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 Tutorial Prepared for ASQ Section 0509 12 October 2010
Dec 28, 2015
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
8/8/2010 VOC for CRM Tutorial_oct2010.ppt 2 of 23
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.
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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
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Determining what the Customer REALLY wants
“Discovery” Life Cycle Phase
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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
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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
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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”
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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?
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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
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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]
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Making sure our Customers GET what they really want
“Delivery” Life Cycle Phase
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“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
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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
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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
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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
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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
8/8/2010 VOC for CRM Tutorial_oct2010.ppt 17 of 23
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?
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Anticipating & delivering on what the Customer REALLY wants
“Dedication” Life Cycle Phase
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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
8/8/2010 VOC for CRM Tutorial_oct2010.ppt 20 of 23
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
8/8/2010 VOC for CRM Tutorial_oct2010.ppt 21 of 23
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
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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!
8/8/2010 VOC for CRM Tutorial_oct2010.ppt 23 of 23
For Additional information, contact:
John Weisz, SSBB, CQE, CRE
443-472-1709