunities... …&

exploiting them!

As time passes, excitement devolves (sometimes quickly) to basic need

KANO requires a continuous, consistent process to gather, analyze & interpret excitement offerings

Discover “Customer-driven opportunities” by:

Observing Customers Using technology & process engineering to

improve performance Replacing or improving on key product

features. Improving on where all competitors are doing

poorly Lateral benchmarking


What Can Kano Tell Us? Focus R&D/product improvement $ on excitement features Pick out features from the performance curve where we

outperform competitors & ADVERTISE these!

KANO Model (Customer XYZ)

1

2

3

4

5

1 2 3 4 5

Level of Execution

Deg

ree

of C

usto

mer

Sat

isfa

ctio

n

Delight

Understand Customer's Business

Availability Guarentee

Easy to Do Business

Value-Driven Solutions

Solutions Aligned

with Customer'sNeeds

Low Life-Cycle Costs

Prompt response to tech issues

Effective Issue Resolution

Executive Scorecards

Meets Customer Expectations

Lowest Price

PerfectUnacceptable

EXCITEMENT

PERFORMANCE

BASIC

•For Basic features, prove that our company outperforms competitors [give to sales, marketing…to constantly remind prospects & existing Customers]

[model is notional]


Making sure our Customers GET what they really want

“Delivery” Life Cycle Phase


“House of Quality”

Topography

Performance Targets [for “how’s”]9

Cu

sto

mer

“W

AN

Ts”

1

HOW’s

•Product Characteristics

•Measurable

•Satisfy WANT’s

3

Want’s Vs How’s

Correlates Customer’s ‘Needs’ with HOW the Standard can met the

Standard

4

“How’s” Correlation Matrix

7

Absolute Importance Ratings5

2b

Imp

ort

an

ce

[ of W

AN

T’s

]

8 Direction of Improvement [for “how’s”]

Co

mp

eti

tiv

e M

ark

et

An

aly

sis

2a

VOC VOP

Technical Competitive Analysis6


House of Quality (example*)

- - - - -

Customer Require-

ments (What)

Design Requirements (How)

<--

Imp

ort

an

ce (

1-5

)

iden

tify

& a

dh

ere

to

pro

cess

Lo

ck-i

n r

equ

irem

ents

TA

T o

n is

sue

clo

sure

Co

mm

un

icat

ion

s P

lan

Pre

sen

t M

igra

tio

n P

lan

Pre

sen

t L

ist

of

Op

tio

ns

Clo

se 9

5% o

f S

ev1'

s in

<

Clo

se 9

0% o

f S

ev2'

s in

<

Bo

un

ce R

ate

at F

TC

Sp

eed

of

An

swer

5 3 1 9

4 1 3

4 3 3 1

3 3 3 3

3 3 3 3

4 9 9 3

3 9

Min

Std

s at

SI-

Gat

e re

view

s

100%

by

CD

R90

% in

<=

15

days

> =3

0 da

ys b

efor

e m

ajor

eve

nt>

=90

days

bef

ore

maj

or e

vent

> =9

0 da

ys b

efor

e

USP

S de

cisi

ons

< 4h

rs

<24

hrs

< 1%

of a

ll ca

lls in

< 60

sec

Absolute Importance 31 17 57 22 18 18 36 36 12 27

Direction of Improvement -->

Targets -->

Faster closure on software development issues

Don't pushback on requirements

Processes need to clear and communicated to USPS to faciliate cooperation

Migration plans for products and enhancements are needed

MOTO needs to be proactive in recommending system upgrades

So

ftw

are

Vo

ice o

f

Cu

sto

mer

[VO

C]

Mig

rati

on

Resolve Technical Issues quickly & premanently

Qu

ali

ty o

f

Serv

ice

Answer the phone at the Help Desk quickly

* - The actual HOQ must be jointly developed

Done for USPS in 2007


QFD Flow of Activities until Final Deployment”

Analyze Critical

Processes

HOQ

How’s

How’s

How’s

Wh

at’

s

QA Tools

FMECA

Check Sheets

SPC Charts

Scripts; mistake-proofing

Quality

Assurance Matrix

Process Planning

Matrix

[PPM]

VSM

FMEA

Operations/ Financial Analysis

Flow Charts

Pugh Concept Selection

[QAM]

VOC Critical

Success Factors

Tests

Inspection points, audits

Wh

at’

s


Allocating How’s from HOQ to PPM (example*)

Customer Require-

ments (What)

Design Requirements (How)

<--

Imp

ort

ance

(1-

5)

Clos

e 95

% o

f Sev

1's

in <

Clos

e 90

% o

f Sev

2's

in <

Boun

ce R

ate

at F

TC

Spee

d of

Ans

wer

4 9 9 3

3 9

< 4h

rs

<24

hrs

< 1%

of a

ll ca

lls in

<

60 s

ec

Absolute Importance 36 36 12 27

Direction of Improvement -->

Targets -->

Vo

ice

of

Cu

sto

mer

[V

OC

]

Resolve Technical Issues quickly & premanently

Qu

alit

y o

f S

ervi

ce

Answer the phone at the Help Desk quickly

Focus on these 3 "how's" since they have the highest Absolute Importance #'s.Continue analysis to Process Planning Matrix.

Design Requirements (What)

Process Characteristics

(How)

Impo

rtan

ce (1-

5)

Bet

ter S

crip

ts

Fas

ter en

gage

men

t of

Tie

r 3

CC

B c

an c

lose

__%

at

first

pas

s

Bet

ter in

stru

ctio

ns to

the

Fie

ld

Mor

e "r

edire

cts'

thr

ough

m

ore

resp

onsi

ve IV

R

Red

uce"

faul

ty"

redi

rect

s

Edu

cate

Cus

tom

er &

M

otor

ola

Sta

ff: P

roce

ss

[crit

eria

] fo

r cl

osin

g a

ticke

t

Close 95% of Sev1's in < 4hrs 3.6 1 3 9 1 6

Close 90% of Sev2's in <24 hrs 3.6 1 3 1 1 3

Speed of AnswerAll calls in < 60

sec 2.7 3 1 3 1

Resolution of Tier 2

[90% in < 4min

75% within 24 hours

>= 90%

reduce "documented fix" calls from 10%

to 5% of all calls

>5% of baseline

total

NTE 5%

Approved and

implemented NLT 31 Dec

15 24 36 15 3 0 32

Targets---->

Absolute Importance -->

Extract from HOQ

Process Planning Matrix [PPM]

Take "How's" from HOQ &

Transpose to "What's" of PPM

* - The actual HOQ & PPM must be jointly developed


Transactional Outcome Analysis [TOA]

How to Use: • To support strategic planning • At a tactical level, determine bottlenecks in processes and possible outcomes of

Customers at decision points in the process When to Use: • When extreme, out of the box thinking is needed • When concrete data for forecasting is not available, but…• …the impacts of not acting can be predicted with some degree of accuracy Benefits for CRM• A tailor-able model to show product team & strategic planners, the effect of proper

timing of release , upgrades and new products• Provides concrete examples of how Motorola wishes to partner Examples/Success Stories• 2011 USFGMD strategic planning


Example of TOA [for USFGMD ‘practical sales forecasting model’]

increased (decreased) funding levels

Weighted Outcome [$Mil]

5% 10%

IA Mandate 15% 20%

80% 60%

10%

30%

60%

YES

10% 10%

10%

30% 30%30%

60% 60%60%

Cost of Options not shown for sake of

simplicity

NOTE:

Product Teams

If$ available, spend here

Get on the

product

road map

[PRIMARY]

YES

2012

25% $ 47.00

2013

25% $ 43.50

10% $ 25.50

All key & many seconday features $ 47.00

-2% $ 12.50

1/2 key, but more secondary features

$ 25.50

few key, but many seconday features

$ 12.50

Weighted

Outcome All key & many seconday

features $47.00

All key &

many

seconday All key & many

seconday features $ 47.00

$25.50 1/2 key, but

more 1/2 key, but more

secondary features $ 25.50

$12.50 few key, but

many seconday features

few key, but many

seconday features $ 12.50

few key, but many

seconday features

1/2 key, but more

secondary features

Weighted

Outcome [$Mil]

Weighted

Outcome [$Mil]

$ 25.50

$ 12.50

$ 47.00

increased (decreased) funding levels

Weighted Outcome [$Mil]

Increase (decrease) in DoD Acquis.

FundingWeighted Outcome [$Mil]

$ 12.50 -2%

10% $ 25.50

Out years ---> 2011

Develop

Marketing/ Sales

campaign

Define Key

product features

Sales/ Marketing

Objectives

NO

"A"

Commit

on

features?


Anticipating & delivering on what the Customer REALLY wants

“Dedication” Life Cycle Phase


Failure Modes & Effects Analysis [FMEA]

How to Use: • Determine failure modes & effects; • Prioritize risks and determine how to mitigate them.• Communicate unique use cases to the product developersWhen to Use: When true SMEs are available…• …to communicate our understanding of Customer’s operating profile, hazards

and severity and probability related to each.• …to put unique Customer required functionalities in the context of missions &

risks involved; and how good communications can mitigate theseBenefits for CRM• Foster true partnering; free flow of communications with the Customer • Assure proper priority is put on product features & support requirements Examples/Success Stories• Customs and Border Protection


P-FMEA (1 of 2) [“As-Is” view]

Use Case Se

verit

y Potential Cause(s) / Mechanism(s) of Failure

Occ

uran

ce Current Design Controls [or controls in place before the shortcoming was resolved]

Det

ec-t

ion

RPN

2 9 Individual KMF capacity is limited 6 Increased capacity is roadmapped, but needs to be validated; see corresponding design controls for causes 16 & 17

5 270

4 9 Too many redundant data transactions from the KMF 6 nothing to date 8 432

9 10 Loss of base station connectivity - during mission-critical data transmission such as GPS location when officer is in trouble & to inhibit a compromised radio

7 RNC does not send SNMP traps; indicating datalink failure to NLECC NMS

8 560

7

12 Bad I /O ports on interface cards Supply chain quality assurance

13 Connectors on cable Supply chain quality assurance

14 sensitivity of RNC to external noise; generating too many error messages

M-Gates

cPC

I RN

C

8 8 9 576

NLECC operators don't know if the agent's radio has been inhibited

6 Only a limited # of radios be displayed on KMF display. No audible or visual signal identifying possible compromise of radio

420

Age

nt o

n Pa

trol

10 10

OTA

R

perf

orm

ance


P-FMEA (2 of 2) [“To Be” view]

Failure Mode

Recommended Action(s) change if the action below does not meet the "potential cause" in Col

"C"

Responsibility & Target Completion Date

Completed Action What, when?

Seve

rity

Occ

uran

ce

Det

ectio

n

RPN [after]

Ltd KMF capacity

Currently investigating a "scheduled OTAR" feature in the KMF. This would allow distribution of OTAR activity and possibly enhance data capacity.

9 3 3 81 70%

redun-dant data X-actions

Employ P25 Scheme for key inventory management. Enhance the overall group message processing to optimize use of KMM's, Enhance ROP operations and overall improve user experience with a number of enhancements.

9 1 1 9 98%

Loss-base station connec-tivity

Enable 3d party SNMP integration to assure mission-critical data delivery. Audible and visual alarm that persists until action taken. Addressed by 'managers' in 7.9 release

Astro Engineering; In A7.9, this is not an issue as we use SNMPv3 from site subsystem: For 3.1 system: this will be covered in a deep dive at the

10 1 2 20 96%

Agent's radio inhibited?

More subscribers/groups displayed on monitor; SDC has be-gun the process to gather requirements to address this customers need and balance it with other customer operations

Bad interface cards

88%

bad cable connectors

88%

RNC sensitive to ext. noise

More Robust engineering analysis and test; to configure noise threshholds

Infrastrcuture engineering quality manager; Marcial Gonzalez

Installed and tested upgraded, more robust

RNC software. September 2008

88%

De-crease in Risk

Secure Design Center [SDC] "Scheduled OTAR" will be released on Q4 2010

10 2

FRB, root cause analysis, replacement hardware, staging at MOTO CIT labe under noise conditons; delivery to Customer & installation

Infrastrcuture engineering quality manager; Marcial Gonzalez

Astro Engineering; This is targetted to be part of the A7.9 release.

3

2 40 90%

3 72Replaced Faulty Transition Modules, Installed new design of interface cables.Performed customer testing, data collection

8


Conclusions We may get feedback, but do we know how to use it? Are we reactive? If so how does that effect CRM? CRM is a life time commitment

Actually, it’s a life cycle commitment Remember the “3 D’s”

‘determining’ ‘delivering’ ‘dedicating’

Recognize that LSS tools have value outside of continuous process improvement…

… but you must use imagination!


For Additional information, contact:

John Weisz, SSBB, CQE, CRE

443-472-1709

8/8/2010voc for crm tutorial_oct2010.ppt1 of 23 voc for crm : how “voice of the customer” can...

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