philips scs cxp satmetrix conf presentation jan 23

November 01, 2013 _Sector Confidential1

Customer Experience ProgramSoftware Customer Services

Kimberly SimpsonPatient Care & Clinical Informatics (PCCI) North America (NA)Satmetrix Conference: January 30, 2014


AgendaSoftware Customer Services (SCS) North America (NA)

• SCS Overview & Strategy• Net Promoter Journey• Customer Experience Program (CxP) & Results• CxP Key Achievements & Initiatives


SCS North America:Overview & Strategy


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


Software Customer Services (SCS)15 Products, 29 countries, 1,000 employees


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


SCS North America:Net Promoter Journey


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


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.


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


Understanding the Customer JourneyLoyalty is created thru Experiences

Software Customer Lifecycle


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


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


SCS North America: CxP Program & Results


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


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


• 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


SCS CxP: Customer Touch Points & SurveysLoyalty is created thru Experiences

Software Customer Lifecycle


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


Actions

• Closing the Big & Little Loop• CxP Action Plans

SCS CxP: Feedback Process


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


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


SCS North America:CxP Key Achievements & Initiatives


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


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




Communications

PHILIPS




Service Delivery Excellence

PHILIPS

philips scs cxp satmetrix conf presentation jan 23

Documents

best customer experience

class customer experience

scs strategy

goal philips scs

sector confidential10

global strategy

industry philips

software service organization